CapeNature Annual Report 2010 · 2015-05-29 · develop a risk profile for the organisation and to...
Transcript of CapeNature Annual Report 2010 · 2015-05-29 · develop a risk profile for the organisation and to...
2009/10
Annual Report
2009/10
Annual Report
Contents
Chairperson's Report 1
General Review 5
Report by the Accounting Authority of the Western Cape Nature Conservation Board 6
?Our Vision and Mission 6
?Our Strategic Approach 6
o Our Strategic Goals 6
o Our Strategic Objectives 6
o Organogram 7
?Mandates and Governing Legislation 8
Review of Special Programmes and Projects 11
?Internationally-funded Projects 12
?Landscape-scale Conservation 13
o Stewardship 13
o Corridors, Natural Heritage Sites and Biosphere Reserves 16
?Socio-economic Development 18
o Community-Based Natural Resource Management (CBNRM) and Local Economic 18
Development (LED)
?Environmental Awareness, Education and Youth Development 22
?Integrated Catchment Management 25
o Fire Management 25
o C.A.P.E. Estuaries Programme 27
o Alien Vegetation Management (AVM) 30
?Wildlife Management 33
?Biodiversity Crime Unit 35
?Quality Management 37
?Ecotourism 39
Review of Support Services 43
?Scientific Services 44
?Law Support Services 47
?Marketing and Communications 48
?Human Resources 51
?Risk Management 53
?Information Technology and Information Systems 54
Quantified Report 57
Financial Review 67
? General Financial Review 69
? Statement on Corporate Governance 70
? Approval and Statement of Responsibility 76
? Report of the Audit Committee 77
? Report of the Auditor-General 78
? Statement of Financial Position as at 31 March 2010 82
? Statement of Financial Performance 83
? Statement of Changes in Net Assets 84
? Cash Flow Statement 85
? Accounting Policies 86
? Notes to the Annual Financial Statements 99
? Detailed Deferred Revenue 121
?Detailed Statement of Financial Performance YTD 122
Abbreviations and Acronyms 123
The following supplementary schedules do not form part of the
annual financial statements and is unaudited:
Chairperson's Report
One of South Africa's most effective business leaders shared some wisdom recently: an
organisation with a clear vision (shared and lived by staff and executive management)
and solid core values (at all levels) is better able to withstand and respond to external
challenges and internal organisational change. We can confidently say that CapeNature
has been able to negotiate several challenges and transitions in the period under review due
to the clarity of its leadership's vision and the values instilled throughout the
organisation.
This has been achieved primarily through the humility, effectiveness and
strategic leadership of the CEO and her institutional building approach.
However, we also need to recognise the contribution of the Executive
Management Committee for their efficient, effective and caring management of
the organisation, their prioritisation of responsiveness and relevance, and of
making a difference within a context of demanding challenges.
While it has indeed been the year of transitions at CapeNature, these have
been smoother than most previous periods. Board roles have changed, with
Aubrey Redlinghuis and Colin Johnston taking over as Chairperson and Vice-
Chairperson, respectively. This has ensured that continuity and institutional
memory have been retained in taking the organisation forward.
The year has seen a new era of Board governance and reflection. King III
brought with it some new perspectives and approaches. Important to mention
in this regard is that the Board engaged in a very productive training session on
the King III Report as an enabling exercise to respond to the new demands of
corporate governance. It should also be noted that for the first time the Board
conducted a formalised risk assessment process to focus our activities and
sharpen our pencils in corporate governance. The underlying rationale was to
develop a risk profile for the organisation and to find innovative ways of
mitigating the identified risks. Also, the first independent Board performance
review was conducted – yielding greater insight into how we utilise each
member's strengths, and how we maintain our focus on pursuing
CapeNature's best interests. The outcome of the performance evaluation of
the Board will be interrogated and deliberated on with a view to deciding on an
appropriate action or an improvement plan to enhance the performance of the
Board in the interest of efficient and effective corporate governance of the
organisation.
The Board and the Executive Management had the opportunity to engage and
interact with the Standing Committee during a visit to the De Hoop Nature
Reserve. Mention should also be made of the visit of members of the Board to
Vensterklip with a view to evaluating some of the projects in which CapeNature
is involved. This also provided an opportunity for Board members to
experience how the community interacts with the organisation. Subsequent to
this evaluation exercise, a report was submitted at a Board meeting for
discussion and consideration.
November 2009 also saw CapeNature engaging in an intensive Biodiversity
Review exercise. The two-day workshop generated fresh and exciting ideas
concerning the core business of the organisation. The outcome of the review
exercise will be pursued in the interest of a pro-active response to the
challenges of environmental and global climate change. The Board will have to
engage meaningfully and innovatively with some of the outcomes of the
workshop and review its potential impact on the core business of the
organisation.
CapeNature Annual Report 2009/102
CapeNature performed well, given the general budget Similarly, addressing some of the key land-use and property
squeeze of government, managing to hold on to the lion's development issues which result in most of the loss of
share of its budget allocations. The review of public entities in biodiversity in the Province, needs further support. We have
the Province is a timely reminder that we need to continually a small, professional team doing sterling work, but they will
think of innovative ways to perform our services to the public need more technical capacity and political support to steer
more efficiently and effectively and to find greater alignment this development in the right direction.
between our strategic planning and resource allocation.
We have embarked on a rethinking and redevelopment of the
The Executive Management team is stable. Although Lindeni tourism infrastructure in the Kogelberg – one of the bigger
Madlala, the CFO, resigned for personal reasons at the end projects CapeNature has undertaken. We believe we will
of the financial year, we were able to recruit a successor and have some excellent new products to offer the growing
maintain continuity in a critical position and period, avoiding market by the end of 2010.
any hiatus which has accompanied similar transitions in the
past. We are aware, however, that conservation challenges CapeNature finds itself in a period of positive change, with a
remain and we need to be responsive as we strategically strong commitment to improving biodiversity management
position the organisation. and society's engagement with nature within and beyond our
reserves.
Although we were rather lucky with the weather this year,
wildfires are increasing in their intensity and frequency. We As some members' terms come up for renewal, we wish the
believe CapeNature's response to the threats they pose new Board and Executive all the best for the year ahead. A
keeps improving. Our investment in catchment management word of thanks has to be conveyed to them for the giving of
is beginning to pay dividends, with improving collaboration their time, expertise, energy and enthusiasm in executing
between operational programmes and more effective their governance role. A special word of thanks goes to the
deployment of resources. These inextricably linked issues former Chairperson, Mark Botha, for the strategic leadership
will be an ongoing risk to water security in the Western Cape. he played in taking CapeNature forward. Our best wishes
accompany the outgoing Board members and we wish them
The unique habitats, species and natural heritage of the all the success in their future endeavours.
Fynbos and associated ecosystems are being secured
through CapeNature's Stewardship Programme, but it is Warm regards
clear that to build on our achievements the organisation will
need significantly more resources and personnel. Mark Botha and Aubrey Redlinghuis
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CapeNature Annual Report 2009/104
General Review
Report by the Accounting Authority
Vision
Mission
Strategic Approach
A quality driven public entity conserving the unique natural heritage resources
of the Western Cape for the benefit of all.
To establish biodiversity conservation as the foundation of a sustainable
economy in the Western Cape thereby creating benefits and opportunities for
all.
During the 2009/10 financial year, the organisation continued to focus on the
following strategic goals:
?Providing cutting-edge leadership and innovative approaches to
biodiversity management and environmental integrity.
?Improving corporate sustainability and high impact.
?Promoting socio-economic development through the conservation
economy.
?Demonstrating an impact on and contribution to the reconstruction and
development of social capital.
During 2009/10, the organisation focused on achieving the following strategic
objectives:
?Improve the reach and quality of biodiversity management.
?Secure differentiated revenue streams.
?Develop policies, systems and processes to support service delivery.
?Enhance institution building.
?Establish and maintain partnerships.
?Develop and implement strategies to facilitate equitable access to and
participation in the conservation economy.
?Demonstrate impact on and contribution to youth and community
development and environmental awareness.
Strategic Goals
Strategic Objectives
CapeNature Annual Report 2009/106
OrganogramCurrent Organisational Design as at 22 April 2010
MINISTER FOR LOCAL GOVERNMENT, ENVIRONMENTAL AFFAIRS AND DEVELOPMENT PLANNINGMinister Anton Bredell
BOARD
CHIEF EXECUTIVE OFFICERLucille Meyer
CHIEF RISK OFFICER
BOARD SECRETARY
OFFICE MANAGER
– Ebrahiem Hardy
– Lee Wallace-Malyon
– Zohra Parkar
CHIEF FINANCIAL OFFICERVacant *
Exec. SecretaryBabalwa Sikumba
SENIOR FINANCE MANAGERS
Fulaphi Khoza & Sandy Floris
SUPPLY CHAIN MANAGER
Thobeka Moraka
ADMINISTRATION MANAGER
Nolundi Puzi
EXEC. DIRECTOR: BUSINESS DEVELPOMENT
Sheraaz Ismail Exec. Secretary Samantha Potts
SENIOR TOURISM & MARKETING
MANAGER Vacant
TOURISM PPP OFFICER
Mahbobah Jacobs
SENIOR MANAGER IT/IS
Arno Scheepers
PROJECT CO-ORDINATOR:
TOURISM DEVELOPMENTWilfred Williams
REGIONAL MANAGER –
SOUTHvacant
REGIONAL MANAGER –
NORTHvacant
NORTH WEST Elbe Cloete
(acting)
BREEDEBERGMorris Floris
BOLANDDian Dreyer
CAPE METROMandisa Mdala
OVERBERGTierck Hoekstra
LANGEBERGHennie Africa
GARDEN ROUTEMbulelo Jacobs
KAROOIvan Donian
OCCUPATIONAL HEALTH & SAFETY
Mariaan Naude
QUALITY MANAGEMENT
Gail Cleaver-Christie
ALIEN VEGETATION MANAGEMENTBen van Staden
HR UTILSATION & DEVELOPMENT
MANAGER Vacant
CORPORATE MENTORSHIP
MANAGER Chris Martens
EXEC. DIRECTOR: OPERATIONSFanie Bekker
Exec. Secretary Yolanda Slarmie
EXEC. DIRECTOR: HUMAN RESOURCES
Nazeem JamieExec. Secretary Nuraan Floris
LAW SUPPORT SERVICES
Deon Hignett
WILDLIFE MANAGEMENT
Jaco van Deventer
FIRE MANAGEMENTZane Erasmus
CBNRM AND LED
Melikhaya Pantsi
SCIENTIFIC SERVICES
Dr. Ernst Baard
BIODIVERSITY CRIME UNIT
Paul Gildenhuys
YOUTH DEVELOPMENT
Trevor Farr
CONSERVATION STEWARDSHIP
Kerry Purnell
BIODIVERSITY CORRIDORSJenifer Gouza
EXEC. DIRECTOR: BIODIVERSITY Dr. Kas HammanExec. Secretary
Kim Gabriel
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* Mr Allan Preston was appointed as CFO on 1 May 2010
Legislative and other mandates
Constitutional mandates
Legislative mandates
CapeNature is the public entity responsible for “nature conservation” in the
Western Cape. It discharges this mandate in terms of Schedule 4 of the
Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) which
sets out functional areas of concurrent national and provincial legislative
competence.
CapeNature is the executive arm of the Western Cape Nature Conservation
Board (WCNCB), established in terms of the Western Cape Nature
Conservation Board Act, 1998 as amended. The mandate and functions of
CapeNature are derived from the Western Cape Nature Conservation Board
Act. The Act has three general objectives:
a) To promote and ensure nature conservation and related matters in the
Province;
b) To render services and provide facilities for research and training in
connection with nature conservation and related matters in the Province;
and
c) In pursuing the objects set out in paragraphs (a) and (b), to generate
income, within the framework of any applicable policy determined by the
responsible Minister or the Provincial Cabinet.
Western Cape Nature Conservation Board Act, No. 15 of 1998
The following are the key national and provincial statutes relevant to the
implementation of the mandate of nature conservation and include all
amendments to these acts and ordinances and any regulations promulgated
there under. Note that the list below excludes all other relevant legislation to
which public entities as employers, implementers of government mandate and
managers of public finance are subject.
International Conventions, Protocols and Policies
?Convention on International Trade in Endangered Species (CITES) of Wild
Fauna and Flora (1975)
?Convention on Biological Diversity (1992)
?The Ramsar Convention on Wetlands of International Importance (1972)
?World Heritage Convention concerning the protection of world natural and
cultural heritage (1972)
?Convention on the Conservation of Migratory Species of Wild Animals
(1979)
?Southern African Development Community (SADC) Protocol on Wildlife
Conservation and Law Enforcement in the Southern African Development
Community (1999)
?International Union for the Conservation of Nature (IUCN) Policies and
Procedures relating to the protection of species of wild fauna and flora
(Species Specialist Groups, Working Groups, etc.)
CapeNature Annual Report 2009/108
National Legislation New Legislation and potential impacts
?Constitution of the Republic of South Africa (Act No.108 The following legislation is either new or pending and it is
of 1996) envisaged that this legalisation will impact on CapeNature. A
?National Environmental Management Act (Act No.107 of brief summary of the implications are outlined below in order
1998) of threat and impact (highest to lowest):
?National Environmental Management Biodiversity Act ?Threatened or Protected Species Regulations, 2007
(Act No.10 of 2004) ?Alien and Invasive Species Regulations, 2009 (still in
?National Environmental Management: Protected Areas draft form)
Act (Act No.57 of 2003) ?CITES Regulations, 2009 (in final draft)
?Mountain Catchment Areas Act (Act No.63 of 1970) ?National Environmental Management: Integrated
?National Forests Act (Act No.84 of 1998) Coastal Management Act (Act No.24 of 2008)
?Conservation of Agricultural Resources Act (Act No.43 of
1983) The implications of the above-mentioned legislation are far-
?World Heritage Convention Act (Act No.49 0f 1999) reaching and will have a significant impact on CapeNature's
?Marine Living Resources Act (Act No.18 of 1998) budget requirements as well as service delivery capacity.
?Environment Conservation Act (Act No.73 of 1989) The biggest challenge remains the training of all personnel
?National Water Act (Act No.36 of 1998) involved with the implementation of said legislation for
?Sea-shore Act (Act No.21 of 1935) appointment as Environmental Management Inspectors and
?National Veld and Forest Fire Act (Act No.101 of 1998) the costs of said training, which is currently R12,500 per
?National Heritage Resources Act (Act No.25 of 1999) person. Secondly, the existing staff complement will have to
?Sea Birds and Seals Protection Act (Act No.46 of 1973) be enlarged (in fact almost doubled) in order to deal with the
?Disaster Management Act (Act No.57 of 2002) additional legislative requirements. Thirdly, there will be a
major financial outlay with regards to the necessary
Provincial Legislation equipment which is required to perform certain statutory
?Constitution of the Western Cape Act (Act No.1 of 1998) functions such as the marking of rhino horns and cycads.
?Western Cape Nature Conservation Board Act (Act Finally, all CapeNature legislation, policies and procedures
No.15 of 1998) related to the above-mentioned will have to be updated and
?Western Cape Planning and Development Act (Act No.7 brought into line with the national standard.
of 1999)
?Land Use Planning Ordinance (Ordinance No.15 of
1985)
?Nature Conservation Ordinance (Ordinance No.19 of
1974)
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CapeNature Annual Report 2009/1010
Review of
Special Programmes
and Projects
Internationally-funded Projects
CapeNature has developed strong partnerships with our international donors
over the last few years. The recommitment of some of these donors, namely
Critical Ecosystem Partnership Fund (CEPF), Conservation International (CI)
and the World Wide Fund for Nature– South Africa (WWF-SA), re-affirms their
support for the conservation work that CapeNature is undertaking.
CEPF has committed to support the development of a Landscape Level
Conservation Programme within CapeNature that seeks to consolidate and
support the work done within Biodiversity Corridors, Biosphere Reserves and
World Heritage Sites as well as the consolidation of the Knersvlakte
Conservation Area. CI plays a key role in the support of corridor development
and project implementation and is an important partner in catalysing support
for landscape level conservation issues such as stewardship incentives,
learning and community development. WWF-SA is an equally important
partner in areas such as stewardship support, land acquisition and projects
supporting healthy ecosystem functioning.
CapeNature is proud of its association with the Cape Action Plan for People
and the Environment's (C.A.P.E.) Biodiversity Conservation and Sustainable
Development (BCSD) project for the past six years. The fact that the main
objectives of the BCSD project fitted perfectly into CapeNature's core
objectives for the conservation of the Cape Floristic Region and certain
elements of the marine environment, made it possible to integrate, implement
and sustain most of these initiatives. The great successes achieved with other
BCSD projects such as fine-scale planning, estuary management, Marine
Protected Areas, invasive aliens and various aspects of catchment
management can be attributed to the co-operative governance philosophy that
is now embedded in all C.A.P.E. decision-making and implementation
processes. Integrating the management of these systems effectively and
efficiently into the economy of the Western Cape is a challenge facing all
C.A.P.E. partners, from catchment to coast.
CapeNature Annual Report 2009/1012
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Key achievements Landscape-scale Conservation
Objectives
?Stewardship negotiators continued to forge ahead:
seven new Contract Nature Reserves and two new To ensure that biodiversity survives sustainably in a changing Biodiversity Agreements were signed. The number of climate, Landscape-scale Conservation aims to identify key Contract Nature Reserves now totals thirty-eight and biodiversity areas and to link or expand these sites. The goal equals 52,961.35 hectares; nineteen biodiversity is also to manage such sites to conserve natural processes agreements (12,228.29 hectares) and twenty-five and biodiversity, while providing tangible benefits to the local voluntary sites (20,458.95 hectares). communities and shareholders.
?The CapeNature Protected Area Expansion Strategy for
the Western Cape was completed in draft form and
awaits finalisation. An extension has been granted on the
due date and the finalisation of the document is The Stewardship Programme of CapeNature is tasked with prioritised for the end of August 2010. providing cutting-edge leadership and innovative approaches to biodiversity management and environmental ?The Conservation Action Priority Map (CAPMap) was integrity, achieved through improving the reach and quality of reviewed and refined using feedback from users - who biodiversity management to enhance biodiversity protection contributed to organising and re-scoring the document - and conservation in areas outside the CapeNature Protected to give a better and much more focussed stewardship Area Network. One of the main ways of ensuring this portfolio: CapeNature now has a better idea of the protection and conservation is through the establishment of extreme limitations of stewardship resources and the Stewardship Sites. need to match priorities closely to available resources.
One objective for the Programme for the 2009/10 financial ?Another key achievement was the notarisation of year was to establish sixteen new Stewardship Sites. Contract Nature Reserves. Attorneys were appointed to Another strategic objective of the programme was to ensure notarise thirty-eight reserves; of these, nineteen were rigorous conservation planning in the Western Cape within submitted to the Minister for Local Government, the bounds of the national legislative framework. A further Environmental Affairs and Development Planning for objective was to develop a protected area expansion strategy permission to start the public participation process.(the CapeNature Protected Area Expansion Strategy for the
Western Cape) for the region. In collaboration with national ?Funding was made available to secure the services of a and provincial departments, the Strategy is aimed at Land Surveyor on a one-year retainer to draw the facilitating the establishment of an adequate and diagrams for twenty Contract Nature Reserves, as well representative Protected Area Network (incorporating as to appoint a lawyer, also on a one-year retainer, as terrestrial, freshwater and marine priorities). CapeNature additional capacity to expedite the turnover of contracts sees the establishment and management of a provincial being processed.protected area system - which is aligned with the National
Protected Area Expansion Policy - as a key strategic
approach to the conservation of the globally significant
biodiversity of the region.
A final objective was to review and refine the Conservation
Action Priority Map (CAPMap) in order to produce a more
streamlined product for CapeNature. This will focus
stewardship priorities and attention on top sites (bearing in
mind the capacity constraints for achieving conservation
targets for the province). The CAPMap will inform the final
CapeNature Protected Area Expansion Strategy for the
Western Cape which will provide a portfolio of priorities for
every area (Stewardship, State Land and Forestry, etc.).
Stewardship Programme
CapeNature Annual Report 2009/1014
?2009/10 has also been a year of contributing to the planned targets of the Annual Performance Plan. The new
conservation economy through job creation. proformas have been sent out to all extension staff and there
Stewardship negotiators, together with the Table are at least twenty-seven stewardship negotiations in various
Mountain Fund, were successful in securing funding stages of completion to be signed early in the 2010/11
from Pioneer Foods to create employment for three financial year.
contracting teams to implement management plans on
Contract Nature Reserves and Biodiversity Agreements A constant challenge for the Stewardship Programme is the
in the Boland and West Boland on a one-year pilot number of staff employed being too few to reach provincial
project. and national biodiversity conservation targets. These issues
were presented in detail in the CapeNature Stewardship
?“The Land Reform and Stewardship Initiative”, an Business Case, with solutions in the Stewardship
exciting project implemented by the Department of Land Implementation Plan; however, funding to implement these
Affairs and the South African National Biodiversity plans has not yet been made available.
Institute, was rolled out in this period. This initiative aims
to focus on applying stewardship status to land reform A key external factor that may also have impacted on the
areas with biodiversity value to benefit the affected organisation's ability to reach targets within the APP is the
communities and the environment. Three pilot sites were unwillingness of some land owners to enter into legal
selected, of which two are already current Stewardship agreements for fear that in the long term their land might be
Programme projects. expropriated.
?Due to the ever-changing needs and environments of
stewardship, it is essential that there is continuous In the upcoming financial year, the Stewardship Programme
training and mentorship. This was continued through the aims to secure a further ten Stewardship Agreements, which
Peer Learning Workshop at Malagas, the Mentorship will bring CapeNature close to the maintenance phase i.e. a
and Coaching Programme as well as through inter- cap of seventy-eight agreements - to which the organisation
provincial learning opportunities. is committed to maintaining given current capacity.
(Maintenance includes conducting annual audits and
updating the management plans for each agreement, as well
One of the key challenges facing the Stewardship as visits to provide support and advice.)
Programme in the year under review was the slow turnaround
time for processing stewardship contracts. This was due to The Programme aims to continue with ongoing maintenance
the organisation's Law Support Component being heavily of the thirty-eight existing Contract Nature Reserves and
under-capacitated (this lack of capacity was exacerbated by nineteen Biodiversity Agreements (57 stewardship sites);
the position of Senior Manager of that component being each site needs to be audited and management plan
vacant for much of the period). The Law Support Component revisions need to be written on an annual basis.
and Stewardship Programme have worked together
continuously to overcome the lack of capacity and some of CapeNature also aims to finalise the Protected Area
the vacant posts have now been filled. Expansion Strategy and Action Plan and roll-out its
implementation in 2010/11.
Another challenge was the inability to find a suitable
consultant to draw up and finalise the CapeNature Protected Other ongoing Stewardship Programme activities planned for
Area Expansion Strategy for the Western Cape. the upcoming year include the continuous focus on staff
training, the developing of informative fact sheets, facilitating
The State Attorney made changes to the Power of Attorney the annual peer learning workshop and Stewardship
and Notarial Deed proformas; this affected the Programme's Reference Group meetings, and updating the Stewardship
ability to meet the required time frames with regard to the Operational Procedures Manual.
Looking ahead to 2010/11
Key challenges
15
Nature Reserve Highlights
Biodiversity and Business Working Together
Conservancy knowledge exchange in the Karoo
Of all human activity, ostrich farming has the most detrimental impact on the
biodiversity of the Klein Karoo. Together with the South African Ostrich
Business Chamber (SAOBC) and other role players in the ostrich industry as
part of the Gouritz Initiative (GI) Project, CapeNature initiated a Biodiversity
and Business Project. CapeNature's involvement resulted in a CEPF funded
project that spanned fifteen months and ended in September 2009. CEPF
contributed R920,000, Eden District Municipality R140,000 and TMF
R80,000. CapeNature, the SAOBC and Department of Agriculture
contributed substantial levels of staff resources to the project. These in-kind
and co-funding contributions will continue.
This project had three outputs that were all successfully achieved:
At farm level: facilitating improved veld management through
management plans;
At industry level: development of a biodiversity management strategy
for the ostrich industry; and
At biodiversity and business level: engaging in effective liaison between
like-minded biodiversity conservation initiatives.
The first knowledge exchange for conservancies in the Karoo Area was held
on 27 February 2010 at the Buffelsdrift Game Lodge.
The objectives were:
To establish a platform for Conservancies to share their knowledge and
experiences;
To establish a network between Conservancies and other partners; and
To build capacity within the Conservancies to conserve biodiversity in
the Karoo area.
Delegates from seven different Conservancies, as well as partners such as
the Endangered Wildlife Trust and the Cape Leopard Trust, were present
while six guest speakers held the audience captive with a variety of
presentations including holistic farming practices, protected environments,
livestock management and biodiversity crime.
?
?
?
?
?
?
Corridors, Natural Heritage Sites and Biosphere Reserves
Programme
Objectives
Key achievements
CapeNature has played a leading role in the planning and development of
landscape level conservation initiatives through its Corridors, Natural Heritage
Sites and Biosphere Reserves Programme. Landscape level conservation is a
key mechanism to create connectivity in a fragmented landscape, where that
fragmentation and degradation of habitat and ecosystems has been largely
human-induced. These initiatives - such as corridors - focus on linking
CapeNature’s formally protected areas with high biodiversity areas that are not
currently formally conserved. These include productive, agricultural
landscapes. Landscape-scale conservation also acts as mitigation and
adaption mechanisms against anticipated climate change impacts. Because
these activities are largely focused on the landscape, partnerships with
landowners, communities, governmental and non-governmental agencies as
well as local authorities are essential in making this approach work. The
successful implementation of these landscape-scale initiatives have also
resulted in the investment by donors in CapeNature.
The Programme had three main objectives for the 2009/10 financial year: the
appointment of a Programme Manager, the development of a corridor policy
and an implementation strategy and the refinement of one biodiversity corridor.
CapeNature is pleased to report that, with the exception of one (the
development of a corridor policy and an implementation strategy), all of the
objectives of the Programme for the period under review were reached; in fact,
targets were exceeded with additional objectives reached.
?A Programme Manager was successfully appointed in July 2009.
Following his resignation soon thereafter, another Programme Manager
was appointed in December.
?While progress was made, work on a corridor policy and an
implementation strategy was hampered by the absence of a Programme
Manager for large swathes of time.
?The implementation action plan for the refinement of the Greater
Cederberg Biodiversity Corridor has not yet been completed. It will be
finalised as soon as the corridor policy is concluded. Two corridors (Groot-
Winterhoek and the Olifantsberg), sub-sections of the Greater Cederberg
Biodiversity Corridor, were completed with the use of area wide planning.
?The Programme also hosted a fundraising workshop to support
fundraising efforts within the organisation as part of its drive to support
financial sustainability.
CapeNature Annual Report 2009/1016
17
?The Programme was showcased at the annual
Biodiversity Expo in Kirstenbosch National Botanical The Corridors, Natural Heritage Sites and Biosphere
Gardens, Cape Town to great success: the aims were to Reserves Programme plans to complete projects in several
raise awareness about landscape level conservation key areas in the 2010/11 financial year. In terms of policy
and promote the Year of Biodiversity. development, the plan is to finalise the corridor policy and
implementation strategy. The Programme will also implement
several climate change focused projects, as well as build the
One key challenge experienced and alluded to above was the peer learning and knowledge exchange to encourage
appointment of the Programme Manager. The Programme sharing of ideas and capacity-building, in the year ahead.
has only had a full time manager for a few months of the year
under review. This had a direct impact on the development of In terms of capacity-building, the Programme plans to
the corridor policy, which will only be developed completely in develop a fundraising strategy and submit fundraising
the 2010/11 financial year. proposals in order to achieve sustainability, and provide
support to governance structures of the Programme.
Finally, on the ground, the Programme plans to refine one
biodiversity corridor.
Looking ahead to 2010/11
Key challenges
Nature Reserve Highlights
The Groot Winterhoek Freshwater Corridor
While the expansion of protected areas have up to now
focused on terrestrial biodiversity issues, the launching of the
Groot Winterhoek Freshwater Corridor, a project co-funded by
the WWF and TMF, shifts the focus towards freshwater
systems. The project is situated between the Cederberg and
Groot Winterhoek Wilderness and is focused on biodiversity
to guide stewardship actions on the ground. Key project
objectives include awareness raising and prevention of
habitat degradation. The West Coast Working for Wetlands
project is a key partner in the latter. Future stewardship sites
will be secured to implement management actions aimed at
freshwater biodiversity conservation.
Socio Economic Development
Objectives
Key achievements
Sustainable conservation cannot happen without the involvement of local
communities. In order to ensure sustainability, communities need to
experience the social economic benefits of conservation. They also need to be
empowered to manage their own natural resources in a sustainable way.
During the 2009/10 financial year the Community-Based Natural Resource
Management (CBNRM) and Local Economic Development (LED) Programme
had four key objectives, the first of which was job creation. The Programme
was tasked with facilitating job creation projects with a focus on Integrated
Catchment Management projects and on Small, Medium and Micro
Enterprises (SMME) Development.
A second objective was facilitating access to protected areas in order to
increase community conservation awareness, including outreach campaigns
for Natural Resource User Groups (NRUGs) and the establishment and
strengthening of Protected Areas Advisory Committees.
Another objective of the Programme was to encourage compliance to
conservation legislation through capacity-building in the NRUGs.
The final objective was to build partnerships with private sector, government
and non-governmental organisations on Programme initiatives.
?The CBNRM and LED Programme played a major role in contributing to
the development of the Integrated Catchment Management (ICM) Manual,
particularly in sections relevant to contractor recruitment, training and
development, and health and safety. The Programme provided
implementation support and guidance (including the rolling out of a
contractor capacity-building programme that consisted of Basic Fire
Fighting, Basic First Aid, Health and Safety, Brushcutter Operator and
Herbicide Applicator modules) as well as best operating practice and
monitoring and evaluation assistance to all recipients of the ICM projects
budget.
Community-Based Natural Resource Management
(CBNRM) and Local Economic Development (LED)
CapeNature Annual Report 2009/1018
?CapeNature provided job opportunities as well as SMME development opportunities, as demonstrated below:
No. of Projects
EPWP
Working for Water, Working for Wetlands, Working on Fire,
Coastcare, DEAT Driftsands, DEAT Whale Trail
Livelihood
A 'livelihood' is considered to consist of the assets, activities
and entitlements that enable people to make a living. e.g.
traditional plant nursery, Buchu, Aloe, wood cutting, donkey cart
in Cederberg
Services
Services provided e.g. cleaning, gate guards, garden services.
Operational services e.g. erosion control, invasive alien
clearing, not funded through an EPWP project.
All Integrated Catchment Management projects.
Youth participation
Female participation
Disabled persons participation
Total Person Days
Quarter 1
68
26
5
37
918
618
25
32,340
Quarter 2
79
31
4
44
1,302
718
28
42,479
Quarter 3
147
30
4
113
1,338
857
28
53,104
Quarter 4
143
29
5
109
3,579
2,317
95
57,751
Annual
Total
437
116
18
303
7,137
4,510
176
185,674
?In terms of access to protected areas, the Programme focused on creating an enabling policy environment for access to
protected areas for cultural, traditional and religious purposes. This was done through contributing to the writing of three
important pieces – the first being the protocol for the processing of applications to gain access to CapeNature protected areas for
consumptive (sustainable harvesting) and non-consumptive (spiritual and cultural activities) utilisation activities and purposes.
The purpose of this protocol was to establish an easy to understand yet formal procedure which could be followed and applied by
all staff members throughout CapeNature areas. Adding to the protocol, the Code of Conduct for Natural Resource User Groups
was developed; the purpose of which is to regulate the relationship between CapeNature community conservation staff
members and Natural Resource User Groups. A third document developed was the Natural Resource User Groups' Guide to
Conservation Legislation, to enlighten Natural Resource User Groups about legislation relating to conservation.
The table below indicates the number of people who gained formal access to CapeNature managed protected areas in the period
under review:
Access to protected areas for consumptive and non-consumptive purposes
Access for cultural and traditional purposes
Cultural activities refer to initiation sites and Rastafarian activities
Traditional activities refer to traditional healing, patients and trainees
Access for sustainable harvesting
Access for spiritual purposes
Spiritual activities refer to ancestor and healing of abused citizens
Total
Number of people
in 2009/2010
44
400
315
759
Number of people
in 2008/09
517
395
314
1,226
! Implementation of People and Parks Programme
The Programme continued its efforts in ensuring the implementation of the People and Parks Programme, a national
Department of Environmental Affairs led initiative aimed at promoting and ensuring compliance to the Protected Areas Act (Act
57 of 2003) and which seeks to promote sustainable utilisation of protected areas for the benefit of people in a manner that would
19
preserve the ecological character of such areas and Co-ordinated by the Programme, the purpose of the visit
promote participation of local communities in the was to build partnerships with other nature conservation
management of protected areas. The Programme is agencies and learn from their approaches and
happy to report that the close working relationship experiences in implementing the People and Parks
between the Programme and both provincial and Programme in their regions. The visit enlightened all
national People and Parks Programme participants parties about the importance of co-operation,
continued during the year under review. collaboration, diligence, sound project planning and
management as well as the inevitable need of improved
On the provincial level, the work of the Natural Resource co-operative governance. Part of the visit included
User Groups-appointed Western Cape People and interaction with community structures and partners,
Parks Steering Committee continued at programme and looking at successes and lessons learnt in implementing
at area levels: both Steering Committee members and Community Based Natural Resource Management
Programme staff strengthened relations through projects, People and Parks projects and value added
strategic planning sessions and quarterly meetings. industries projects.
Western Cape People and Parks Steering Committee
members participated in two community meetings held in ! Protected Area Advisory Committees
Pretoria. The Programme held two Provincial People and The CBNRM and LED Programme continued its support
Parks NRUGs meetings as well as the Provincial People to areas in establishing and strengthening Protected
and Parks strategic planning meeting in the reporting Area Advisory Committees. Updating the terms of
year. On the national level, Programme staff participated reference for the establishment of Protected Area
in four national People and Parks Programme meetings Advisory Committees took centre stage. Three Protected
in Pretoria during the reporting year. Area Advisory Committees were established in the
Boland area; specifically, for Kogelberg Nature Reserve,
! Capacity-building for Natural Resource User Groups Jonkershoek and Limietberg Nature Reserves whilst
(NRUGs) and Community Conservation Staff members Ezemvelo Environmental Forum was launched as a
A highlight of the year under review was a knowledge Protected Area Advisory Committee for Driftsands
exchange visit by the People and Parks Steering Nature Reserve in the Cape Metro Area. A Memorandum
Committee for the Western Cape and CapeNature of Understanding to formalise the relationship between
Community Conservation Staff to the Eastern Cape CapeNature and Ezemvelo Environmental Forum was
Parks Board and National Department of Water Affairs. also signed during the reporting year.
Partnership
Hessequa
Municipality
Theewaters-
kloof
Municipality
Roggeland
Farm
Intervention
This project is implemented by CapeNature with funding received from the Western Cape
Department of Social Development. The Hessequa Municipality has also played a major role by
providing an office and warehouse space for the factory. To date, the municipality has spent more
than R40,000 in renovating, painting and tiling the office. The project beneficiary, Albertinia Aloe
Tappers Co-op, is being assisted with product and business development. The application for
funding from the Department of Trade and Industry Co-operative Incentives Scheme is being
managed by Fountain Enterprise cc through the Red Door voucher system.
With assistance from CapeNature, a group of traditional healers from Grabouw under the
umbrella of Vukani Traditional Healers Association have secured about 1,2 hectares of land from
Theewaterskloof Municipality. The Programme is currently assisting project beneficiaries to
establish a food/medicinal plant garden.
With assistance from CapeNature, a group of Rastafarians under the umbrella of Nyahbinghi
Herbal Council in Paarl secured five hectares of land from Mr. Dannie Malan who owns
Roggeland farm. The Programme is currently assisting the project beneficiaries to establish a
food/medicinal plant garden. Red Door has been roped in as a business support institution to
support the beneficiaries with business plans, business set up, etc.
Project
Albertinia
Aloe Project
Grabouw
Food/
Medicinal
Plant Project
Paarl Food/
Medicinal
Plant Project
?Partnerships
CapeNature Annual Report 2009/1020
?Community Awareness and Enjoyment of CapeNature Protected Areas
In the reporting year, the Programme facilitated a number of celebrations within the protected areas – notably on
commemorative days – in order to expose, engage and connect with group members (those groups who participated in these
open days have confirmed their belief and support to sustainable conservation principles). For example, the Programme held
Heritage Day celebrations in the Hottentots Holland Nature Reserve under the theme “Celebrating South African Craft, our
Heritage”, at which various cultural groups shared the stage showcasing their dances and songs.
The Programme experienced slow progress in the establishment of the Protected Area Advisory Committees that are central to the
community oriented approach and a requirement of the Protected Areas Act due to unwillingness to travel the long distances to
meetings (farmers to townships and town folk to reserves) and costs involved in transportation to these meetings. Poor attendance
at these meetings resulted.
The CBNRM and LED Programme will continue to focus on facilitating job creation and SMME development in all of CapeNature's
areas. The Programme will also continue to implement the People and Parks Programme, including supporting the establishment of
Protected Areas Advisory Committees. Other institutional support for the year ahead will include completion of the People and
Conservation Standard Operating Procedures Manual, volunteer management, as well as continuous assessment and report
writing on Programmatic issues.
Key challenges
Looking ahead to 2010/11
Nature Reserve Highlights
The restoration of natural vegetation and empowerment of local communities
This project seeks to restore transformed Spekboomveld in the Groenefontein Nature Reserve, to link the upliftment of
communities with environmental needs as was identified through conservation planning and landscape initiative projects
(Gouritz Initiative, SKEP and STEP), to establish partnerships between government organisations, business, local
communities, non-governmental organisations and research institutions, and to create meaningful job opportunities for
unemployed local people.
Approximately 100 hectares of Spekboomveld experienced severe degradation through over-grazing. Working for
Woodlands, in collaboration with the Gamtoos Irrigation Board and Rhodes University, launched a project to restore degraded
and lost Spekboomveld. Two experimental plots in partnership with CapeNature were established on Groenefontein Nature
Reserve during April 2009. A large-scale restoration project is envisaged and funding for the first contract was provided by
Columbit as a contribution from industry to off-set the carbon released into the atmosphere by the company's processing
plants within South Africa. The project aims to establish more partners and funding streams to restore additional degraded
habitat.
A ceremonial planting with Columbit and CapeNature representatives was held
on 15 December, 2009 as an example of what can be done in a
private-public partnership.
Driftsands Organic Nursery
The Nursery at Driftsands Nature Reserve is up and running!
Fresh, organic produce was harvested and sold to members of the
community. Jobs were also created through the DEAT Driftsands
project – fifteen for the nursery, eight for the hiking trail and bus
parking and three for the construction of the electric fence. The
construction of the plant nursery is complete. The nursery provides
skills and job opportunities to surrounding communities: in
2009/10 it created 23 jobs.
21
Environmental Awareness, Education and Youth
Development
Objectives
Key achievements
CapeNature has incorporated youth service learning into its daily operations
and is a leading service provider for youth service programmes in conservation
as well as environmental education.
The Youth Programme saw the development of human capital for the
conservation industry/economy as one of its objectives. The Programme was
tasked with the creation of spaces for nature based environmental awareness;
specifically, two centres per region (one in conservation management and one
in ecotourism).
Much of the Youth Development Programme's efforts were focused on
developing human capital for the conservation industry/economy in the year
under review. Facilitating and capacitating the National Youth Service
Programme (NYSP) and its internship extension programme.
?The National Youth Service Programme (NYSP)
The NYSP mentors youth while adding value to biodiversity management
in the region. The initiative, being in its third cycle, contributed more than
32,824 human hours towards conservation management, contributions to
essential tasks that enhanced the biodiversity management of reserves;
however, the overall value and success of the NYSP can also be
measured in the participants' personal growth and development, as well as
in the quality of the service that they deliver.
The NYSP received numerous applications: over 300 applications were
processed, with most of the candidates from the Witzenberg, Drakenstein,
Theewaterskloof, Eden, Overstrand, and Winelands Municipal Districts.
Twenty-seven of thirty-one participants completed the programme with six
receiving Certificates of Excellence, fifteen attaining Certificates of
Competence and six receiving Certificates of Participation at graduation.
Working with educators and other stakeholders, participants got constant
acknowledgement for having a positive attitude, confidence in their own
abilities, leadership skills and being well mannered. Participants also
received positive feedback from reserve management staff. The
Programme is proud to note that the NYSP managed to operate with only
two dedicated staff members - with the support of CapeNature reserve
staff.
?NYSP Internship Programme
The Youth Development Programme continued to manage, run and
expand the NYSP Internship Programme. This is a new and exciting pilot
internship programme which provides further developmental opportunities
for ten NYSP graduates and adds another important dimension to its
CapeNature Annual Report 2009/1022
capacity-building efforts. The Department of biodiversity hot spots and poverty nodal areas to ensure
Environmental Affairs and Development Planning has that environmental education is accessible to different
come on board as a partner in this pilot programme and communities across the Province. A target of ten centres
has contributed funding for a further ten posts, also to be by 2009 was set for the Youth Programme to implement.
located within CapeNature areas. In 2005 the Programme was tasked to identify and
renovate five sites into fully functional, multi-purpose
The intention with the trainee posts is to ensure that Youth Centres of Learning. The venues are designed to
CapeNature retains a number of top achievers after they be full residential sites that provide a new standard of
have graduated (as vast investments have already been environmental design sensitivity, disability access and
made in them), and that these trainees are kept within the functional working spaces to house NYSP and
conservation sector and are available to CapeNature environmental awareness efforts and serve as the main
and other conservation agencies (to be absorbed into platform for our youth development efforts in these
vacant posts and other project posts as these become regions. The R4,8 million allocated by DEA&DP for this
available through the normal HR process). task was, however, only sufficient to renovate one youth
centre.
The internships provided NYSP graduates access to
further structured personal development opportunities ?Renovations Completed
and also acted as temporary employment with a view to The Programme is proud to report that in the period
retain the graduates within the conservation sector. under review, the renovation of the Grootvadersbosch
These trainees were placed into different developmental Nature Reserve Youth Centre (outside Heidelberg) was
programmes co-ordinated by the Youth Development completed. This centre provides accommodation for
Programme, on reserves where accommodation was twenty-four learners (with the potential to double this
available, and tasked with activities that contribute to capacity) and boasts full disability access, a lecture hall
biodiversity management - in turn revitalising, and recreational space. CapeNature is very pleased to
capacitating and transforming CapeNature. Interns were report that the centre's innovative green design has
placed on reserves and in stations where they could gain allowed for a significantly lower footprint – particularly in
further practical experience in their particular fields of water and energy savings. In Grootvadersbosch, we
interest. There was active mentorship and guidance by have truly created a campus of learning on the reserve.
Programme staff. Interns and supervising managers
entered into Internship Agreements, co-ordinated and The Vroljikheid Nature Reserve Youth Centre (outside
supported by the internship programme team. This team McGregor) was upgraded and a design plan for the
also arranged regular contact sessions to assess the Witfontein Nature Reserve Youth Centre (outside
progress and development of each intern. Supervising George) was completed. Finally, some feasibility work
managers assisted with further training and was done around the possibility of constructing a new
development of them. youth centre near Clanwilliam.
The Programme also looked for potential employment
opportunities that could provide exit opportunities for the Lack of dedicated support in financial management
interns: to date, four of the 2008/09 graduates have hampered the performance of the management team of the
secured contract posts within CapeNature; one with Youth Development Programme in all projects in the period
SANParks. Others have applied for various vacancies under review, but the Programme is pleased to report that a
and are awaiting the outcome of the interview processes. motivation for a dedicated Finance Manager to support the
Youth Development Programme has been approved (subject
?Environmental Awareness Centres to the availability of sufficient operational funding). It is hoped
Other objectives attained by the Youth Development that this post will be filled in the coming year in order to
Programme were the creation of spaces for improve the efficient management of all projects.
environmental awareness. As far back as 2003,
CapeNature identified the need to fast-track the Another challenge experienced in the reporting year was in
establishment of environmental awareness centres in the area of human resources: staff shortages hampered
Key challenges
23
CapeNature Annual Report 2009/1024
delivery, reduced effectiveness and restricted efforts in providing a wide range of learning opportunities to our trainees. It is
imperative that all posts be filled prior to the implementation of these projects to ensure effective delivery.
In order to fulfill its objective of building competencies and networks in environmental education, the Youth Development
Programme will participate in a multi-disciplinary network to facilitate the development of environmental education skills of forty
teachers across the Province in the year to come. The Lead Teachers' Programme is about passionate teachers taking the lead,
volunteering for capacity-building courses to improve their ability to facilitate environmental education programmes for their
learners. The best products from this programme will be showcased at a national conference in September 2010.
The Youth Development Programme will also work on securing alternative funding streams in the year ahead by entering into
partnership agreements with Non-profit Organisations, where the latter bring their implementation funding into projects of common
interest, with the objective of reaching programme targets via external funding.
Looking ahead to 2010/11
Nature Reserve Highlights
Marine Week
Clean-up initiatives
Careers Expo
CapeNature successfully hosted another Marine Week
within the Betty's Bay MPA and Bird Island, Lambert's Bay.
The Betty's Bay MPA activities were done in collaboration
with Harold Porter Botanical Gardens. All in all, 290 students
(future conservationists!) from neighbouring schools were
reached and learned about the importance of MPA, rocky
shore diversity and the penguin colony.
Two clean-up campaigns were completed (with the City of
Cape Town's Solid Waste Department) around the Driftsand
Reserve. Both campaigns were visibly successful, allowing
participants to play a role in a quick, inexpensive
environmental solution.
CapeNature participated in the SABC Careers Fair, where
the programme reached 600 learners over three days. The
organisation shared some information about careers in
conservation with the learners and won the trophy for Best
Environmental Stand.
25
Integrated Catchment Management
Objectives
Key achievements
?
Approximately 60% of the water used by agriculture, the manufacturing industry
and domestic users in the Western Cape comes from mountain catchment areas
(MCAs). CapeNature manages these MCAs, either directly, as state land, or
indirectly as private MCAs. To ensure proper management of these areas,
CapeNature has adopted a catchment-to-coast approach to conserve these
critical ecosystems.
The Fire Management Programme's overall objective is to sustain biodiversity
and ecological systems through the integration of effective and efficient fire
management activities. Specific objectives for the period under review included
capacity-building (providing specialised Fire Management training to new
recruits, Conservation Managers and Field Rangers); developing partnerships
with other role players involved in veldfire management; negotiating contracts
for delivering services such as the construction of firebreaks, aerial fire-fighting
and fuel reduction controlled burns; and policy development (setting Fire
Management policy and providing guidelines for managers to adhere to the
regulations of the National Veld and Forest Fire Act).
Secured, strengthened and sustained key partnerships
In the period under review the Programme successfully secured,
strengthened and sustained several key partnerships. The Programme
once again secured fire-fighting resources in the form of 220 trained,
equipped and experienced fire-fighters on eight CapeNature Reserve
bases during the fire season through the renewing of the Memorandum of
Understanding (MoU) between CapeNature and the Working on Fire (WoF)
Programme. This partnership proved to be both effective and necessary.
During the period under review, they were involved in fighting over one
hundred wildfires in CapeNature protected areas. Out of the fire season,
WoF ground crew assisted in the construction of firebreaks and the
management of prescribed burns.
In terms of return on investment, the relationship with WoF has proven to be
valuable for CapeNature. Without requiring any financial contribution from
the organisation, the value of the partnership was worth an estimated
R19 million. CapeNature contributed towards the partnership by providing
infrastructure (bases) as well as administrative and mentorship support.
Fire Management
Photo: © Andrew Hagan 2010. All rights reserved. www.andrewhagen.co.za
It is clear that the partnership is mutually beneficial. In the This lack of capacity at the Catchment Manager level is
period under review, CapeNature proved one of the most exacerbated by the fact that recently appointed Reserve
steadfast partners to Working on Fire (WoF) in the Managers do not have the required fire management
country - reflected in the results of the annual audit of the experience or training. This presents a number of critical
more than one hundred national WoF bases, in which challenges, especially when these staff members are
two CapeNature bases, Uniondale and Walker Bay, required to manage large, wild veldfires. These challenges
finished in the top ten. were solved by sending managers on training courses as
soon as they had been recruited, organising ad-hoc training
Partnerships were further entrenched in the reporting courses such as Fire Report Methods and Procedures, and
period when an agreement was reached with Volunteer rendering support where possible at wildfire operations.
Wildfire Services (VWS) to establish a fire-fighting base
at the Jonkershoek Nature Reserve near Stellenbosch. Over expenditure is a constant challenge to CapeNature, and
In terms of the agreement, thirty-seven volunteer fire- the 2009/10 financial year was no exception. While it is
fighters worked in close co-operation with CapeNature possible to estimate and refer to long-term climatic forecasts,
staff on all wildfire operations. Even though the it is always difficult to predict the number, frequency, extent
volunteers' base was established only late in 2009, they and intensity of wildfires or indeed the type of fire season we
have already been involved in five wildfire events in the can expect. Ultimately, Fire Managers have the unenviable
reporting period. In fact, CapeNature is so pleased with task of dealing with wildfires where the risk to life and property
the VWS partnership that the model used to establish the may not be self-evident. They constantly have to balance the
Jonkershoek base will be used to establish similar value of resource commitment with the potential a fire may
satellite volunteer bases on other reserves in the Boland have of getting out of control. On the other hand, committing
and Southern Cape in the future. maximum resources to a small fire may result in “overkill”
tactics, a waste of resources. And, of course, all decisions are
Continuous Training taken with the safety of the fire-fighters being of paramount
The Programme also places a very strong emphasis on importance - regardless of monetary costs. Wild- fires are
training. For example, CapeNature is the only becoming larger, and fire management operations in the
organisation in the country where all Senior Managers Western Cape remain labour intensive. As long as these
involved in wildfire operations have undertaken the conditions persist, fire management expenditure will always
Intermediate and Advanced Incident Command System be excessive.
(ICS) course presented by a consortium of instructors
from the United States and WoF. This tradition continued
in the period under review where the newly appointed Filling all four of the Catchment Manager posts will have a
Catchment Managers took the lead in setting ICS positive impact on fire management practice in CapeNature;
standards for the Province. They have co-founded the however, the focus in 2010/11 will be on the extension of fire
Provincial ICS Work Group, which is setting standards management training to all levels of conservation
for application by other role players in the province. The management in CapeNature.
Programme Manager represents the Province on the
National ICS Work Summit, where standards for the In June 2010, the first of a series of FireWise Communities
country are set in line with international standards. training initiatives is to be launched. In this exciting initiative,
Reserve, Community, and Tourism Managers will all be
trained in running FireWise Projects within their respective
Notwithstanding the many achievements, the Fire fields of management. These projects will include exercises
Management Programme also faced many challenges in the in fire risk assessment and mitigation, as well as the drafting
reporting period. Insufficient capacity remains the most of plans to secure livelihoods and assets against wildfires.
critical challenge to Fire Managers - particularly during the The objective is to encourage the local communities to accept
fire season, and while Catchment Managers have fulfilled a responsibility for fire management wherever possible, but
valuable role in extending skilled and experienced expertise especially where the protection and prevention of wildfires is
to the Conservation Managers involved in Fire Management involved.
on all CapeNatures Reserves; of the four Catchment
Manager posts, only three have thus far been filled.
?
Looking ahead to 2010/11
Key challenges
CapeNature Annual Report 2009/1026
Nature Reserve Highlights
Volunteers aid CapeNature in time of need
The 2008/09 fire season saw CapeNature starting what was to
become a long-term relationship with volunteers around the
Jonkershoek Nature Reserve, partnering with the organisation
and the local community. This enthusiasm has since been
channelled into establishing a volunteer group in Jonkershoek,
specifically looking at fires. The volunteer group was based on
the Cape Town-based Volunteer Wildfire Services (VWS) and is
affiliated to them. The Jonkershoek VWS started training in June
2009 and by November of that year had thirty seven trained and
equipped firefighters ready for the 2009/10 fire season. During
the 2009/10 fire season, 936 volunteer hours were worked on
fires in the Boland area – a truly astonishing result that
showcases the power of volunteerism and of public-private
partnerships!
27
C.A.P.E. Estuaries Programme
Objectives
Key achievements
?
?
Integrated Coastal Management Act 24 of 2008 as
having the mandate to manage estuaries and their
surrounds. Initially, the co-funded Estuary Management
Plan concept was developed with the aim of securing The C.A.P.E. Estuaries Programme had several objectives
funding and support from government departments for the 2009/10 year. These included capacity-building
mandated with estuary management. These (maintaining and improving the co-operative management
departments were subsequently made part of the style and developing and improving estuary management
Estuary Management Plan developmental process, and training courses), policy development (reviewing estuary
then encouraged to manage the Estuary Management management plans for the first six priority estuaries,
Plan developmental process themselves (with the completing five new co-funded estuary management plans
support of the C.A.P.E. Estuaries Programme). By and developing co-management estuary policies),
including all such organisations in decision-making and institutional support (for the estuary management process),
budgeting for various estuary management scenarios, sourcing and securing co-funding for estuary management
CapeNature is effectively creating management capacity plans and training programmes, developing information
within the Province and the country in this relatively new systems (an integrated estuary database) and integrating
management field. In the period under review, management teams (specifically, estuary management into
CapeNature worked with the Eastern Cape Parks Board, the Regional and Provincial coastal committees).
SANParks and the Nelson Mandela Metro to develop
their estuary management capacity to the point where
they are able to develop Estuary Management Plans Capacity-building: Maintaining and improving the
(EMPs) for their priority estuaries on their own. C.A.P.E. Estuaries Programme's co-operative
management stylePolicy development: Reviewing first six Estuary
The effective implementation of the co-operative Management Plans (EMPs) and the Generic Estuary
governance style of management aims to develop the Management Planning Framework (GEMPF)
estuary management capacity within government The first six Estuary Management Plans developed for
departments – provincial and national - identified by the priority estuaries in South Africa in line with the
Integrated Coastal Management Act and the guiding GEMPF were
reviewed by stakeholders and specialists at a C.A.P.E. Estuaries
Programme Review Workshop and a report that supports the continued
existence of the Programme – on the basis that the effective management
of estuaries sustains valuable business and biodiversity located along our
coastlines - was made available. It was noted in the report that the
Programme encapsulates the ideal integrated and inclusive methods
needed to successfully manage these complex ecosystems.
Policy development: Developing five new co-funded Estuary
Management Plans
The process, aimed at developing an additional five co-funded Estuary
Management Plans, was initiated in the year under review. The successful
implementation of these plans will indicate that the Estuary Management
Plan process developed within the C.A.P.E. Estuaries Programme has
been accepted by the mandated authorities as the way forward. This will
indicate that the style of management has been accepted by all
government departments responsible for estuary management. A total of
21 co-funded and co-managed EMPs are in varying stages of completion
indicating the success of the programme.
Sourcing co-funding for Estuary Management Plans and training
programmes.
The C.A.P.E. Estuaries Programme was very successful in raising funding
for EMPs and training programmes. The aim was to access funding from
organisations already involved with estuary management – and in doing so
to simultaneously raise awareness and capacity within these
organisations. Funding was secured to develop an additional five co-
funded EMPs during 2010. (Additional funding to complete the necessary
co-managed EMPs has been committed to the Programme from co-
funding organisations.) The Programme is very pleased to report that
funding for the continuation of the estuary management training
programme during 2011 has also been secured.
Developing an integrated estuary database
While various organisations each have their own database on estuaries, it
was decided that having one national hub where all information on
estuaries is secured and maintained would be most beneficial to protect
these areas. In the year under review, the C.A.P.E. Estuaries Programme,
in association with the Department of Environmental Affairs (Oceans and
Coastal Management) and the South African Environmental Observation
Node (SAEON) continued with the development of what is provisionally
termed the National Estuaries Database.
Institutional building: Integrating estuary management into regional and
Provincial Coastal Committees
The initial aim of the C.A.P.E. Estuaries Programme at its establishment
was to develop a GEMPF and six Estuary Management Plans; however,
currently more than twenty-one estuary plans are in various forms of
?
?
?
?
CapeNature Annual Report 2009/1028
29
Nature Reserve Highlights
Working for Wetlands
The Expanded Public Works Programme driven West Coast
Working for Wetlands Project has succeeded in poverty
alleviation and increasing biodiversity. During the period of
implementation, an impressive eighty per cent of the
Verlorenvlei RAMSAR site catchment was cleared of alien
vegetation, creating 26 job opportunities with previous
contractors now being privately employed on farms in the
catchment to help landowners with alien vegetation clearing.
Further, a comprehensive guideline for wetland
management, aimed at raising awareness about the impacts
of farming activities on these important biozones, was
developed as a key resource for landowners along the
Verlorenvlei wetland.
completion and it has become evident that a regional and
provincial estuary management structure is necessary to
implement the effective management of these plans.
Further, each Local Authority and District Authority is
responsible for the management of several estuaries.
These local management structures need to integrate with
the management structure of provincial and national
departments. The latter also have management regions,
which, along with Provincial Coastal Committees, must
implement integrated management of coastal areas,
including estuaries.
The design and structure of the different management
interactions was discussed in the year under review and
will be fine-tuned during the remainder of 2009. An
Estuary Manager position, funded by the Table Mountain
Fund, was designed to test methods of setting up a
regional estuary management structure and management
process, and will soon be active within the Overstrand
Local Municipality.
Though the C.A.P.E. Estuaries Programme is being managed
by dedicated officials, they are all employed on a contractual
basis. The sustainability of the Programme is therefore linked
to contracts that need to be renewed on an annual basis.
The integration of World Bank with CapeNature procurement
processes proved to be quite a challenge in the year under
review; however, good progress was made with CapeNature
Human Resources and Finance staff actively participating and
supporting this process.
Catchments and estuaries provide crucial goods and services
to the marine environment, which in turn sustain massive
consumptive and non-consumptive industries. The value of
the goods and services that estuary systems provide is
substantial. Most, if not all, development along the coastline
takes place around estuaries as they are a source of fresh
water as well as a sheltered environment in which people can
settle. In the year ahead, the Programme will endeavour to
identify these values and make clear this relationship between
functional catchments and estuaries to the provision of high
value goods and services. A Catchment to Coast management
concept will be developed to assist managers in prioritising
actions to maximise the value of each system.
Key challenges
Looking ahead to 2010/11
Alien Vegetation Management (AVM)
Objectives
Key achievements
?
?
One of the objectives of the Alien Vegetation Management Programme in the
2009/10 financial year was to complete Management Unit Clearing Plans to
accurately and fully depict the extent of invasive plants in all reserves, mountain
catchment areas and contract stewardship areas.
A second objective was to embark on a process that would result in the full-time
employment of all persons funded under the Department of Water Affairs'
Working for Water funding arrangement.
Targets set in the Annual Performance Plan were 55,982 initial hectares and
94,272 follow-up hectares, to be cleared. However, the funder only approved
the Annual Plan of Operations after the final date of submission for the Annual
Performance Plan. The approved funded hectares to be cleared were 22,266
hectares for initial clearing, and 72,882 hectares for follow-up. CapeNature
succeeded in exceeding these funded targets by 41% (initial) and 21% (follow-
up).
Finally, the AVM Programme aimed to create an enabling environment and
functional process to allow the institutional and operational integration of the
Fire Programme and AVM, the functional integration of the CBNRM and LED
Programme with the AVM Programme's training unit and that of Social
Development.
Advocacy and knowledge enhancement
Promotional material ranging from posters, roll-up banners and other
materials depicting the most aggressive invaders in the Western Cape and
management efforts was developed as part of the target and to assist in
future environmental education efforts. All material was developed in
conjunction with other units and programmes within the organisation. The
Communication Unit assisted with desktop design and layout while the
Conservation and Project Managers were tasked with producing high
resolution photographs taken in the field and/or at events.
CapeNature did not finalise the Management Unit Clearing Plans as
planned; instead, the AVM Programme decided to integrate them with
various scientifically developed spatial planning processes that would give
us a more accurate result in terms of our planning targets. This was due to
the fact that it was realised that for CapeNature to arrive at a product that
would accurately depict the extent of invasion, the Programme would have
to redraw the terms of reference - from a single focus on invasives spread to
a comprehensive spatial image of all factors, including fire history and
demographics.
Institutional strengthening processes
The year started on a high note when Conservation and Project Managers,
Quality Controllers and Finance Administrators met to do annual planning
CapeNature Annual Report 2009/1030
31
and team building to great success and enjoyment, setting follow-up clearing and 73,929 person days. This success
clear strategic direction for the year ahead. can be directly attributed to the exceptional commitment
from CapeNature's Executive and our contracting teams.
To demonstrate CapeNature's commitment to institutional
strengthening processes, the organisation's Executive Besides fresh clearings, it was proven yet again that
mandated the Programme Management to investigate regular maintenance is essential to keep areas free from
ways and means to include the Working for Water (WfW) invasives. Through repeated follow-up in areas of
Project Manager and Quality Controllers into the between one to five per cent infestation, the Programme
establishment on a permanent basis. In one of the most showed that it is winning the battle against invaders. This
exciting achievements, the permanent absorption of all was evident in areas such as the Palmiet River Valley in
persons suitably qualified was achieved in July 2009. This the Kogelberg Nature Reserve - restored to near pristine
has given a new sense of belonging to many employees. condition. In many other areas the programme observed
that the consistent process of eradication created
These staff members have invested many hours of hard sufficient competition between endemic fynbos and
work into the AVM Programme and the organisation invasives. To a degree, the operational approach that has
recognises that its most valuable resource is the confined dense acacia thicket infestations to riparian
contracting entities that are assigned to field operational zones and dunes (e.g. Jackalsriver, Botriver, Goukamma
clearing tasks. The clearing assignments happen in and De Hoop) has successfully prevented the spread of
hostile areas that ask for higher commitments to safety relatively "stable infestations" into surrounding adjacent
and motivation than other work. Their commitment and natural areas.
dedication can be measured in the number and quality of
contracts completed within set time frames without any CapeNature's long-term strategy of tackling lighter
disabling injuries. The Programme is happy to report, infested areas (which, in most cases, cover larger land
therefore, that contracting entities have become areas thereby posing the threat of rapid spread if not
development partners in the sense that they are assisting treated) has proved a worthwhile investment of
in the capacity-building of their workers. The Programme's resources. The new challenge is to maintain these gains
Five Star Safety Record testifies to the fact that by embarking on elevated or redefined operational
contractors are serious about their work. To demonstrate methods that would (on scientifically calculated intervals)
CapeNature's commitment as business partners, and in conduct such operations.
another achievement in institutional building, the AVM
Programme extended awards of appreciation and
certificates of recognition to various categories of One of the key challenges experienced was due to the
contractors who contributed to the Programme's third emergence of the Integrated Catchment Management (ICM)
consecutive year of success in the management of operational model. While the Programme's contracting
invasives. entities were ready to take up the opportunities contained
within the ICM, and the ICM Steering Committee had
CapeNature acknowledges the power of partnerships. developed all the relevant policies enabling identification of
The AVM Programme established a partnership with the
Centre for Invasion Biology, in which the organisation was
able to assist with the placement of one of their students
conducting a Masters level research project on emerging
contractors. [The research was focused on WfW
contractors and their levels of dependence on the
Extended Public Works Programme (EPWP). A poster
with some of the findings was produced; the report is
scheduled to be concluded in 2010].
Increase in biodiversity
In the 2009/10 financial year, the Programme delivered
31,408 hectares of initial clearing, 88,222 hectares of
Key challenges
?
labour potential, transferring of skills and the establishment of In order to gain further control of the problem of invasive
effective, new income streams to communities, the vegetation and sustain the current gains, it is imperative to
Programme did not make provision for the retraining of new get buy-in to the value of invasive plant management from
contracting entities – even while the Programme assisted neighbouring landowners in order to prevent enormous
them with the transfer to ICM contracting. impacts from their properties. For the next year, the
Programme and other strategic partners wish to attempt to
A second key challenge experienced by the Programme was launch an integrated control process that would include
the scheduling of tasks, which proved very inconsistent - various approaches (such as elevated landowner advocacy
leaving contractors without employment in critical times. drives and stepping up biological control release to heavily
Cited as a hard lesson, this gave CapeNature the opportunity invested areas, especially riparian zones).
to develop an Integrated Reserve Operations Plan.
The issue of limited resources and the challenge of growing
Finally, alien seeds are proving far more resilient than infestations accentuate the need for innovative management
indigenous seeds to fires. The former are able to tolerate interventions. Limited resources do not allow for the complete
higher temperatures (this is exacerbated by fires using higher eradication of all invasives in our mandated areas. It is thus
fuel loads). Going forward, this poses serious challenges to essential to employ newly-developed prioritisation tools to
indigenous re-growth, planned operations and availability of determine where best we should invest the resources and
funds. efforts. The process in 2010/11, therefore, will involve
completing wall-to-wall mapping to accurately calculate the
extent and nature of infestation and to further enable a time-
Despite the many negatives impacts, some invasive species based measurement tool that would guide in planning on
have considerable value, and many have some form of systematic rehabilitation efforts.
economic benefit associated with them. While CapeNature
recognises that benefiting from invasive species is in conflict The AVM Programme is looking forward to benefit from
with the Programme's stated mission, the reality cannot be numerous partnerships and collaborations. These include its
ignored, especially for our poorer communities. For 2010/11 Small Business Development Component, which has several
the AVM Programme would like to embark on a finely co-operation agreements with the Small Enterprise
developed strategy to optimally utilise excess biomass with Development Agency and the Provincial Department of
value chain initiatives. For example, these benefit streams Economic Affairs, and which will result in business
could be accessed in areas like De Hoop (Bredasdorp) and workshops, exposure and more contracting opportunities.
Zoar (Swartberg) that have secured harvesting sites for fire- Finally, the EPWP Phase Two selected CapeNature
wood. contractors in the Breedeberg area to form part of their
intensive, two-year contractor development process to
commence in April 2010.
Looking ahead to 2010/11
Nature Reserve Highlights
New invasive species identified
CapeNature is adding to the body of knowledge of flora in the
Western Cape. Waterval Nature Reserve Field Rangers
discovered a “new” alien invasive species, Melaleuca species
(Paperbark Tree), and with the help of SANBI's Emerging Weed
Unit compiled an implementation plan for the eradication of the
species. They also did a survey to determine the spread of this
invader.
CapeNature Annual Report 2009/1032
Wildlife Management Programme
Objectives
Key achievements
Human activity continues to threaten the world's wildlife. The pressures of
development, commercial exploitation, illegal trade in fauna and flora, sport and
conflict with human populations negatively impact on the wildlife of the Western
Cape.
The main objective for the Wildlife Management Programme for the 2009/10
financial year was to enhance the security of wild animals living or passing
through agricultural land. CapeNature desires farmers and farm workers to
implement only management options that are humane, selective and
ecologically acceptable, and within the legal framework of environmental
legislation. CapeNature is working to stop the unselective killing of wildlife that
causes losses to the agricultural environment. Implementation of these
guidelines will contribute towards sustainable biodiversity conservation.
As such, the Programme set specific goals in awareness raising and advocacy.
These included to:
a. conduct at least ten awareness raising workshops/trainings with farmer
unions, farm workers and CapeNature staff on the holistic principles when
dealing with damage causing animals; and
b. get organised agriculture's buy-in i.e. they accept co-responsibility for the
management of damage causing animals.
?The Wildlife Management Programme played a leading role in the drafting
of the National Norms and Standards on Damage Causing Animals, of
which the Holistic Management Principles developed by CapeNature
formed the basis of the document. The focus is placed squarely on the
prevention of stock and other losses to the agricultural community - instead
of the killing of biodiversity. CapeNature is of the firm belief that the long
term benefits of this approach will achieve better and more sustainable food
security and reduce losses to biodiversity.
?The Programme successfully conducted nine awareness raising meetings
with agricultural unions, in which participants were educated and informed
in the necessity and importance of CapeNature’s work.
?The Programme widely publicised CapeNature and the work of the
programme using different forms of media, including seven press releases
and four radio interviews.
?Wildlife Management was responsible for training human and ecologically
sustainable wildlife management to six different groups of farmers, farm
workers and CapeNature staff.
33
CapeNature Annual Report 2009/1034
Nature Reserve Highlights
Community Interaction
Animal deterring devices (Jakkalsjaer)
Livestock protection collars
Trap cages
Through an area-wide planning process done in collaboration
with the Department of Agriculture, a need for damage causing
animal awareness was identified in the local communities of the
Wupperthal area. With the Department of Agriculture and the
Wildlife Management Programme of CapeNature, the GCBC
subsequently set up a Damage Causing Animals Outreach
Programme that would enable communities to identify problems,
better manage livestock and crops, decrease incidents of
conflict through preventative measures and restore the natural
ecosystem processes of natural predator prey relations.
Garden Route Conservation Services implemented the use of
an animal deterring device known as the “Jakkalsjaer”. This
device was loaned out to landowners that experienced damage
caused by Bushpig, Bushbuck and Black Eagle and a
satisfactory percentage success rate was reported back to the
Component.
Numerous collars were issued to two landowners that reported
stock losses caused by caracal. The use of these collars was
also successfully promoted amongst landowners reporting stock
losses.
Trap cages were supplied to at least twenty-nine landowners to
assist with the management of damage-causing wildlife in the
Garden Route area.
?The Programme worked with the agricultural
industry to reduce harm to damage causing animals. This
was done through attending meetings with stakeholders
(Agri Western Cape – three) and consulting on
compilation of protocols that, while currently in draft, will
become the Memorandum/Protocols of Understanding
on the Management of Damage Causing Animals. The
agricultural industry is on board and accepting co-
responsibility for the management of damage causing
animals.
The main challenge experienced during the reporting year
was one of capacity. The only individual working on the
Programme is the Programme Manager and it is impossible
for him to tend to all the exciting opportunities and important
priorities presented in this field of work.
The Wildlife Management Programme plans to capacitate
CapeNature staff to be able to perform wildlife management
tasks. The Programme will continue to provide training to
farmers, farm workers and communities on how to implement
the holistic principles on damage causing animals.
One of the key goals for the next financial year is to get the
Translocation Policy rolled out after the current public
participation process is successfully completed. The
Programme wants to train all CapeNature staff on how to
implement the policy and ensure that all decision-making and
actions are in line with the policy.
Finally, in pioneering work for South Africa, CapeNature's
Wildlife Management Programme will work to see the
Memorandum/Protocols of Understanding on the
Management of Damage Causing Animals implemented in all
agricultural unions in the Province. Implementation thereof will
contribute to better food security.
The focus will be on the creation of smaller management units
within the agricultural community that will focus on better
animal husbandry - instead of unselective killing of predators
after losses have occurred. Better husbandry will translate into
fewer losses of livestock and, in turn, better food security.
proactively
Key challenges
Looking ahead to 2010/11
Biodiversity Crime Unit
Objectives
Key achievements
CapeNature's Biodiversity Crime Unit strives to turn back the tide of
environmental crime in the Province.
Biodiversity is the level of variation of animal, plant and all other life forms in a
defined area. The health of an ecosystem can be directly ascribed to the level of
its biodiversity. The Cape Floristic Region has one of the highest diversity of
biodiversity on Earth and CapeNature is committed to the conservation of this
unique floristic region. The Biodiversity Crime Unit (BCU) makes a significant
contribution to effectively conserve this special area sustainably.
The Biodiversity Crime Unit's target for the 2009/10 financial year was the
finalisation of four biodiversity crime cases with a 100% conviction rate.
The Biodiversity Crime Unit achieved key successes both in advocacy,
investigation and enforcement in the period under review.
?Advocacy
In terms of advocacy, the Unit played a leading role in the finalisation of the
Consolidated Translocation Policy, which was made public in March 2010
for public comment. This policy will provide guidelines for the movement of
certain game and other species, thereby contributing to more effective
biodiversity conservation in the region.
?Investigations
The Unit was also active in investigating biodiversity crimes. The BCU was
involved in the investigation of eight ivory cases involving a total of
approximately 1,85 tons of ivory figurines, jewellery and stamps (this
amounts to approximately 46,000 items). Five of these cases are still in the
court process or under investigation. Two cases were withdrawn due to the
accused absconding after being granted bail by the court. One case was
finalised in the Beaufort West Magistrates' Court.
The Biodiversity Crime Unit was also involved in the investigation of three
cases involving rhinoceros products. One person was sentenced to R250
000 or five years imprisonment - of which R220 000 or two years was
suspended. Two of these cases are still in the court process.
During the 2009/10 financial year, the BCU was directly responsible for the
registration of twelve criminal cases, of which two were finalised
successfully in court. Of the remaining ten cases, two cases have been
temporarily withdrawn due to the fact that the accused (in both cases,
foreign nationals) absconded after being granted bail by the court, and one
case docket was misplaced in the relevant court. The remaining eight
cases are either in the court process or under investigation.
35
Of the remaining nine criminal cases registered in terms of the Nature
Conservation Ordinance, the BCU was involved to some extent in the
investigation of four of these cases. These cases were used as capacity-
building opportunities for the area staff involved.
?Enforcement
During the 2009/10 financial year, CapeNature personnel issued twenty-
seven J534 fines in terms of the Nature Conservation Ordinance and fifty-
three J534 fines in terms of the Marine Living Resources Act. Nine of the
former and forty-three of the latter were paid. The Unit was also
instrumental in the issuing of a J175 (a summons in a criminal case), which
was duly paid.
The lack of capacity and skill of some Conservation Services staff is of
paramount concern to the Biodiversity Crime Unit. An intervention needs to be
activated to provide proper skills development within CapeNature – most
notably with regards to permit inspections, species identification, legislative
knowledge and other spheres of Conservation Services activities. The
intervention will strengthen the BCU and allow it to devote more time to its core
function, namely biodiversity crime prevention.
Another challenge to the BCU's capacity has its roots in the Unit doing
supportive work for other components of CapeNature. The BCU plays a major
role in drafting and writing letters, policies as well as Memoranda of
Understanding on behalf of other components of the organisation. Due to the
legal, technical nature of such documents, the process has become extremely
time-consuming and owing to the fact that other component staff mostly do not
have the experience and/or training in this sphere, the Unit is often tasked with
requests for this kind of technical support.
The Biodiversity Crime Unit is in the process of appointing a new officer who will
be based in the Jonkershoek office, with the Programme Manager, and will aid
in creating capacity within the Unit.
The Unit also plans to appoint another officer to be based in the George Area
Office, also to increase capacity as that office is currently under capacitated.
(This appointment is, however, dependent on available budget.)
Key challenges
Looking ahead to 2010/11
CapeNature Annual Report 2009/1036
37
Quality Management
Objectives
Key achievements
The Quality Management Programme aims to support the highest standards for
the organisation. It achieves this through thorough assessment, monitoring and
reporting.
In the 2009/10 reporting year, the Programme's specific objectives included
implementing the Biodiversity Monitoring System and ensuring that all
CapeNature-managed Protected Areas improved their Management
Effectiveness Tracking Tool (METT) scores.
?Implementation of the Biodiversity Monitoring System
One achievement of which the Quality Management Progamme is
extremely proud was the successful implementation of the Biodiversity
Monitoring System (BMS). This significant milestone included: refining the
tools required to gather information, compiling a manual and conducting
training sessions in all eight areas. The final BMS indicators were
presented at the 2009 Biodiversity Review and the 2009/10 BMS Report
was submitted to the Department of Environmental Affairs and
Development Planning.
?Quality reporting, monitoring and assessing
The Programme continued to meet its quality reporting, monitoring and
assessing objectives. These included presenting CapeNature's 2008 METT
results to the Biodiversity Review in November 2009. The presentation
provided an overview of the general results and preliminary analyses of the
detailed results.
The Quality Management Progamme's preliminary analyses of last year's
data found some interesting results that are of value to the organisation.
Although METT is designed to track progress at individual management unit
level, rather than reporting on collective performance at an organisational
level, it was found that the following three indicators were commonly
represented as those that require organisational attention to promote
improvement at a management unit level: (1) effective communication, (2)
management planning, and (3) effective research and monitoring.
The Programme identified certain issues with the collection and
interpretation of CapeNature's 2008 METT data that skewed the results
and is working on correcting these errors for future studies. Areas within
the analyses and interpretation, such as the grouping of clusters, provided
inaccurate results due to primarily different land statuses and funding
frameworks.
A national revision of the METT-South Africa format for all protected areas
listed in the Protected Areas Register is underway by the DEA, and
CapeNature is participating in a leading capacity and collaborating with the
Department in using our organisation's data as a case study to inform the
revision. This process includes standardising the analyses and
interpretation of METT-SA results and identifying those sections in the
content which led to misinterpretation. Since the initiation of the revision,
the Quality Management Programme has also taken on the responsibility
to re-evaluate the 2008 results to accurately reflect and correct these
misinterpretations.
Most of the Quality Management Progamme's work consists of information
collection and analysis – and this is an exact and time-consuming process,
which needs to be well informed from the beginning and closely tracked for
accuracy of methodology and interpretation. Unsurprisingly, therefore, one of
the biggest challenges was in the collection of information required both for the
Biodiversity Monitoring System and quarterly reporting.
One factor that affected the Quality Management Programme's ability to reach
its targets was the decision by the DEA to refine the METT-SA. This resulted in
CapeNature taking the decision to delay the completion of any METTs until the
finalised version from the DEA is released; the target to complete METTs for all
CapeNature-managed Protected Areas was therefore not achieved. As noted
above, however, CapeNature has played a leading role in this refinement.
In the year ahead, the Quality Management Progamme is looking forward to
further refine and improve the Biodiversity Monitoring System and to conduct
METT analyses for all CapeNature-managed Protected Areas.
Key challenges
Looking ahead to 2010/11
CapeNature Annual Report 2009/1038
Ecotourism
Objectives
Key challenges
Key achievements
Looking ahead to 2010/11
The Tourism Infrastructure Unit continued to provide
support to a number of tourism maintenance and
upgrading projects, including the building of boardwalks, CapeNature is working actively on significant developments viewing decks, furniture and décor, installation of jungle-and the upgrading of existing tourism infrastructure. Our gyms and retro-fitting various accommodation units platform of products is well planned and appropriately utilising green technology in order to reduce positioned in the landscape to be environmentally sensitive CapeNature's impact on the environment. and sustainable. The income generated from tourism
initiatives is plowed back into the conservation of the ?Tourism Road Signage Auditprotected areas.
In consultation with the Department of Economic
Development and Tourism, CapeNature embarked on a
tourism road signage audit. All reserves that offered CapeNature aims to offer and operate quality tourism tourism activities formed part of this detailed audit. The facilities to domestic and foreign visitors. The Tourism road signage application process will start early in the Infrastructure Development Programme is tasked with new financial year.developing and implementing a range of new and upgraded
tourism products in line with the CapeNature Strategic
Tourism Plan. CapeNature has a large number of products placed in a wide
geographical area. Lack of capacity to implement and
manage these initiatives resulted in delays. To mitigate ?Optimising partnershipsagainst this, the Programme appointed two Tourism The Mountain Club of South Africa (MCSA) conducted Managers in the third and fourth quarters.detailed hiking trail audits of twenty-three one-day and
overnight hiking trails in the Hottentots Holland, Lengthy public participation and EIA processes that are Jonkershoek, Kogelberg, Limietberg and Swartberg legislative mandates have also contributed to the delays Nature Reserves. The audit focused specifically on experienced with the proposed developments. The lengths issues pertaining to health and safety and included the of these processes are out of CapeNature's control.review of emergency procedures, trail grading, trail
markers, trail construction and maintenance, maps and In a proactive measure, the Programme is in the process of booking procedures. CapeNature has established an in-finalising a Standard Operating Procedure document with house task team that has already started to implement the Department of Public Works that will ensure that some of the recommendations as contained in the CapeNature can draw from the relevant expertise that Hiking Trail Audit Report and will continue to do so in the resides within that department. It is hoped that these 2010/11 financial year. processes will result in the more efficient and effective
implementation of infrastructure projects. ?Tourism Infrastructure Development and Upgrades
Detailed architectural plans and feasibility studies were
conducted for potential tourism developments at Rocher In the year ahead, the Tourism Infrastructure Development Pan, Grootvadersbosch, Salmonsdam and De Mond Programme will continue with renovation, refurbishment, Nature Reserves. All these developments were planned upgrading and construction of new facilities. In terms of and designed to ensure minimum impact to the planning, the Programme aims to complete the architectural environment and utilising current green building best designs, planned layout and reserve zonation and sensitivity practice. Environmental consultants have been analysis for the Grootvadersbosch, De Mond and Algeria appointed to conduct the Environmental Impact Nature Reserves.Assessments (EIAs). If these assessments are
approved by the National Department of Environmental The Programme is very excited to announce that the Affairs, it is envisaged that construction of these tourism developments at Kogelberg and Rocher Pan Natures products will start in the new financial year.Reserves will be completed by the end of the 2010/11
financial year.
39
Finally, in a long-awaited upgrade, the paving at Algeria campsite will be
completed to ensure visitor comfort and contribute to the upgrading of one of
CapeNature's top income generators.
?The Public Private Partnership (PPP) Office signed seven Public Private
Partnership concession agreements (for the De Hoop Opstal, Melkamer
and Koppie Alleen sites).
?Another achievement in the year under review was receiving approval and
sign-off on the Whale Trail II Public Private Partnership development from
both the MEC for Environmental Affairs and Development Planning, Anton
Bredell, and the MEC for Finance, Economic Development and Tourism,
Alan Winde. The programme also received TAIII approval from the
National Treasury for this development.
Job Opportunities created:
?In total the Private Party refurbished thirty-two houses, including the
furnishing thereof and an additional twenty-one staff houses.
?To date the Private Party spent approximately R25 million on the
project including start up costs.
?The approximate contribution to the local economy in the area is
R170 000 per month.
?Staff was employed primarily from the local communities. At present
DeHoop Collections employs approximately forty-six staff –
Restaurant (16), Tourism (4), Housekeeping (13), Laundry (2),
Maintenance (5) and Development (6).
?As soon as the full product is operational these numbers will increase
significantly, with an anticipated eighty to one hundred people being
employed full time and another twenty to thirty casual staff.
Negotiating Public Private Partnerships is a complex and tedious procedure.
While many negotiations go smoothly, some take a long time to finalise – such
as the negotiations with the Private Party on De Hoop Opstal, Melkamer and
Koppie Alleen sites. Other challenges experienced included managing internal
stakeholder relations around Private Party access to the De Hoop sites and
obtaining timely approval from both Provincial and National treasuries for
developments.
The Public Private Partnerships Office will look to identify new PPP
opportunities within the vast CapeNature portfolio. The office will also guide,
nurture and build capacity at an operational level to manage and implement the
De Hoop PPPs and the Whale Trail II PPP.
Public Private Partnerships (PPP)
Key achievements
Key challenges
Looking ahead to 2010/11
CapeNature Annual Report 2009/1040
Nature Reserve Highlights
Eco Lodges
Manor House
Using the same basic design principles as the popular Tierkloof Bush Camp,
two new Eco Lodges were constructed on Gamkaberg - Sweet Thorn Lodge,
which has six beds, and Fossil Ridge, which has four beds. In the tradition of
CapeNature, both are comfortable yet rustic and consist of Safari Style tents
(sleeping two persons each), ablution buildings, splash pools and an open
air kitchen/ lounge with adjacent lapa.
Sweet Thorn is situated adjacent to a thicket of the same name in an area of
low scrub where the open expanse of the Klein Karoo and vistas of the
distant Swartberg can be experienced to their fullest. Fossil Ridge, named
after a nearby ridge containing ancient marine fossils, is more secluded with
enhanced close-up views of the cliffs and surrounding bush.
The lodges have been constructed with the specific aim of demonstrating
environmentally friendly lifestyle methods to visitors. The idea is to provide
them with a first class nature experience while at the same time creating
awareness about treading lightly on the environment. Examples include the
use of solar power for water heating, lighting, toilet fans and pool pumps.
Recognising the arid environment, waterless toilets have been installed and
only environmentally friendly cleaning materials will be used on site.
The lodges were also carefully constructed along a network of pathways in
order to minimise the impact on the surrounding environment. In addition,
more than seventy native trees have been planted at the Sweet Thorn site
due to the fact that it was previously a stock kraal and had been moderately
disturbed. As far as waste management goes, visitors will be encouraged to
separate their waste on site in dedicated bins and this will be channelled into
the existing recycling system on the reserve.
T h e r e w e r e m a j o r
achievements with regards to
the maintenance and upgrades
of tourism facilities, and Manor
House at Assegaaibosch
Nature Reserve is a case in
point. This magnificent building
was given a new exterior look
by treating and painting the
exterior and boundary walls.
New furniture was purchased
and the lounge area and two
bedrooms were refurnished.
41
CapeNature Annual Report 2009/1042
Review of
Support Services
Scientific Services
Objectives
Key achievements
As a Unit, Scientific Services is tasked with drafting policy documents on
conservation issues, developing and maintaining databases, doing
installations of biodiversity information systems and providing expert opinion
on biodiversity and best land-use.
The Unit's specific objectives for the 2009/10 financial year included to provide
biodiversity input into Western Cape land-use planning and decision-making;
to produce a draft Western Cape conservation plan; to produce a Protected
Area Expansion Strategy for the Western Cape; to maintain and update three
biodiversity knowledge management systems (the State of Biodiversity
database, the CapeNature Geographical Information System and the
CapeNature Fire Database), to develop an Invasive Alien Plant database; and
to do the annual Geographical Information System (GIS) installations.
?Land-use advice
During the reporting period a total of 837 development applications were
processed by the land-use advice team. This represented a 100%
achievement of target. Further, written comment was supplied on Spatial
Development Frameworks for two local municipalities and specialist input
was provided for the Winelands District Municipality Biosphere Reserve.
?Draft Western Cape Conservation Plan
This target has not been fully met due to readjustments of conservation
planning outputs as well as CapeNature not being able to appoint a
Conservation Planner. The C.A.P.E. Fine-scale Planning and
Mainstreaming Task Teams confirmed in February 2010 that the following
elements of the provincial plan are already in place: a) all six C.A.P.E. fine-
scale plans (FSPs) and eleven associated Critical Biodiversity Areas
(CBA) Maps per municipality, b) Great Karoo FSP, c) Little Karoo FSP, d)
Garden Route FSP, e) outdated versions of the Cape Lowlands FSPs, f)
CapeNature's Integrated Biodiversity Layer and Conservation Action
Priority Map. CapeNature is confident that, in partnership with the
Western Cape Department of Environmental Affairs and Development
Planning, these elements will soon be consolidated into the Conservation
Plan.
?Western Cape Protected Area Expansion Strategy (PAES) and Action
Plan
The CapeNature Conservation Action Priority (CAP) Map (available as
electronic GIS layer) was produced and updated. In a major shortcoming,
the CAPMap will be regarded and utilised as the PAES until the project has
been finalised. It is noted that due to CapeNature's legal obligations in this
regard, the CAP Map should not be seen as a surrogate for the PAES.
CapeNature Annual Report 2009/1044
?Maintain and update three biodiversity knowledge ?Integrated Catchment Management – Knowledge
management systems (GIS, Biodiversity Database Management
and Fire Database) The Knowledge Management Model was refined and
Scientific Services is happy to announce that the implementation initiated. Most of the key staff
Department achieved its objectives in this regard. A total appointments were made and a major achievement has
of 9,232 new biodiversity records were received from been the constitution of the CapeNature Regional
field stations and entered into the central biodiversity Ecological Support Team (R.E.S.T.). This team will draft
database for the reporting period. The CapeNature GIS a management plan and regional annual plans of
also generated new “All-Fires” and “Veld Age” layers operation to establish and maintain a scientifically-based
which capture all fires and updated the veld age knowledge management system in support of
distribution mapping for protected areas during the conservation management throughout CapeNature.
reporting period. These products were distributed
during the August 2009 GIS installations. All major ?Monitoring of priority species and other key
developments on the Fire2009 system were completed management interventions
in the reporting period; all fire records captured in a Monitoring of selected priority plant and vertebrate
central SQL database and the ACCESS databases were species continued during the reporting year, and no
rolled out to all reserves during the annual installations. major problems were reported. It has been established
Fire reports were captured on the database. beyond any doubt that the Cape Vulture population at
Potberg in the De Hoop Nature Reserve is the only
?Develop an Invasive Alien Plant (IAP) database population in the Western Cape, the only such
Invasive alien plant mapping was completed for twelve population in South Africa and the African continent,
nature reserves; the mapping of six more reserves is which maintains a positive population growth. This is a
underway. All data has been collated in the IAP major achievement in light of all other populations
database and the development of an ecological showing declines as a result of environmental pressures.
reporting module of the Working for Water: Water This is attributable to the sustained long term scientific
Information Management System, is also underway. monitoring of the population, management support and
the support and co-operation of private landowners in
?Undertake all CapeNature GIS installations the region.
All 2009/10 GIS installations and GIS training
interventions were completed. The Environmental Impact Assessment for the
Rondegat River Invasive Alien Fish Project was
?Other systematic conservation planning activities completed in the review period and fieldwork will start in
All CBA Maps for the designated municipalities were the new fiscal year. This pilot project aims to restore the
completed, and are being taken up into local authority indigenous freshwater fish population of a stretch of the
(municipal) forward planning initiatives (through the river, located in the Cederberg.
C.A.P.E. Component 5.2). In addition, four Biodiversity
Sector Plans were developed for 1) Saldanha Bay,
Bergrivier, Cederberg and Matzikama municipalities, 2)
Witzenberg, Breede Val ley and Langeberg
municipalities, 3) Hessequa and Mossel Bay
municipalities and 4) the Overberg. Biodiversity Sector
Plans comprise of a CBA Map, land-and-resource use
guidelines and a suite of other nationally defined
components such as the CBA Map, shape files and a
biodiversity profile of the area.
45
Key challenges
Looking ahead to 2010/11
Overall, it has been a relatively successful year for Scientific Services. One
key challenge that remains is the fulfilling of a very important land-use advice
function, which is hampered by the low capacity in the Land-Use Advice team.
Because the Department of Environmental Affairs and Development Planning
relies heavily on the input of this unit, Environmental Assessment Practitioners
(EAPs) engage regularly and often up to three times on a single application
with the Unit to ensure their development applications are ecologically
acceptable.
Another challenge is that it is becoming increasingly difficult to attract and
retain skilled scientific staff because of remuneration opportunities elsewhere.
Finally, CapeNature was not able to appoint a conservation planner in the year
under review. This is significant since the finalisation of the Western Cape
Conservation Plan and updating of systematic conservation planning outputs,
such as CBA maps, are contingent on this appointment.
The roll-out and final implementation of the Regional Ecological Support Team
is a different and more innovative way in which Scientific Services will
approach their professional scientific support function during the next financial
year. The implementation of the R.E.S.T. management plan will allow for a
steady flow of biodiversity and other data, information and knowledge towards
improved support for conservation management.
Scientific Services will also continue supplying its specialist input to Western
Cape provincial land-use planning and decision-making, and will implement
the Rondegat River Invasive Alien Fish Project.
The team further envisages analysing the wall-to-wall invasive alien plant
mapping of reserves and other areas to advise the Operational Directorate on
priority clearing operations, and will start work on at least three threatened
vertebrate species biodiversity management plans.
Apart from continuing the core business of Scientific Services during the next
financial year, the Unit wishes to expand their conservation efforts and to
submit to UNESCO by February 2011 (via the Department of Water and
Environmental Affairs) the extension nomination for the Cape Floristic Region
Protected Area World Heritage Site.
Finally, Scientific Services will continue with the implementation of the
recommendations of the CapeNature State of Biodiversity Report 2007 in the
upcoming year.
CapeNature Annual Report 2009/1046
Scientific Services Publications and Presentations: 2009/10
Scientific peer-reviewed/popular articles, theses, reports produced 22
Oral papers delivered at international conferences 4
Posters presented at international conferences 3
Oral papers delivered at national conferences 15
Posters presented at national conferences 3
Key challenges Law Support Services
Objectives
Looking ahead to 2010/11
Key achievements
?
?
?
The Law Support Services Component has had an extremely
challenging 2009/2010 financial year. The Component
operated under severe budgetary constraints.The Law Support Services Component offers legal
mentorship to all departments and programmes of Specifically, the Component was unable to implement or
CapeNature, protects the interests of the organisation from a integrate various national and provincial policy and legislative
legal perspective and assists external stakeholders to meet mandates drafted by or assigned to CapeNature. To date,
their legal needs through processing permit applications and certain unfunded national legislative mandates resort with the
issuing ordinance permits in an accurate and timeous Component.
fashion. In the year under review, the Law Support Service
Component had set objectives for itself that spoke to
efficiency: a 100% response rate to biodiversity The intention is to address budgetary constraints in the
administration permit applications and the issuing of 4,000 upcoming year. This could be done through sourcing funding
ordinance permits. and cutting expenses. The Component will tap into alternative
resources, partners and organisations in order to fund its
strategic goals. The Component will also reduce Although working under severe budgetary constraints, the
unnecessary administrative and bureaucratic processes and Component managed to achieve many of its stated
layers by amending the ordinances. Strict measures to save objectives.
money will be implemented – such as limits on Processing of biodiversity applications and the issuing of
telecommunications and vehicle accounts.permits
The Component achieved the organisational objectives Both for budgetary and work-flow/efficiency reasons, the Law
for the reporting year regarding the processing of Support Services Component will restructure the component
biodiversity applications and the issuing of permits in the year to come by appointing more staff and managers -
(4,181 ordinance permits were issued).subject to budgetary constraints - and replacing or re-
Reportingappointing people to better suited posts.
In terms of reporting, the Component submitted the
nationally required CITES Annual Report and Hunting Finally, the Component intends to facilitate and support an
Industry Report accurately and timeously to the relevant audit of all radio repeaters and communication equipment on
authority (DEA). high sites.
Human capacity-building
The Component was also active in human capacity-
building. The vacant Senior Manager and Legal Adviser
posts were filled, and a number of staff members were
involved in several experiential sessions and field
excursions with conservation staff, including
participation and assistance on field inspections.
Training was provided by the Fauna and Flora
Component to newly appointed conservation services
staff on legislation and the permitting system.
47
Marketing and Communications
Objectives
Key achievements
?
?
?
The Marketing and Communications Department is tasked with improving and
enhancing communications with internal and external stakeholders in order to
provide a positive experience for visitors and to build the CapeNature brand.
Hosting the Inaugural Annual Staff Awards
The Marketing and Communications Department improved
communications with internal stakeholders and contributed to
organisational strengthening through hosting the first Annual Staff Awards
in the year under review. The Awards, hosted on 31 March 2010, provided
a platform for employees to receive recognition for outstanding work
through an employee nomination and selection process, and proved to be
very successful. The Annual Awards also contributed to the institutional
building initiatives of the organisation.
Branding and Interpretation Roll-Out
As part of improving visitors' experiences to our reserves as well as to
increase the organisation's brand presence, The Marketing and
Communications Department rolled out 345 signs including name boards,
directional signage and safety signage in various reserves.
The Marketing and Communications Department recognises the
importance of interpretation for increasing environmental awareness and
visitors' enjoyment of our reserves. Interpretation was developed for
Goukamma and Rocher Pan Nature Reserves and educational marine
information boards were purchased for Goukamma, Stilbaai, Betty's Bay,
Dassen Island and Rocher Pan.
Targeted Marketing and Communications Campaigns
The Marketing and Communications Department continued with relevant
and intuitive communications campaigns – targeted at local communities
located close to our nature reserves in order to build better relationships
and raise awareness. The campaign consisted of public service
announcements, advertisements and interviews on various conservation
and tourism themes. CapeNature also continued its innovative community
radio campaign to communicate relevant conservation messages to the
wider Western Cape public.
CapeNature Annual Report 2009/1048
Station Name
Eden FM
Radio KC
Radio
Namakwaland
Valley FM
Whale Coast FM
Radio Atlantis
Coverage Areas
Riversdale, Swellendam, Riviersonderend, Mossel
Bay, George, Knysna, Wilderness, Sedgefield,
Dysselsdorp and Oudtshoorn
Paarl Valley, including Paarl, Wellington, Saron,
Hernon, Gouda, Franschoek, Stellenbosch,
Kraaifontien and the Boland area.
Nuwerus, Bitterfontein, Vanrhynsdorp, Niewoudtville,
Klawer, Citrusdal, Graafwater, Elands Bay,
Strandfontein, Lutzville, Lamberts Bay and
Clanwilliam. Parts of Vredenburg and Saldanha
Worcester, Rawsonville, Wolseley, Tulbagh,
Roberson, De Doorns and 900 surrounding farms.
Betty's Bay, Hawston, Vermont, Kleinmond, Onrus,
Hermanus, Stanford, Gansbaai and Kleinbaai.
Atlantis, Langebaan, Cape Town, Abbotsdale,
Mamre, Philadelphia, Tableview, Malmesbury,
Darling and Klipheuwel
Approximate
Listenership
Readership
127,000
67,000
33,000
50,000
30,000
23,000
Languages
Afrikaans: 70%
English: 20%
Xhosa:10%
Afrikaans: 70%
English: 20%
Xhosa: 10%
Afrikaans: 70%
English: 30%
Afrikaans: 80%
English: 5%
Xhosa: 15%
Afrikaans
English
Xhosa
English
Afrikaans
Xhosa
Age
Group/
Gender
20 - 45
16 - 49
Men: 49%
Women: 51%
8 - 80
7-60+
Men: 50%
Women: 50%
16 - 50+
Men: 49%
Women: 51%
To ensure direct interaction and marketing opportunities to Communications Department is no exception. To this
new target audiences, the Marketing and Communications end, the Department saw and grabbed the opportunity to
Department engaged in several mall activations throughout join forces with tour operators and Destination Marketing
the year at Paarl Mall, Airport Mall Belhar, Tygervally Mall, Companies to attract clients and grow respective
Vangate Mall in Athlone and an intervention with M-Kem businesses. In September 2009, the Department
Pharmacy on Senior Citizens’ Day. launched an exciting, new initiative in the Tour Operator
Agreement to add value to associated tour operators and
Creating Exposure and Income from Filming Rights tourism partners. Custom-made for tour operators, the
The Marketing and Communications Department aims to agreement addresses key areas which will assist them to
provide income for the organisation through the better sell CapeNature products. Since the inception of
facilitation and marketing of commercial filming rights the agreement, CapeNature has grown a database of
within CapeNature's protected areas. These rights can 157 tour operators that is now receiving regular
be traded for exposure (thereby increasing exposure of communication regarding various tourism products.
the organisation's products and services) or income. The
Department explored opportunities for trade exchange to
ensure exposure for the organisation through
programmes like Pasella and 50/50 to the estimated
value of R7,2 million and received income of R564,110 –
this within an industry that remains under tremendous
pressure from the global economic crisis.
Increasing Visitors: Implementing the Tour Operator
Agreement
CapeNature encourages partnerships wherever
mutually beneficial – and the Marketing and
?
?
49
?
?
Looking ahead to 2010/11
Partnerships
CapeNature has an ongoing partnership with Cape Town Routes
Unlimited (CTRU) and collaborated with CTRU in two campaigns:
The Festive Season Welcome Campaign during December 2009 was a
partnership between CapeNature and the Department of Economic
Development and Tourism - CTRU. The campaign was aimed at raising
awareness around tourism in the Western Cape, focusing on local visitor
services and provincial gateways.
As part of the MOU agreement with CTRU, CapeNature participated in a
joint marketing initiative called December Travel Tips. The interesting
travel tips brochure is distributed throughout the Western Cape and at all
CapeNature Reserves.
Marketing Recognition: Travel and Trade Expo – Beeld Show Award
The Head Office Marketing Team once again flew the CapeNature flag
high and with great pride, scooping the second place award in the Activities
and Adventure category at the Beeld Holiday Show in February 2010.
Exhibition stands were scored against the following criteria: first
impressions, staff interaction, stand design, demonstration, housekeeping
and product knowledge. The show is classified as one of the largest trade
shows in South Africa and sees over 19,000 visitors stream into Gallagher
Estate in Gauteng. Tourism destinations, activities and adventures from all
over the country were on display, giving CapeNature the ideal platform to
market the unique outdoor experience of the region.
The Marketing and Communications Department has set many objectives for
the year ahead. These include some of the current initiatives, such as providing
a positive experience to all visitors and ensuring consistent and uniform
marketing and brand standards across all reserves and continuing to expand
into new and emerging markets.
A key theme in our sales and marketing strategy going forward, is targeting. We
will ensure that all efforts are aimed at the right audience for maximum effect.
With this in mind, the Department will implement five new databases (leisure,
tour operators, outdoor adventure, academics and pensioners) into a
structured Customer Relationship Management (CRM) database system.
On the communications side, the coming year will see improved internal
communication channels to staff in all the regions. The Department will also
work on external campaigns; specifically, to improve the existing community
radio campaign to focus on environmental calendar days and include
newspaper initiatives to reach the target audience for the International Year of
Biodiversity. Finally, the Department has set a goal to develop ten new
communication tools for conservation in the 2010/11 year.
CapeNature Annual Report 2009/1050
Human Resources
Objectives
Looking ahead to 2010/11
Key achievements
?
Key challenges
that significant strides have been taken to achieving
embedment. The challenge as an institution remains
bringing about a high degree of alignment so that the
contribution of people in each and every activity along the The Human Resources Department's key objectives for the value chain becomes a key differentiator. 2009/10 financial year were focused on the institution
building strategy in order to create an enabling environment Another key challenge lies in keeping pace with remuneration to enhance the organisational culture at CapeNature. The trends in the Public Service, especially given a number of Department wanted to ensure fair and competitive benefits recent resolutions (including, for example, the Occupation and remuneration, integrate and align organisational and Specific Dispensation), and finding funding for these trends.employee performance and provide training and
development opportunities that promote team work and
growth.For the year ahead, the Human Resources Department will
continue to focus on embedding its performance
management system. Through this system, as well as a Remuneration, training and integrationleadership development programme (currently under The Human Resources Department made great strides development), the Department hopes to gain the highest in achieving the above objectives, most notably in the possible levels of commitment from the employees towards fields of remuneration, training and integration. Excellent organisational goals, while simultaneously building progress was made regarding pay parity with the rest of employee loyalty.the Public Service, while the Department launched its
very own mentorship programme. The Department also The Human Resources Department recognises that brought the full suite of VIP Payroll and Leave employees respond to rewards and investment. To this end, Management in-house – allowing for greater integration in the coming year it will work to ensure that competitive and accuracy.reward strategies and programmes are in place at
CapeNature, as well as give effect to skills retention,
succession planning and talent management. Through a In order to maximise the benefits from employees as an variety of programmes and initiatives, the Department will institution, organisations need to align and achieve create an enabling environment for effective performance congruence between individual and organisational goals; management. Finally, in the year to come the Human however, CapeNature has not yet completed the process of Resources Department will take responsibility for providing embedding a new electronic performance management capacity-building opportunities which enhance strategic system. The Department recognises the in-depth corporate objectives.groundwork that accompanies such a process, and notes
CapeNature Workforce Profile as at 31 March 2010
Occupational level
Top Management
Senior Management
Middle Management
Junior Management
Semi-skilled
Unskilled
TOTAL
African
-
3
5
13
13
7
41
Male Female
Coloured
2
5
16
29
95
87
234
Indian
-
-
-
1
-
-
1
White
2
14
29
13
3
4
65
Total
4
22
50
56
111
98
341
African
-
2
8
10
13
4
37
Coloured
1
3
12
30
44
27
117
Indian
-
-
1
-
-
-
1
White
-
3
24
23
14
-
64
Total
2
8
45
63
71
31
220
TOTAL
5
30
95
119
182
129
560
51
Recruitment for the period 1 April 2009 to 31 March 2010
Occupational level
Top Management
Senior Management
Middle Management
Junior Management
Semi-skilled
Unskilled
TOTAL
African
-
1
2
6
4
4
17
Male Female
Coloured
-
1
3
6
8
32
50
Indian
-
-
-
1
-
-
1
White
-
-
3
4
-
2
9
Total
0
2
8
17
12
38
77
African
-
-
-
5
6
3
14
Coloured
-
3
2
8
15
17
45
Indian
-
-
-
-
-
-
0
White
-
1
3
5
-
-
9
Total
0
4
5
18
21
20
68
TOTAL
0
6
13
35
33
58
145
Resignations of permanent staff for the period 01 April 2009 to 31 March 2010
Occupational level
Top Management
Senior Management
Middle Management
Junior Management
Semi-skilled
Unskilled
TOTAL
African
-
1
-
1
-
1
3
Male Female
Coloured
-
1
-
2
2
1
6
Indian
-
-
-
-
-
-
0
White
-
2
1
-
-
1
4
Total
0
4
1
3
2
3
13
African
1
1
-
-
1
-
3
Coloured
-
1
1
1
2
3
8
Indian
-
-
1
-
-
-
1
White
-
-
2
-
-
-
2
Total
1
2
4
1
3
3
14
TOTAL
1
6
5
4
5
6
27
Contract staff employed for the period 01 April 2009 to 31 March 2010
Occupational level
Top Management
Senior Management
Middle Management
Junior Management
Semi-skilled
Unskilled
TOTAL
African
-
-
1
4
-
11
16
Male Female
Coloured
-
1
-
4
3
18
26
Indian
-
-
-
-
-
-
0
White
-
1
4
3
-
-
8
Total
0
2
5
11
3
29
50
African
-
-
2
2
4
7
15
Coloured
-
1
4
5
8
12
30
Indian
-
-
-
-
-
-
0
White
-
1
-
4
-
-
5
Total
0
2
6
11
12
19
50
TOTAL
0
4
11
22
15
48
100
Discipline interventions for the period 1 April 2009 to 31 March 2010
Disciplinary Action
Verbal Warning
First Written Warning
Final Warning
Dismissals
TOTAL
African
-
2
1
1
4
Male Female
Coloured
1
4
3
4
12
Indian
-
-
-
-
0
White
-
-
-
-
0
Total
1
6
4
5
16
African
-
1
-
-
1
Coloured
-
1
1
1
3
Indian
-
-
-
-
0
White
-
-
-
-
0
Total
0
2
1
1
4
Induction of staff for the period 01 April 2009 to 31 March 2010
Period
Quarter 1
Quarter 2
Quarter 3
Quarter 4
TOTAL
Number of Sessions
8
9
4
1
22
Number of Staff
181
172
50
18
421
CapeNature Annual Report 2009/1052
Risk Management
Objectives
Key achievements
During the year under review, the Risk Management function was established
within the Office of the CEO. Risk Management is designed to develop effective
policies, systems and processes to support the core business and enhance
service delivery. No specific objectives for the Department had been set at the
time of the submission of this report.
The Risk Management Support Service made headway in institutional capacity,
policy making and facilitation. Many of these achievements were
groundbreaking for the organisation.
?Institutional capacity building
One key achievement in institutional capacity-building was the
establishment of a functional Risk Committee at CapeNature. Operating in
accordance with the Board-approved Charter, this Committee will provide
independent counsel, advice and direction (in terms of risk management)
with respect to the identification, assessment, monitoring and management
of risks associated with the operations of the organisation. The Committee
is also mandated to assist the Board in creating an enabling environment in
which the practice of good governance and institutional values is embedded
in the day-to-day strategic and operational activities and decisions.
?Development and approval of a Risk Management Policy and Strategy.
Another achievement of the Risk Management Support Service was the
development and approval of a Risk Management Policy and Strategy. The
Policy and Strategy was developed and finalised in consultation with the
organisation's Executive Management, relevant Committees at Board level
and the Board itself. In its development, and in order to gain a
comprehensive and thorough perspective, consideration was given to the
Provincial Government of the Western Cape Enterprise Risk Management
Framework, the Public Sector Risk Management Framework and the King
III Report on Corporate Governance.
?Strategic Risk Assessment
The Risk Management Support Service also facilitated a Strategic Risk
Assessment with the Board and Executive Management of CapeNature.
The outcome of the assessment resulted in the identification of thirteen
strategic risks, covering most areas of the organisation. The assessment
reflected the current situational analysis and highlighted the urgent need to
effectively manage the risk of fire, more focused programme collaboration
to support and sustain biodiversity conservation, capacitated support
services and effective management of tourism infrastructure to support
sustainable revenue streams – amongst others.
53
Key challenges
Looking ahead to 2010/11
Information Systems and Information Technology
Objectives
Key achievements
Being a newly created unit, time had to be spent to establish the necessary
structures (with respect to policy, strategy and oversight). Furthermore, the
position of the Chief Risk Officer had not originally been budgeted for and this
has impacted negatively in embedding Risk Management principles,
understanding and implementation within the organisation.
With the establishment of formal Risk Management structures during 2009/10,
the unit has undertaken the first steps in the operationalisation of the field within
CapeNature. The Strategic Risk Assessment has laid the necessary foundation
to take this process further. The outcome of this assessment, through the
prioritisation of identified strategic risks, will provide focus and direction on
specific areas at an operational level. This will result in operational risk
assessments which will focus on identifying processes per risk area and vice-
versa. documentation of the above processes and the identification of controls
and control gaps.
Greater efforts will be focused on the communication of Risk Management (and
related material) through awareness workshops, electronic media (including
the organisation's website) and print such as newsletters and pamphlets. In
terms of fraud prevention initiatives, the current Fraud Prevention Plan will be
revised and communicated - together with fraud prevention and related
material.
The Information Systems and Information Technology (IS/IT) Department
functions as CapeNature's in-house business solution providing a robust,
reliable and appropriate technology foundation that supports the organisation's
current and future needs. The Department empowers CapeNature to act more
effectively in pursuing its business objectives. As such, the IS/IT Department is
fully integrated into the organisation's strategic focus, plans and operating
processes.
?Rolling out of planned multiple information systems
The IS/IT Department oversaw an escalated momentum in the rolling out of
planned multiple information systems for the organisation in the year under
review. This included an online permit system, an internal e-
communications solution, an electronic payroll and an integrated
reservations system. The Department also made substantial progress in
delivering much-needed hardware across the organisation.
CapeNature Annual Report 2009/1054
?Web-enabled permit system implemented
The IS/IT Department is very happy to report that a new As to be expected with projects of the scope described, the
web-enabled permit system was implemented and is at IS/IT Department experienced several significant challenges
the time of writing, fully operational, including at the in the 2009/10 financial year.
Bellville office. The advantages of the system are found
in terms of real time information accessibility and Funding and the continued sustainability thereof remain the
reporting accuracy: CapeNature law enforcement will be primary challenge for the IS/IT Department. The constant
able to verify any permit or report status of any permit growth in staff, new information systems (including the
holder in real time provided they have computer laptop accounting migration to CapeNature) is synonymous with
and internet access. The new system includes a full significant IT infrastructure growth and challenges. This
general ledger and financial reports in terms of the Public results in the continued escalation of IS/IT funds needed –
Finance Management Act and audit compliance. At the and these budgetary constraints have effects on project
time of writing, the Department was in the process of implementation and systems usage.
finalising the rollout to Scientific Services and Law
Support Services. One example is the delay of the implementation of the
broadband local area networks during 2009, it is envisaged
?Implementation of e-communications solution that this implementation will continue in the new financial year
The Department also successfully implemented a as it is essential for CapeNature staff to be able to use the
complete e-communications solution for CapeNature current and new information systems.
staff. This includes fast and reliable e-mail, shared
calendars, real time, online document collaboration and Even though more capacity in the Department is still needed,
a host of other benefits. The organisation also now fully the appointment of two new Senior IT Support Technicians
complies with archives legislation in terms of full e-mail has significantly reduced the Department's technical support
retention and archiving and the intervention has reduced capacity challenges.
an astounding 95% of previous e-mail and downtime
issues.
?Installation of VIP (Payroll and Human Resources) The IS/IT Department is looking forward to continuing to roll-
System at Head Office out multiple information systems for the organisation in the
In keeping with its mandate to aid the work of other year to come. The Head Office merger with Bellville will prove
components, the IS/IT Department successfully installed an important and challenging IS/IT project and will include a
a VIP (Payroll and Human Resources) System at Head required infrastructure change with the implementation of an
Office. The system is fully operational and already IT Virtualisation and Storage Infrastructure for Head Office.
proving to deliver significant operational, reporting, The Storage Area Network (SAN) will ensure the hosting of all
service and productivity benefits to the Payroll and current systems (including the migration to the new finance,
Human Resources Components. accounting and supply chain systems) in terms of the
required IS/IT infrastructure, compliance, stability, monitoring
?Electronic asset management system implemented and backups.
An electronic asset management system was also
implemented. In use by the Finance/Asset Component,
the system has proven to be a success at tracking and
recording organisational assets.
Key challenges
Looking ahead to 2010/11
55
CapeNature Annual Report 2009/1056
Quantified Report
2 0 0 9 / 2 0 1 0
Quarterly Outputs
Measurable
Objective
To ensure good
corporate governance
by providing support
to the Western Cape
Nature Conservation
Board (WCNCB).
To render sound
business process
support services.
To create an enabling
environment to
enhance the
organisational
culture.
To ensure fair and
competitive benefits
and remuneration for
all employees.
Integrate and align
organisational and
employee
performance.
Provide people
leadership, training
and development that
promote team work
and growth.
Performance Measure
or Indicator
Number of Board
meetings versus planned
annual schedule (n).
Unqualified Auditor-
General's Report.
Financial Management
Level 3.
An approved Institution
Building Strategy and
Plan.
A revised Employment
Equity Plan.
Reviewed CapeNature's
organisational structure
and address pay parity
issues.
Performance contracts
completed versus number
of employees (%).
Performance appraisals
completed versus number
of employees (%).
Work place skills plan
targets met versus
planned (%).
Target for 2009/2010 as per
Annual Performance Plan (APP)
One Board meeting and one Board
Committee meeting per quarter for
five Board Committees.
Unqualified Auditor-General's Report.
Financial Management Level 3.
An Institution Building Strategy and
Plan developed and an approved
Employment Equity Plan finalised.
Organisational structure and pay
parity addressed.
Annual performance contracts
completed for 95% of employees.
Annual performance appraisals
completed for 95% of employees.
100% of work place skills targets met
as per Plan.
2009/10 Financial year Actual output - validated
A total of 26 Board and Board Committee Meetings were held versus
26 planned. A total of six special Board and Board Committee
Meetings were held.
Additional capacity was appointed in line with the Institutional Building
Strategy.
The Annual Report was tabled.
All financial reports were submitted as per Treasury requirements.
Formal audit queries, as per the Follow-up Internal Audit Report -
July 2009 were resolved and recommendations are being
implemented.
IT equipment replacement life-cycle plan and disposal plan
implemented.
CapeNature has successfully embedded a positive organisational
culture by mobilising our employees behind a new revitalised vision.
This drive has delivered functional Employment Equity and Training
Committees. Employment Equity initiatives on various fronts will be
advanced with the relevant Acts.
The capacity-building initiatives have resulted in maximising the
positive impact of the strategic guidance and interventions which
emerged.
Continued efforts on the pay parity front has delivered market related
Total Cost of Employment for CapeNature employees hereby
improving the organisation's ability to attract and retain talent.
The Performance Management System (PMS) has been developed
and piloted with the Boland Area. Six Performance Management
Systems workshops were held with a total of 296 staff attending
training. Configuration of the Performance Management System has
begun.
Conducted Competency Definition Workshops throughout the
organisation. Workplace Skills Plan 2009/2010 has been submitted to
THETA on 29 September 2009. Numerous training interventions from
the Workplace Skills Plan 2009/10 have been implemented.
Programme 1: Administration
Sub-Programme 1.1: Office of the CEO
Strategic Objective 2.2: Develop policies, systems and processes to support service delivery.
Sub-Programme 1.2: Human Resource Management
Strategic Objective 2.3: Enhance institution building.
CapeNature Annual Report 2009/1058
Sub-Programme 1.2: Finance and Corporate Services
Strategic Objective 2.2: Develop policies, systems and processes to support service delivery.
59
2009/10 Financial year Actual output - validated
A total of 837 land-use applications were processed.
100% applications responded to versus received.
No forward-planning requests. No comment on Spatial Development
Frameworks or Integrated Development Plans.
This target has not been met. Due to re-adjustment of conservation
planning outputs, a single, draft conservation plan could not be
produced.
The C.A.P.E. 5.1 Fine-scale Planning and 5.2 Mainstreaming Task
Team confirmed on 18 February 2010 that the following elements of the
provincial plan are in place: a) all C.A.P.E. 5.1 fine-scale plans (FSPs),
b) Overberg and Great Karoo FSPs, c) Little Karoo FSP, d) Garden
Route FSP, e) outdated versions of the Cape Lowlands FSPs, f)
CapeNature's Integrated Biodiversity Layer and Conservation Action
Priority Map.
The CapeNature Conservation Action Priority Map (electronic GIS
layer) was produced.
Biodiversity: A total of 9,232 new biodiversity records were entered into
the central database for the year.
A new All-Fires and Veld Age product was generated and distributed
during August 2009 GIS installations.
All major developments on the Fire2009 system was completed, all fire
records captured in a central SQL database and the ACCESS
databases were rolled out to all reserves during the August 2009 annual
installations.
Fire Reports were captured on the database.
Alien data collation: West Coast cluster: Three reserves complete,
Waterval underway. South West cluster: one reserve complete, three
underway. Breede River cluster: two reserves underway. Gouritz
cluster: all data has been collected and just needs reformatting.
Development of ecological reporting module: WfW are still negotiating
contract for WIMS.
All 2009 GIS installations and GIS training have been completed.
Annual total vegetation removed 119,630 ha (31,408 ha initial and
88,222 ha follow-up). The final approved Annual Plan of Operations
targets planned were as follows: 25,030 initial hectares and 79,652
follow-up hectares. These targets have therefore been exceeded by
14,948 ha.
Target for 2009/2010 as per
Annual Performance Plan (APP)
Comments provided on 100% of
Environmental Impact Assessments,
other land-use applications and land-
use forward planning requests
(Spatial Development Frameworks or
Integrated Development Plans or
provincial requests) received.
Develop first draft provincial
conservation plan.
A Protected Area Expansion Strategy
and Action Plan is finalised for the
Western Cape.
Three biodiversity knowledge
management systems updated and
vetted (GIS system, SOB and Fire
databases).
Develop one new biodiversity
knowledge management database:
Invasive Alien Plant database.
Number of hectares cleared
according to approved Working for
Water Annual Plan of Operations:
Initial: 55,982 ha
Follow-up: 94,272 ha
Performance Measure
or Indicator
Comments submitted on
Environmental Impact
Assessments and other
land-use applications
versus received (%).
Comments submitted on
land-use forward
planning versus
requests received (%).
Number of new policy
instrument milestones
met (n).
Number of biodiversity
knowledge management
systems updated and
vetted (n).
Number of new
biodiversity
management systems
developed (n).
Number of initial
hectares of invasive
alien plants cleared (n).
Number of follow-up
hectares of invasive
alien plants cleared (n).
Measurable
Objective
To facilitate effective
land use planning and
management.
To facilitate the
establishment of an
adequate and
representative
Protected Area
Network
(incorporating
terrestrial, freshwater
and marine priorities)
through effective
systematic
conservation
planning.
To maintain and
further develop a
Biodiversity
Information
Management System
for the Western Cape.
The conservation of
biodiversity and
ecological systems
through effective
integrated catchment
management.
Programme 2: Planning and Operations
Sub-Programme 2.1: Management and Support Services
Strategic Objective 1.1: Improve the reach and quality of biodiversity management.
Measurable
Objective
The conservation of
biodiversity and
ecological systems
through effective
integrated catchment
management.
To combat
biodiversity crime in
the Western Cape.
To provide a
professional wildlife
management
support service.
To provide an
effective and
professional law
support service to
CapeNature and
other stakeholders.
Biodiversity
Corridors to mitigate
the effects of climate
change, address
multiple socio-
political, economic
and ecological
objectives at corridor
level, and to meet
emerging
opportunities such
as ecosystem
service mechanisms.
Performance Measure
or Indicator
Number of initial
hectares of invasive
alien plants cleared (n).
Number of follow-up
hectares of invasive
alien plants cleared (n).
Percentage of
biodiversity crime cases
where the verdict is
guilty (%).
Number of awareness
raising interventions
regarding the application
of a holistic approach to
damage-causing wildlife
(n).
Biodiversity
administration permit
applications processed
versus received (%).
Number of Biodiversity
Corridors refined (n).
Existing policy
instruments reviewed/
amended (n).
Target for 2009/2010 as per
Annual Performance Plan (APP)
Number of hectares cleared
according to approved Working for
Water Annual Plan of Operations:
Initial: 55,982 ha
Follow-up: 94,272 ha
Four biodiversity crime cases
finalised with a 100% success rate.
Conduct ten awareness raising
interventions regarding applying a
holistic approach to damage-
causing wildlife.
4,000 biodiversity administration
permit applications received and
100% processed.
One Biodiversity Corridor refined
using relevant spatial products.
Finalise the Corridor Policy and
compile an implementation strategy.
2009/10 Financial year Actual output - validated
Post fire assessments were completed. Annual Plan of Operations (APO)
can now be revised to where work was planned but now burnt and where
post fire follow-up will be required for 2010/11. Drafting of APO to re-assign
new work. Commenced with mapping and drafting of Assegaaibos APO for
2010/11.
21 Ordinance cases registered; 19 under investigation or in the court
process and three finalised.
Three Marine Living Resources Act cases registered and pending.
27 Ordinance J534's issued and nine paid.
One Ordinance J175 issued and paid.
Three Provincial Notice J534's issued and one paid.
53 Marine Living Resources Act J534's issued and 43 paid.
One Off-Road Vehicles Regs J534 issued and pending.
Attended Rhino Horn court case in Mossel Bay.
Revised training presentations to cater for farmers and farm workers.
A total of 29 awareness raising interventions, including workshops, media
releases, radio interviews, meetings and training workshops took place
regarding the application of a holistic approach to damage causing wildlife.
A total of 4,181 administration permits were processed for the year, this
constituted 100%.
The Implementation Action Plan has not yet been completed but will be
finalised as soon as the Corridor Policy has been concluded.
Programme Manager that was appointed in Quarter 2 resigned shortly
thereafter. Another Corridors Programme Manager was appointed in
December 2009.
The Corridor Policy development process has been delayed as the project
grant proposal is in the process of being revised. The recruitment process
for technical and administrative support will then be taken up with
completion of the grant revision.
Programme 2: Planning and Operations
Sub-Programme 2.1: Management and Support Services
Strategic Objective 1.1: Improve the reach and quality of biodiversity management.
CapeNature Annual Report 2009/1060
Measurable
Objective
Protected Areas
(including terrestrial,
freshwater and marine)
support relevant spatial
targets and are
effectively managed.
Priority biodiversity
(terrestrial and aquatic)
on private land is
conserved.
To implement policies,
procedures and
systems to ensure
compliance to the
Occupational Health
and Safety (OHS) Act.
(OS4909H Act).
To improve
management
effectiveness through
implementation of a
monitoring and
evaluation system for
CapeNature.
Performance Measure
or Indicator
Number of Protected Area
Management Plans
completed and
implemented (n).
Number of stewardship
sites secured (n).
Reviewed existing Health
and Safety Policy, and
adoption of health and
safety standards in
compliance with the OHS
Act.
Develop Environmental
Health and Safety
standards and procedures.
Biodiversity Monitoring
System (BMS)
implemented.
Trend in Management
Effectiveness Tracking
Tool for South Africa
(METT-SA) scores from
previous reporting period.
Target for 2009/2010 as per
Annual Performance Plan (APP)
Four Terrestrial Protected Area
Management Plans completed,
aligned with the Protected Areas
Act and implemented.
Two Off-Shore Island Management
Plans completed.
Establish 16 new stewardship sites.
Review the Environmental Health
and Safety (EHS) Policy and
develop and implement an EHS
system.
Develop Environmental Health and
Safety standards and procedures.
Biodiversity Monitoring System
implemented.
Every CapeNature managed
Protected Area will indicate an
upward trend in METT-SA score
from previous reporting.
2009/10 Financial year Actual output - validated
The four Garden Route Management Plans have been completed and
require an internal review process to be carried out. The Boland Area,
Gamkaberg and Kammanassie Management Plans are progressing,
albeit slow.
Two Off-Shore Island Management Plans are in progress.
A total of nine new stewardship sites were signed in this financial year,
seven Contract Nature Reserves and two Biodiversity Agreements.
Landowner commitment drives stewardship and the number of sites
signed is ultimately determined by willing landowners. Many
stewardship sites being negotiated with Municipalities and
communities have been in process for more than five years and are still
not signed. The financial climate and lack of incentives are other
factors contributing to sites not being signed in this financial year.
Occupational Health and Safety Manager was appointed. Strategic
Implementation Plan finalised and implemented.
An EHS System was procured from OHSACA. Corporate OHS
Committee meeting conducted and strategic actions agreed upon.
Worksite Analyses conducted and OHS Institutional Framework
stabilized in Garden Route, Overberg and Karoo Areas. OHS Worksite
analysis conducted at Outeniqua Nature Reserve. Corporate OHS
Committee appointments formalised in writing. OHS Committee
Procedural Guidelines drafted for signing off. Task Team conducted
Training Needs Analysis to establish priorities. OHS MCS Workshop
conducted (Karoo Area). Key OHS Risks addressed: Task team
developed generic questionnaire to assess status of Emergency
Response Facilities (Fire Prevention and First Aid Administration) and
Crisis Management Protocols in and around management
infrastructure, staff accommodation and tourism infrastructure.
Registers were compiled to be used as the Means of Verification for the
Biodiversity Monitoring System.
A training session was presented to the BMS coordinators on 7 May
2009. Training was also presented in the four clusters in May 2009.
Biodiversity Monitoring System implemented.
Due to the process being driven on a national level to refine the METT-
SA tool, CapeNature took the decision to wait for this process to be
finalised before completing METTs to maximise efficiency by not
having to duplicate work.
Programme 2: Planning and Operations
Sub-Programme 2.1: Management and Support Services
Strategic Objective 1.1: Improve the reach and quality of biodiversity management.
61
Strategic Objective 2.2: Develop policies, systems and processes to support service delivery.
Measurable
Objective
Capacity of CapeNature
is strengthened through
appropriate partnerships.
Create access to the
conservation economy
through the
implementation and
management of
appropriate initiatives
and projects.
Environmental education
is provided to promote
an understanding of
biodiversity and the use
of the natural
environment as a vehicle
for learning and
development.
The conservation of
biodiversity and
ecological systems
through effective
integrated catchment
management.
Performance Measure
or Indicator
Number of new
Memoranda of
Understanding (MoUs)
signed (n).
Number of volunteer
hours (n).
Number of person days
work created through a
range of projects (n).
Number of persons
accessing CapeNature
Protected Areas for
cultural, traditional,
spiritual, and sustainable
harvesting activities (n).
Number of learners
provided with
environmental education
opportunities (n).
Number of Youth Service
Programmes (YSPs) (n).
Number of applicants
versus planned (n).
Successful completion
rate (%).
Number of positions filled
(n).
Priority firebreaks
completed versus
planned (%).
Complete block-burns
versus planned (%).
Roads maintained versus
planned (%).
Target for 2009/2010 as per
Annual Performance Plan (APP)
Six new MoUs signed per year.
8,000 volunteer hours worked per
year.
A total of 250,000 person days work
created per year.
Provide access to Protected Areas for
1,500 individuals for cultural,
traditional, spiritual and sustainable
harvesting activities.
25,000 learners provided with
environmental education
opportunities.
Two YSPs run according to plan for a
total of 60 applicants.
70% successful completion.
28 critical positions filled.
100% of planned firebreaks
completed.
100% of planned block-burns
completed.
100% of planned roads maintained.
2009/10 Financial year Actual output - validated
Three MoUs were signed in this period (Working on Fire, Cape
Leopard Trust and Landmark Foundation) with a further three in
various stages of negotiation (SPCA, TMF and Agulhas
Landowners).
9,851 Volunteer hours were worked in this financial year.
185,674 Person days work was created through a range of projects.
Access provided:
Cultural activities: 44
Traditional activities: 0
Spiritual activities: 315
Access sustainable harvesting: 400
Total: 759.
Total number of youths provided with environmental education
opportunities: 31,220.
YSP cycle three implemented according to training plan.
Launched the new NYSP Internship programme, placed 20 interns in
various developmental positions within operations.
27 students graduated from the Youth Service Programme in
September 2009 (80%). 20 graduates recruited as interns in October
2009.
Three graduates of cycle 3 have been employed in contract posts.
21 critical posts were filled (two posts however are again vacant due
to one resignation and one dismissal). Therefore a total of 19 of the
21 posts are currently filled.
98% planned firebreaks completed (757 km completed vs 775 km
planned).
100% of planned block-burns completed (two planned block-burns).
98% of planned roads and jeep tracks were maintained (315 km
completed vs 320 km planned).
Strategic Objective 2.4: Establish and maintain partnerships.
CapeNature Annual Report 2009/1062
Strategic Objective 3.1: Develop and implement strategies to facilitate equitable access to and participation in the conservation economy.
Strategic Objective 4.1: Demonstrate impact on and contribution to youth and community development and environmental awareness.
Sub-Programme 2.2: Special Projects: Planning and Operations
Strategic Objective 1.1: Improve the reach and quality of biodiversity management.
Measurable
Objective
The conservation of
biodiversity and
ecological systems
through effective
integrated catchment
management.
Implementation of the
national People and
Parks Programme
and rollout of the
Western Cape
People and Parks
Action Plan.
Performance Measure
or Indicator
Alien vegetation
removed from priority
areas after fire versus
planned (%).
Number of wildfires (n).
Number of fire and
invasive alien plant
awareness programmes
conducted in
communities (n).
Number of individuals
trained in fire-fighting
(n).
Number of MoUs signed
regarding fire
management (n).
Annual revision of Fire-
fighting Policy and
Guideline document.
A CapeNature
Community Based
Natural Resource
Management (CBNRM)
and Local Economic
Development (LED)
strategy aligned to the
national and provincial
People and Parks
programme.
Target for 2009/2010 as per
Annual Performance Plan (APP)
100% of planned invasive alien plant
removal from priority areas after fire.
Number of wildfires suppressed as
required.
Fire and Invasive Alien Plant
Awareness Programmes conducted
in 18 communities.
22 individuals trained in fire-fighting
Crew Boss, Fire boss and Incident
Command.
Three MoUs signed regarding fire-
fighting.
Complete annual revision of Fire-
fighting Policy and Guidelines
document.
Develop the CapeNature CBNRM
and LED strategy.
Implement the People and Parks
Action Plan.
2009/10 Financial year Actual output - validated
167% of planned invasive alien plant removal from priority areas after fire
(4,573 ha eradicated vs 2,743 planned).
116 wildfires suppressed.
21 Fire and Invasive Alien Awareness Programmes conducted.
93 Individuals trained in fire-fighting Crew Boss, Fire Boss and Incident
Command Systems.
Four MoUs signed regarding fire-fighting.
Annual revision of Fire-fighting Policy and Guidelines document not
completed.
The final Draft of People and Conservation Strategy and Implementation
Plan (2009-2014) was completed.
The People and Parks 2009/10 Action Plan is being implemented.
Employment Equity and Awareness training is taking place.
People and Parks 2009/10 Action Plan developed and submitted to DEA.
The Natural Resource User Groups (NRUGs) Code of Conduct
developed and translated into three official Western Cape languages.
One MOU was signed with Ezemvelo Environmental Forum for
Driftsands. The NRUGs audits verification was completed for areas
such as Karoo, Garden Route, Boland, Cape Metro and southern Part of
Overberg area and southern part of Breedeberg. Three Protected Areas
Advisory Committees were established. Uhlula Consulting was
appointed to assist the Albertinia Aloe Project to develop products and
indentify machinery for manufacturing of products.
63
Sub-Programme 2.2: Special Projects: Planning and Operations
Strategic Objective 1.1: Improve the reach and quality of biodiversity management.
Strategic Objective 3.1: Develop and implement strategies to facilitate equitable access to and participation in the conservation economy.
Measurable
Objective
Improved and
enhanced
communication with
internal and external
stakeholders.
Ensure brand
consistency.
Develop a Marketing
Action Plan to attract
new and diverse
clients, maintain
existing clientele and
create brand
awareness amongst all
visitors.
Performance Measure
or Indicator
Enhanced profile of
CapeNature's business
through implementation of
a Communication Strategy
aimed at internal and
external stakeholders.
Percentage increase in
filming Revenue (%).
Number of signage rolled
out (n).
Number of interpretation
centers developed (n).
Positive trend in visitor
numbers (%).
Target for 2009/2010 as per
Annual Performance Plan (APP)
Implement the Communication Strategy
according to plan.
Dispatch 40 media releases.
Increase filming revenue by 4% of the
2008/09 income by increasing marketing
efforts.
Signage rollout at seven reserves.
Four interpretation centers developed.
Increase visitor numbers by 10% per
annum.
2009/10 Financial year Actual output - validated
Annual Staff Awards hosted in Cape Town on the
31 March 2010.
Ten newsletters were dispatched to staff throughout the reporting
year.
Dispatch 41 media releases for the year.
Filming received an income of R564,110 for the year. Exposure
value received by CapeNature from various filming clients is an
estimated R7,2 million.
345 signs rolled out for the reporting year.
Eight Interpretation centres and external interpretation signage
developed during the reporting year.
There was an 8% increase in visitor numbers. Total tourism
visitors = 175,406 (123,035 CRS day and overnight visitors;
48,686 WILDCARD users and 3,685 special events).
Total Income: R13,574,692.00 (0.56% increase).
Established partnership and signed MoU with Cape Town Routes
Unlimited to create a more efficient working relationship with
industry role players. Launched in main stream and community
newspapers, on CapeNature website and e-mailed to the tour
operator database received from Cape Town Routes Unlimited.
Launched main stream radio campaign with Heart 104.9. Re-
activated pensioner discounts through a senior citizens day event
with M-Kem Pharmacy. Advertised in 21 publications. Attended
two domestic tourism expos. Finalised Service Level Agreement
with Cape Town TV.
Roll-out of Winter Marketing Campaign includes print advertising
in O Magazine, Africa Geographic, WILD Magazine, Country Life,
Die Burger, Caravan and Outdoor, Weg, Women's Business
World and SA Mountain Sports. Radio Advertising on Cape Talk.
Direct marketing interventions with flyer hand-outs in key areas
and shopping centre promotions. Winter promotion was also
advertised on CapeNature, Cape Gateway and WILD card
websites. Campaign launched in September 2009 offering less
10% on all overnight accommodation and monthly sponsored
prizes. Promotion done in conjunction with Cape Union Mart to
promote Donkey Trail, in turn resulted in CapeNature increasing
database by 630 new newsletter subscribers. Participated in joint
marketing campaign with Cape Town Routes Unlimited during
December holiday season.
CapeNature Annual Report 2009/1064
Programme 3: Business Development
Sub-Programme 3.1: Management and Support Services
Strategic Objective 2.1: Secure differentiated revenue streams.
Measurable
Objective
Identify and facilitate
Public Private
Partnerships
opportunities.
Develop and
implement a range of
new tourism products
in-line with the
Strategic Tourism Plan.
Performance Measure
or Indicator
Number of Public Private
Partnerships concluded
(n).
Number of new Public
Private Partnerships
opportunities identified (n).
Number of new tourism
products established (n).
Target for 2009/2010 as per
Annual Performance Plan (APP)
Conclude the Whale Trail II Public
Private Partnership process.
One new Public Private Partnership
opportunity identified.
Develop four new tourism products at
Kogelberg, De Mond, Tweede Tol and
Rocher Pan according to the Tourism
Strategy, based on the approval of the
necessary environmental protocols.
2009/10 Financial year Actual output - validated
Seven PPP concession agreements were signed for the
individual sites at De Hoop on 2 December 2009.
Provincial Treasury approval awarded, waiting on final written
approval from National Treasury.
Still awaiting the outcome of the Conservation Development
Framework (CDF) process at Keurbooms River Nature Reserve
from consultants.
Unit adequately capacitated. Final phase of CDF planning for
Rocher Pan, Salmonsdam, De Mond and Grootvadersbosch.
Maintenance and upgrades of existing products is on going.
All feasibility studies and architectural designs completed.
Service provider appointed to conduct basic assessment process
and seek necessary environmental approvals for Salmonsdam,
Rocher Pan and Grootvadersbosch. Kogelberg tender awarded
to GVK Siyazama subject to environmental impact assessment
approval from National Department of Environmental Affairs.
Tweede Tol private campsite completed and currently addressing
snag-list matters.
65
Sub-Programme 3.2: Special Projects: Business Development
Strategic Objective 2.1: Secure differentiated revenue streams.
Sub-Programme 3.1: Management and Support Services
Strategic Objective 2.1: Secure differentiated revenue streams.
CapeNature Annual Report 2009/1066
Financial Review
General Financial Review 69
Statement on Corporate Governance 70
Approval and Statement of Responsibility 76
Report of the Audit Committee 77
Report of the Auditor-General 78
Statement of Financial Position as at 31 March 2010 82
Statement of Financial Performance 83
Statement of Changes in Net Assets 84
Cash Flow Statement 85
Accounting Policies 86
Notes to the Annual Financial Statements 99
Detailed Deferred Revenue 121
Detailed Statement of Financial Performance YTD 122
The following supplementary schedules do not form part of the Annual Financial Statements
and are unaudited:
Contents
CapeNature Annual Report 2009/1068
The Western Cape Nature Conservation Board is a statutory organisation governed by the Western Cape Nature Conservation
Board Act of 1998, as amended, primarily engaged in nature conservation and biodiversity management as well as eco-tourism,
environmental education and environmental law enforcement.
The financial position of the business and activities of the Western Cape Nature Conservation Board is clearly reflected in the
attached financial statements. There was no major change in the nature of the business.
In the current financial year, the net deficit for the year amounted to R8,9 million (2009: surplus of R11,2 million). Deferred
revenue of R35,6 million (2009: R33,6 million) is a reflection of the organisation's success in attracting sponsors and funders for
specific projects. The funding for the projects is a mix of capital and operating funding.
The increase in operational costs is largely due to projects co-funded by the Board and the 16% rate increase by Government
Garage. During the current year employee benefits increased significantly as additional funds were received for Pay Parity and
Improvement in Conditions of Services.
The short-term financial position is sound, but in the medium and long term, the organisation's ability to meet all of its mandates
will be reliant on obtaining additional funding for core expenditure. Management believes that the Western Cape Nature
Conservation Board has adequate resources in place to continue to operate for the foreseeable future, but at current levels of
delivery.
Chief Executive Officer
General Financial Review
69
Compliance
The Western Cape Nature Conservation Board endorses the principles as set
out in the Protocol on Corporate Governance, and where applicable, the King
Report on Corporate Governance for South Africa 2002 (King II) and have
endeavored to comply with the principles incorporated in the Code of
Corporate Practices and Conduct.
The Western Cape Nature Conservation Board has a formalised system of
Corporate Governance as set out below.
Governing bodies
Board of Directors
The Western Cape Nature Conservation Board has a unitary board structure
that is made up of non-executive directors who are appointed by the Minister of
Local Government, Environmental Affairs & Development Planning in the
Western Cape. The Board meets at least once a quarter. Executive Directors
are appointed to run the organisation on a day to day basis.
The framework for the payment of Board members' remuneration is approved
by the Minister of Local Government, Environmental Affairs & Development
Planning in the Western Cape. Board members of The Western Cape Nature
Conservation Board attend an induction programme which is organised by the
Executive.
The Board has appointed six committees to assist in carrying out its
responsibilities.
Board committees
All committees carry out responsibilities on behalf of the Board and members
are appointed to provide expertise on matters pertaining to that committee's
mandate.
Board Audit Committee
The Board Audit Committee consists of non-executive Board members and
independent members. The chairperson is appointed by the committee and is
an independent member. The authority of the committee is detailed in an Audit
Charter which is reviewed and approved annually by the Board. The report of
the Board Audit Committee is included in the annual financial statements and
sets out the responsibilities covered by this committee.
Board Finance Committee
The Board Finance Committee consists of non-executive Board members and
is chaired by a non-executive member who is appointed by the Board. The
Committee reviews financial reports and cash flow projections, oversees
financial governance issues and recommends financial policies for approval to
the Board.
Statement on Corporate Governance
CapeNature Annual Report 2009/1070
Board Human Resources and Remuneration Committee Materiality and Significant Framework
The Board Human Resources and Remuneration Committee A Board-approved Materiality and Significant Framework is in
consists of non-executive Board members and is chaired by a place. Its purpose is to regulate disclosures of material facts
non-executive member who is appointed by the Board. The to the Minister of Local Government, Environmental Affairs &
committee reviews and recommends annual staff Development Planning in the Western Cape, disclosure in the
remuneration increases, terms and conditions of Board Annual Financial Statements and approval from the
employment, the payment of incentives and bonuses, Minister of Local Government, Environmental Affairs &
general fringe benefits, remuneration policies and Development in the Western Cape for participation in certain
appointment of executive staff. transactions.
Board Business Development Committee Internal audit
The Board Business Development Committee consists of The internal audit function is performed by an appointed Audit
non-executive Board members and is chaired by a non- Company which is headed by a Chief Internal Auditor who is
executive member who is appointed by the Board. The accountable to the Board Audit Committee.
committee reviews and recommends the Board's Tourism
and Marketing Strategies, new product development and The Internal Audit functions in terms of an Internal Audit
explores further avenues for fundraising. Charter that is approved by the Board. The Charter defines
the purpose, authority and responsibility of the internal audit
Board Conservation Committee function. Internal Audit carries out its work in terms of a work
The Board Conservation Committee consists of non- plan which is based on the risk profile of the Board and which
executive Board members and is chaired by a non-executive is approved annually by the Board Audit Committee.
member who is appointed by the Board. The committee
considers reports on technical matters for advice to the The Internal Auditors have full access to the Chairperson of
Board, assists with strategic planning of the biodiversity the Board Audit Committee.
portfolio and further provides a supervisory function to
Executive Directors on conservation issues. Management reporting
Comprehensive management reporting disciplines are in
Board Risk Committee place. These include the annual preparation of a corporate
The Board Risk Committee consists of non-executive Board performance plan and budget which is approved by the Board
members and an independent member. The chairperson is and the Minister of Local Government, Environmental Affairs
appointed by the Board and is an independent member. The & Development Planning in the Western Cape.
authority of the committee is detailed in a Risk Charter which
is reviewed and approved annually by the Board. Monthly results are reported to management, and quarterly
results to the Board, Finance and Board Audit Committees,
Chief Executive Officer and Executive Directors Provincial Treasury and Department of Environmental Affairs
The Chief Executive Officer is appointed by the Board in and Development Planning in the Western Cape and
consultation with the Minister of Local Government, Funders of Special Projects.
Environmental Affairs and Development Planning. The
Executive Directors are appointed by the Board. Both the
Chief Executive Officer and Executive Directors are involved
in the day-to-day business activities of the organisation and
are responsible for ensuring that decisions, strategies and
objectives of the Board are implemented in accordance with
the approved corporate performance plan and budget.
71
Code of Ethics
The Board has a code of ethics which requires employees and the Board Members to observe high ethical standards to ensure that
business practices are conducted in a manner which is beyond reproach.
Non Financial Information
Employment Equity
The Western Cape Nature Conservation Board has achieved an overall black representation of 77%. Targets to improve the
representation of designated individuals on all job categories and levels have been set in the Employment Equity Plan (2009 – 2014)
This criteria will be applied as a target for all new appointments and promotions within the organisation. The process is monitored on
an ongoing basis and is evaluated regularly by the Board Human Resources and Remuneration Committee. Going forward, this
target will be further reviewed and refined.
Black economic empowerment
The Board is committed to the achievement of the objectives laid out in Government's Broad-Based Black Economic Empowerment
(BBBEE) strategy. The Board has policies and procedures in place which address preferential procurement practices which support
black economic empowerment.
Corporate social investment
The Board has a corporate social investment programme in place which sees the Board becoming involved in the community
through support, financial or in kind, of deserving causes, organisations, institutions or projects. The Board supports socially
constructive projects. Projects with a long-term multiplier effect are given preference.
Worker participation
A process has been activated where employees of the Board will participate in discussions on staff welfare and policy formulation
through the employee consultative forum.
INFORMATION ON THE NON-EXECUTIVE AND EXECUTIVE DIRECTORS OF THE BOARD
The non-executive and executive directors of the Board during the accounting period were as follows:
CapeNature Annual Report 2009/1072
BOARD MEMBER
Mr M Botha
Chairperson until 31 January 2010
Ms Y Pandy
Mr H Kagee
Adv. M Mdludlu
Mr E Jefthas
Ms N Dilima
Mr J van der Merwe
Prof S Gool
Prof A Redlinghuis
Dr C Johnson
EXPERIENCE
Conservationist & Botanist
Social and Political specialist, Human
Ecologist
Lawyer
Legal specialist
Agri Business
Community Upliftment Projects
Legal specialist
Financial & education specialist
Geographer
Botanist & Zoologist
APPOINTMENT PERIOD
20/05/2005 - 31/05/2010
21/06/2004 – 30/06/2009
26/10/2006 – 31/10/2011
20/05/2005 - 31/05/2010
20/05/2005 - 31/05/2010
26/10/2006 – 31/10/2011
14/04/2008 – 28/02/2013
14/04/2008 – 28/02/2013
01/04/2009 – 31/03/2014
01/04/2009 – 31/03/2014
END OF TERM
30/06/2009
73
EXECUTIVE DIRECTORS
Ms L Meyer - CEO
Mr S J Bekker – Executive
Director: Operations
Dr K Hamman – Executive
Director: Biodiversity
Mr S Ismail – Executive Director:
Business Development
Ms L Madlala – CFO
Mr N Jamie – Executive Director
Human Resource
EXPERIENCE
BA, M.Ed, MBA
More than 20 years general management and human resource
management experience.
B.Sc. Forestry, B.Sc (Hons.) Cum Laude & M.Sc Socio-Ecology
Forest and Natural Scientist and Socio-Ecologist with more than 27
years experience in conservation & biodiversity management.
Ph.D. Natural Sciences
Natural and fresh water scientist with more than 30 years in
conservation & biodiversity management.
B-Admin and currently studying for a Masters in Tourism
Development
Eleven years experience in Tourism Development.
BComm Acct and BCompt NDP, completed articles
More than 15 years experience in financial management.
HDE
More than 15 years experience in the Human Resource Management
sphere.
RESIGNATION
28 February 2010
BOARD SECRETARY
Ms L Wallace-Malyon
EXPERIENCE
Qualification in Legal Secretarial Studies
More than 14 years experience as a Personal Assistant to CEO's in various sectors,
including administration management experience.
Board Members as at end April 2010
CapeNature Annual Report 2009/1074
Member
J Jarvis
J Fairbairn
M Botha
Y Pandy
H Kagee
P Slack
A Redlinghuis
S Gool
28/05/09
*
*
@
*
*
*
N/M
N/M
30/07/09
*
*
*
EOT
*
*
*
@
20/10/2009
*
*
*
EOT
*
*
*
*
04/02/10
*
*
@
EOT
*
*
*
*
Board Audit Committee meetings
Member
H Kagee
Y Pandy
M Mdludlu
M Botha
S Gool
16/04/09
*
*
*
*
SAB
30/07/09
*
EOT
*
*
@
20/10/09
*
EOT
*
*
*
04/02/10
*
EOT
*
*
*
Board Finance Committee meetings
29/04/09
*
*
*
*
*
*
N/M
N/M
THE RECORD OF ATTENDANCE BY EACH BOARD MEMBER AT CAPENATURE ORDINARY BOARD AND BOARD
COMMITTEE MEETINGS FOR THE PERIOD UNDER REVIEW IS SET OUT IN THE TABLE BELOW:
* Attendance @ Absence with apology
EOT End of Term N/M Not a member at the date of the meeting
N/Q Not Quorate therefore unable to call a meeting SAB Sabbatical Period
Board meetings
Member
M Botha
Y Pandy
M Mdludlu
E Jefthas
H Kagee
J van der Merwe
S Gool
C Johnson
A Redlinghuis
N Dilima
29/04/09
*
*
*
*
*
*
SAB
N/M
N/M
@
28/07/09
*
EOT
*
*
*
*
*
*
*
*
27/10/09
*
EOT
*
*
*
*
*
*
*
*
26/01/10
*
EOT
*
*
*
*
*
*
*
*
Member
Y Pandy
M Mdludlu
N Dilima
M Botha
A Redlinghuis
C Johnson
13/08/09
EOT
*
*
@
*
*
23/11/09
EOT
*
*
@
*
*
04/12/09
EOT
*
*
@
*
*
15/02/10
EOT
*
*
@
*
*
Board Human Resources and Remuneration Committee meetings
12/05/09
*
*
*
@
N/M
N/M
Member
Y Pandy
M Botha
E Jefthas
J van der Merwe
M Mdludlu
A Redlinghuis
21/05/09
*
@
*
*
@
N/M
20/08/09
EOT
*
@
*
*
*
17/11/09
EOT
@
*
*
*
*
23/02/10
EOT
@
*
*
*
*
Board Business Development Committee meetings (previously named the Tourism, Marketing,
Partnership and Fundraising Committee)
75
Member
M Botha
N Dilima
M Mdludlu
J van der Merwe
E Jefthas
C Johnson
11/06/09
@
*
*
*
*
@
27/08/09
*
*
*
*
*
*
10/11/09
*
*
*
*
*
*
09/03/10
*
*
@
*
*
*
Board Conservation Committee meetings
Member
P Slack
H Kagee
A Redlinghuis
C Johnson
06/11/09
*
*
*
*
16/03/10
*
*
*
*
Board Risk Committee Meetings
Member
M Botha
H Kagee
M Mdludlu
E Jefthas
27/08/09
*
*
*
*
Board EXCO Committee Meetings
CapeNature Annual Report 2009/1076
Approval and Statement of Responsibility
The Board (accounting authority) is responsible for the maintenance of adequate
accounting records and the preparation and integrity of the financial statements
and related information. The external auditors are responsible for reporting on the
fair presentation of the financial statements.
The Annual Financial Statements have been prepared in accordance with the
South African Statements of Generally Accepted Accounting Practice including
any interpretation of such Statements issued by the Accounting Practices Board,
with the prescribed Standards of Generally Recognised Accounting Practice
issued by the Accounting Standards Board replacing the equivalent Generally
Accepted Accounting Practice Statements. These Annual Financial Statements
are based upon appropriate accounting policies consistently applied and
supported by reasonable and prudent judgments and estimates.
Management have reviewed the Board’s budget and cash flow forecasts for the
year ended 31 March 2011. On the basis of this review, and in view of the current
financial position, the Accounting Officer and Executive Directors have every
reason to believe that the Board will be a going concern in the year ahead,
however this is dependent on continued future funding from Government. The
Board has continued to adopt the going concern basis in preparing the financial
statements.
To enable management to meet the above responsibilities, the Board sets
standards and implements systems of internal control and risk management.
These controls are designed to provide reasonable, but not absolute, assurance
as to the reliability of the annual financial statements and to adequately
safeguard, verify and maintain accountability for assets and to prevent and detect
misstatement and losses.
The controls contain self-monitoring mechanisms, and actions are taken to
correct deficiencies as they are identified. An effective system of internal control
therefore aims to provide reasonable assurance with respect to the reliability of
financial information and, in particular, financial statement presentation.
Furthermore, because of changes in conditions, the effectiveness of internal
financial controls may vary over time.
Nothing has come to the attention of the Board to indicate that any material
breakdown in the functioning of these controls, procedures and systems has
occurred during the year under review.
The Annual Financial Statements set out on pages 82 to 120, for the year ended
31 March 2010, which have been prepared on the going concern basis, were
approved by the accounting authority in terms of section 51 (1) (f) of the Public
Finance Management Act, 1999 (Act No. 1 of 1999), as amended, on
22 July 2010, and are signed on its behalf by:
Lucille Meyer Allan Preston
Chief Executive Officer Chief Financial Officer
Report of the Audit Committeefor the financial year ended 31 March 2010
77
The Audit Committee is pleased to present its report for the Deloitte and Touche has over the past year delivered value for
financial year ended 31 March 2010. money risk based assurance reviews as per the approved rolling
audit plan and has successfully partnered with the Board and
Appointment of Audit Committee Executive Management in the execution of the current year's
CapeNature is served by an Audit Committee appointed by the audit commitments. These reviews have communicated
Western Cape Nature Conservation Board. Since July 2005, the significant control breakdowns to the Board and Executive
committee has reported annually on the effectiveness of internal Management.
control and commented on the audited Financial Statements as
required by its formal Charter. An audit of IT, using COBIT, a benchmark IT Governance
framework, confirmed 1) the risk assessment rating of high as
Audit Committee responsibilities determined through a strategic risk assessment workshop held
The Audit Committee carries out its responsibilities in terms of by the Chief Risk Officer with the Board and Executive
Section 11 (8) of the Western Cape Nature Conservation Board Management, and 2), the KING III Readiness Level Assessment
(Act 15 of 1998) and section 77 of the Public Finance outcome that IT Governance is an area that requires attention.
Management Act (Act 1 of 1999) as amended by Act 20 of 1999
and Treasury Regulations 27.1.7 and 17.1.10 (b) and (c) and in A Performance Information Review showed several significant
terms of its formal Charter. shortcomings over the reliability and integrity of the performance
monitoring and metrics of CapeNature.
Committee Members and attendance
Committee members are required to attend at least four The Revenue Review identified gaps in the design of the controls
Committee meetings each year in terms of the revised Charter. operating over the collections of receipts. Completeness of
During the year to 31 March 2010, members attended as follows: transaction recording, a significant accounting control objective,
was not met.
Members Appointed No. of End of term/
Meetings resignation Corrective measures are being actively pursued by the Board
Independent Members and Executive Management as articulated in the management
J A Jarvis July 2005 5 responses to these observations.
(ex Chair 4/5 meetings)
J Fairbairn July 2005 5 Evaluation of the Annual Financial Statements
(new Chair 1/5 meetings) The Audit Committee has reviewed and discussed with the
P Stack Jan 2009 5 Auditor-General, PricewaterhouseCoopers and the Chief
Financial Officer, the audited Annual Financial Statements
Board Members included in CapeNature's Annual Report.
A Redlinghuis 2009 3
H Kagee 2006 5 The Committee concurs and accepts the Audit Opinion of the
M Botha 2005 3 31 .01. 2010 Auditor-General and is of the opinion that the Audited Annual
Y Pandy 2004 2 30 .06. 2009 Financial Statements be accepted and read together with the
S Gool 2008 2 25 .05. 2010 report of the Auditor-General.
All meetings were held in quorum with apologies for absence. Signed on behalf of the Audit Committee
The Effectiveness of Internal Control
An updated 3-year risk based Internal Audit Plan has been in
place since 2009. The newly started Risk Committee, Chaired by
an independent Audit Committee Member, has made further
inputs into the revised 3-year rolling plan during the 2009/10
financial year. The Risk Committee is tasked with making
recommendations to the Board around 1) identified risks that J.J. FAIRBAIRN
could pose a threat to the operations of CapeNature and 2) the Chairperson
implementation of risk management practices. CapeNature Audit Committee
Report of the Auditor-General
REPORT OF THE AUDITOR-GENERAL TO THE
WESTERN CAPE PROVINCIAL PARLIAMENT ON THE
FINANCIAL STATEMENTS OF THE WESTERN CAPE
NATURE CONSERVATION BOARD FOR THE YEAR ENDED
31 MARCH 2010
REPORT ON THE FINANCIAL STATEMENTS
Introduction
1. I have audited the accompanying financial statements of the
Western Cape Nature Conservation Board, which comprise
the statement of financial position as at 31 March 2010, and
the statement of financial performance, statement of
changes in net assets and cash flow statement for the year
then ended, and a summary of significant accounting
policies and other explanatory information, as set out on
pages 82 to 120.
Accounting Authority's responsibility for the financial
statements
2. The accounting authority is responsible for the preparation
and fair presentation of these financial statements in
accordance with the South African Standards of Generally
Recognised Accounting Practice (SA Standards of GRAP)
and in the manner required by the Public Finance
Management Act of South Africa, 1999 (Act No. 1 of 1999)
(PFMA) and section 11(2)(b) of the Western Cape Nature
Conservation Board Act, 1998 (Act No. 15 of 1998). This
responsibility includes: designing, implementing and
maintaining internal control relevant to the preparation and
fair presentation of financial statements that are free from
material misstatement, whether due to fraud or error,
selecting and applying appropriate accounting policies; and
making accounting estimates that are reasonable in the
circumstances.
CapeNature Annual Report 2009/1078
79
Auditor-General's responsibility
3. As required by section 188 of the Constitution of the Republic of South Africa, 1996 and section 4 of the
Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and section 11(3) of the Western Cape
Nature Conservation Board Act, my responsibility is to express an opinion on these financial statements
based on my audit.
4. I conducted my audit in accordance with International Standards on Auditing and General Notice 1570 of
2009 issued in Government Gazette 32758 of November 2009. Those standards require that I comply
with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether
the financial statements are free from material misstatement.
5. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the financial statements. The procedures selected depend on the auditor's judgement, including the
assessment of the risks of material misstatement of the financial statements, whether due to fraud or
error. In making those risk assessments, the auditor considers internal control relevant to the entity's
preparation and fair presentation of the financial statements in order to design audit procedures that are
appropriate in the entity's internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as
well as evaluating the overall presentation of the financial statements.
6. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my
audit opinion.
Opinion
7. In my opinion, the financial statements present fairly, in all material respects, the financial position of the
Western Cape Nature Conservation Board as at 31 March 2010, and its financial performance and its
cash flows for the year then ended, in accordance with the SA Standards of GRAP and in the manner
required by the PFMA.
Emphasis of matter
I draw attention to the matters below. My opinion is not modified in respect of these matters:
Significant uncertainties
8. With reference to note 14 to the financial statements, the entity
has received six claims for damages. The entity is opposing the
claims. The ultimate outcomes thereof cannot presently be
determined and no provision for any liability that may result has
been made in the financial statements.
CapeNature Annual Report 2009/1080
Restatement of corresponding figures
9. As disclosed in note 30 to the financial statements, the
corresponding figures for 31 March 2009 have been restated
as a result of errors discovered during 2010 in the financial
statements of the Western Cape Nature Conservation Board
at, and for the year ended, 31 March 2009.
Additional matter
I draw attention to the matter below. My opinion is not modified in
respect of this matter.
Unaudited supplementary schedules
10. The supplementary information set out in pages 121 and 122
does not form part of the financial statements and is
presented as additional information. I have not audited
these schedules and accordingly I do not express an opinion
thereon.
REPORT ON OTHER LEGAL AND REGULATORY
REQUIREMENTS
In terms of the PAA and General notice 1570 of 2009, issued in
Government Gazette No. 32758 of 27 November 2009 I include
below my findings on the report on predetermined objectives,
compliance with the PFMA and financial management (internal
control).
Predetermined objectives
11. No matters to report.
Compliance with laws and regulations
12. No matters to report.
INTERNAL CONTROL
I considered internal control relevant to my audit of the financial
statements and the report on predetermined objectives and
compliance with the PFMA, but not for the purpose of expressing
an opinion on the effectiveness of internal control.
13. No matters to report.
81
OTHER REPORTS
14. An investigation was conducted by an independent consulting firm into the alleged fraudulent activities of
a member of staff. The amount involved was R46 399. The investigation resulted in criminal
proceedings being instituted against the employee who was dismissed by the entity.
Cape Town
31 July 2010
CapeNature Annual Report 2009/1082
WESTERN CAPE NATURE CONSERVATION BOARD
Statement of Financial Position as at 31 March 2010
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
Assets
Current Assets
Inventories
Prepayments
Trade and other receivables
Cash and cash equivalents
Non-Current Assets
Property, infrastructure, plant and equipment
Intangible assets
Total Assets
Liabilities
Current Liabilities
Finance lease liability
Deferred revenue
Provisions
Trade and other payables
Non-Current Liabilities
Finance lease liability
Post-retirement medical benefit
Deferred revenue
Total Liabilities
Net Assets
Net Assets
Net assets are represented by:
Revaluation reserve
Western Cape Nature Conservation Fund
Accumulated surplus
Total Net Assets
Note(s)
2
3
4
5
6
7
8
9
10
11
8
12
9
13
2010
1,821,431
14,305
9,512,388
52,889,947
64,238,071
27,351,674
951,228
28,302,902
92,540,973
134,320
19,894,582
-
32,282,806
52,311,708
36,579
3,746,000
15,664,965
19,447,544
71,759,252
20,781,721
12,061,088
1
8,720,632
20,781,721
2009
Restated
1,327,014
142,785
15,844,415
55,179,254
72,493,468
23,785,302
794,910
24,580,212
97,073,680
86,707
17,994,871
292,237
29,801,235
48,175,050
68,914
3,540,000
15,573,167
19,182,081
67,357,131
29,716,549
12,061,088
1
17,655,460
29,716,549
83
WESTERN CAPE NATURE CONSERVATION BOARD
Statement of Financial Performance
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
Revenue
Other income
Operating expenses
Operating (deficit)/surplus
Finance income
Finance costs
(Deficit) surplus for the year
Note(s)
19
20
22
23
2010
185,794,561
-
(199,386,806)
(13,592,245)
4,793,218
(135,801)
(8,934,828)
2009
Restated
172,487,142
37,718
(168,377,650)
4,147,210
7,108,325
(13,822)
11,241,713
CapeNature Annual Report 2009/1084
WESTERN CAPE NATURE CONSERVATION BOARD
Statement of Changes in Net Assets
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
Balance at 31 March 2008
Change in accounting policy
Prior year adjustments
Restated balance at
31 March 2008
Changes in net assets
Surplus for the year
Revaluation
Impairment
Balance at 31 March 2009
Changes in net assets
Deficit for the year
Balance at 31 March 2010
Note(s)
Total net
assets and
reserves
8,484,625
724,934
3,267,160
12,476,719
11,241,713
6,109,117
(111,000)
29,716,549
(8,934,828)
20,781,721
Accumulated
surplus /
(deficit)
2,421,653
724,934
3,267,160
6,413,747
11,241,713
-
-
17,655,460
(8,934,828)
8,720,632
13
Total
reserves
6,062,972
-
-
6,062,972
-
6,109,117
(111,000)
12,061,089
-
12,061,089
Western Cape
Nature
Conservation
Fund
1
-
-
1
-
-
-
1
-
1
13
Revaluation
reserve
6,062,971
-
-
6,062,971
-
6,109,117
(111,000)
12,061,088
-
12,061,088
13
85
WESTERN CAPE NATURE CONSERVATION BOARD
Cash Flow Statement
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
Cash flows from operating activities
Cash receipts from customers
Cash paid to suppliers and employees
Cash generated from operations
Interest income
Finance costs
Net cash from operating activities
Cash flows from investing activities
Purchase of property, infrastructure, plant and equipment
Purchase of intangible assets
Proceeds from disposal of plant and equipment
Net cash from investing activities
Total cash movement for the year
Cash at the beginning of the year
Cash at the end of the year
Note(s)
28
6
7
5
2010
192,126,585
(191,869,705)
256,880
4,793,218
(135,801)
4,914,297
(6,528,124)
(675,480)
-
(7,203,604)
(2,289,307)
55,179,254
52,889,947
2009
Restated
163,066,004
(161,258,916)
1,807,088
7,108,325
(13,822)
8,901,591
(6,694,194)
(476,225)
56,461
(7,113,958)
1,787,633
53,391,621
55,179,254
CapeNature Annual Report 2009/1086
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1. Accounting Framework
The annual financial statements have been prepared in accordance with the effective Standards of Generally Recognised
Accounting Practices (GRAP) including any interpretations, guidelines and directives issued by the Accounting Standards
Board.
Standard of GRAP Replaced Statement of SA GAAP
GRAP 1: Presentation of financial statements AC 101: Presentation of financial statements
GRAP 2: Cash flow statements AC 118: Cash flow statements
GRAP 3: Accounting policies, changes in accounting AC 103: Accounting policies, changes in accounting
estimates and errors estimates and errors
GRAP 4: The effect of changes in foreign exchange AC 112: The effect of changes in foreign exchange
rates rates
GRAP 5: Borrowing costs AC 114: Borrowing costs
GRAP 6: Consolidated and seperate financial AC 132: Consolidated and seperate financial
statements statements
GRAP 7: Investments in associates AC 110: Investments in associates
GRAP 8: Investment in joint ventures AC 119: Investment in joint ventures
GRAP 9: Revenue from exchange transaction AC 111: Revenue
GRAP 10: Financial reporting in hyperinflationary AC 124: Financial reporting in hyperinflationary
economies economies
GRAP 11: Construction contracts AC 109: Construction contracts
GRAP 12: Inventories AC 108: Inventories
GRAP 13: Leases AC 105: Leases
GRAP 14: Events after the reporting date AC 107: Events after the balance sheet date
GRAP 16: Investment property AC 135: Investment property
GRAP 17: Property, plant and equipment AC 123: Property, plant and equipment
GRAP 19: Provisions, contingent liabilities and AC 130: Provisions, contingent liabilities and
contingent assets contingent assets
GRAP 100: Non-current assets held for sale and AC 142: Non-current assets held for sale and
discontinued operations discontinued operations
GRAP 101: Agriculture AC 137: Agriculture
GRAP 102: Intangible assets AC 129: Intangible assets
The recognition and measurement principles in the above GRAP and GAAP Statements do not differ or result in material
differences in items presented and disclosed in the financial statements. The implementation of GRAP has resulted in changes
in certain terminology used in the annual financial statements.
The cash flow statement can only be prepared in accordance with the direct method.
The historical cost basis has been used in preparing the annual financial statements except, as modified by the revaluation of
land and buildings and an exercise was undertaken to revalue all assets that were previously fully depreciated in accordance
with SA GAAP.
These financial statements are presented in South African Rands since it is the currency in which all transactions of the Board
are denominated.
The following are the principle accounting policies used by the Board. They are consistent in all material respects with those of
the previous years, except as otherwise stated.
87
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
Standards approved but not effective
The following Standards have been approved but the effective dates have not yet been determined by the Minister of Finance.
GRAP 18 – Segment reporting
GRAP 21 – Impairment of non cash generating assets
GRAP 23 – Revenue from non exchange transactions (taxes and transfers)
GRAP 24 – Presentation of budget information in financial statements
GRAP 25 – Employee benefits
GRAP 26 – Impairment of cash generating assets
GRAP 103 – Heritage assets
GRAP 104 – Financial instruments
No material differences between GRAP and GAAP standards
The recognition and measurement principles in GRAP 18, 21, 25, 26, 103, 104 and GAAP Statements do not differ or result in
material differences in items presented and disclosed in the financial statements. The implementation of GRAP has resulted in
changes in certain terminology used in the annual financial statements and it is unlikely that the standards will have a material
impact on the Board’s financial statements.
Material differences between GRAP and GAAP standards
GRAP 23: Revenue from Non-exchange Transactions (Taxes and Transfers)
CapeNature has adopted the principles of GRAP 23: Revenue from Non-exchange Transactions (Taxes and Transfers) and
amended the accounting policies accordingly. The changes in the accounting policies have been adjusted retrospectively. Refer
to the accounting policies and the changes in accounting policies note disclosure.
The key differences between AC 134 and GRAP 23 regarding the recognition of government grants and transfer payments are
as follows:
? AC 134 prescribed different accounting treatment for grants related to operational and capital expenditure. GRAP 23 makes
no such distinction.
? AC 134 requires that revenue related to operational expenditure is recognised when expenditure is incurred. This generally
resulted in deferred revenue being recognised initially as a liability until the expenditure is incurred. Subsequently, the
liability is reduced and revenue recognised as operational expenditure is incurred. Under GRAP 23, revenue is recognised
unless an obligation exists to use the transferred resources (in this instance, the grant or transfer payment) in a certain way
or return the resources to the transferor (i.e. the transfer of resources is subject to a “condition”). If an entity is only required
to use the resources received in a certain way with no corresponding requirement to return those resources to the transferor,
then no obligation exists and revenue is recognised.
? AC 134 requires that revenue related to the acquisition or construction of an asset is recognised either as a reduction of the
asset acquired/constructed (resulting in a reduced depreciation charge) or deferred revenue being recognised as a liability
on initial recognition. Subsequently, the liability would be reduced and revenue recognised based on the depreciation of the
asset. Under GRAP 23, revenue is recognised unless an obligation exists to use transferred resources in a certain way or
return the resources received to the transferor. (i.e. the transfer of resources is subject to a “condition”). If an entity is only
required to use the resources received in a certain way with no corresponding requirement to return those resources to the
transferor, then no obligation exists and revenue is recognised.
CapeNature Annual Report 2009/1088
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
GRAP 24: Presentation of Budget Information in the Financial Statements
CapeNature has adopted the principles of GRAP 24: Presentation of Budget Information in the Financial Statement and
amended the accounting policies accordingly. The changes in the accounting policies have been adjusted retrospectively. Refer
to the accounting policies and the reconciliation of budget and statement of financial performance note disclosure.
No equivalent standard existed in GAAP.
Subject to the requirements of paragraph 19, an entity shall present a comparison of the budget amounts for which it is held
publicly accountable and actual amounts either as a separate additional financial statement or as additional budget columns in
the financial statements currently presented in accordance with Standards of GRAP. The comparison of the budget and actual
amounts shall present separately for each level of legislative oversight:
? the approved and final budget amounts;
? the actual amounts on comparable basis; and
? by way of note disclosure, an explanation of material differences between the budget for which the entity is held publicly
accountable and actual amounts, unless such explanation is included in other public documents issued in conjunction with
the financial statements, and a cross reference to those documents is made in the notes.
Where an entity prepares its budget and financial statements on a comparable basis, it includes the comparison as an additional
column in the primary financial statements. Where the budget and financial statements are not prepared in a comparable basis,
a separate statement is prepared called the “Statement of Comparison of Budget and Actual Amounts”.
This statement compares the budget amounts with the amounts in the financial statements adjusted to comparable to the
budget.
A comparable basis means that the budget and financial statements:
? are prepared using the same basis of accounting i.e. either cash or accrual;
? include the same activities and entities;
? use the same classification system; and
? are prepared for the same period.
89
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.1 Property, infrastructure, plant and equipment
The cost of an item of property, infrastructure, plant and equipment is recognised as an asset when:
it is probable that future economic benefits associated with the item will flow to the entity; and the cost of the item can be
measured reliably.
Purchased land is recorded at cost at the date of acquisition. Land acquired at no or nominal cost (through donation or similar
means) is initially recognised at fair value. The fair value is then regarded as the cost price.
Costs include costs incurred initially to acquire or construct an item of property, infrastructure, plant and equipment and costs
incurred subsequently to add to, replace part of, or service it. If a replacement cost is recognised in the carrying amount of an
item of property, infrastructure, plant and equipment, the carrying amount of the replaced part is unrecognised.
Assets received at no or nominal cost (donated or gifted) from private parties, are initially recognized at fair value. This initial
recognition at fair value does not constitute a revaluation. The fair value at initial recognition is regarded to be the cost price going
forward.
Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is
probable that future economic benefits associated with the item will flow to the Board and the cost of the item can be measured
reliably.
The carrying amount of the replaced part is derecognised. All other repairs and maintenance costs are charged to the Statement
of Financial Performance during the financial period in which they are incurred.
A material portion of the land whereon the Board performs its operations is owned by Government and managed on their behalf.
Leasehold improvements incurred by the Board with regard to these assets are capitalised and depreciated over the estimated
useful lives of these assets.
All other plant and equipment acquired by the Board after 1 April 2000, is stated at historical cost less depreciation. Plant and
equipment acquired in terms of a transfer from the Provincial Government : Western Cape as at 1 April 2000 was considered to
be fully depreciated and previously had no value, has now been valued as per the requirements of SA GAAP.
Property, infrastructure, plant and equipment is carried at cost less accumulated depreciation and any impairment losses.
Item Average useful life
Buildings 50 years
Plant , machinery and tools 2 to 6 years
Office furniture and equipment 2 to 6 years
Boats and Vehicles 4 to 6 years
Computer hardware 2 to 3 years
Infrastructure 20 to 30 years
Communication equipment 2 years
CapeNature Annual Report 2009/1090
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.1 Property, infrastructure, plant and equipment (continued)
The residual value and the useful life of each asset are reviewed at each financial period-end. Increases in the carrying amount
arising on revaluation of land and buildings are credited to the Revaluation Reserves in net assets. Decreases that offset
previous increases of the same asset are charged against the Revaluation Reserve directly in Statement of Changes of Net
Assets; all other decreases (depreciation and impairments) are charged to the Statement of Financial Performance. Each year
the difference between depreciation based on the revalued carrying amount of the asset charged to the Statement of Financial
Performance and depreciation based on the asset’s original cost is transferred from ‘Revaluation Reserve’ to ‘Accumulated
Surplus’.
The depreciation charge for each period is recognised in surplus or deficit unless it is included in the carrying amount of another
asset.
The gain or loss arising from the derecognition of an item of property, plant and equipment is included in surplus or deficit when
the item is derecognised. The gain or loss arising from the derecognition of an item of property, plant and equipment is
determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item.
1.2 Intangible assets
An intangible asset is recognised when:
it is probable that the expected future economic benefits that are attributable to the asset will flow to the entity; and
the cost of the asset can be measured reliably.
Intangible assets are initially recognised at cost.
Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.
An intangible asset is regarded as having an indefinite useful life when, based on all relevant factors, there is no foreseeable limit
to the period over which the asset is expected to generate net cash inflows. Amortisation is not provided for these intangible
assets. For all other intangible assets amortisation is provided on a straight line basis over their useful life.
The amortisation period and the amortisation method for intangible assets are reviewed every period-end.
Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:
Item Useful life
Computer software 2 years
1.3 Financial instruments
Financial Assets
(a) Financial assets at fair value through profit or loss
Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this
category if acquired principally for the purpose of selling in the short-term. Derivatives are also categorised as held for trading
unless they are designated as hedges. Assets in this category are classified as current assets.
91
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.3 Financial instruments (continued)
(b) Loans and receivables
Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active
market. They are included in current assets, except for maturities greater than 12 months after the balance sheet date. These
are classified as non-current assets. The group’s loans and receivables comprise ‘trade and other receivables’ and cash and
cash equivalents in the balance sheet.
Initial Recognition
Financial assets within the scope of IAS 39 are classified as financial assets at fair value through surplus and deficit, receivables,
investments or available-for-sale financial assets, as appropriate. The Board determines the classification of its financial assets
at initial recognition.
Financial assets are recognised initially at fair value plus, in the case of investments not at fair value through surplus and deficit,
directly attributable transaction costs.
Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention
in the market place (regular way purchases) are recognised on trade date i.e., the date that the Board commits itself to purchase
or sell the asset.
The Board’s financial assets include cash and cash equivalents and trade and other receivables.
Subsequent Measurement
The subsequent measurement of financial assets depends on their classification. Cash and cash equivalents as well as trade
and other receivables are classified as investments and receivables. They are carried at amortised cost using the effective
interest rate method. Gains and losses are recognised in the Statement of Financial Performance when the investments and
receivables are derecognised or impaired, as well as through the amortisation process.
Financial Liabilities
Initial Recognition
Financial Liabilities within the scope of IAS 39 are classified as financial liabilities at fair value through surplus and deficit or loans
and borrowings, as appropriate. The Board determines the classification of its financial assets at initial recognition.
Financial liabilities are recognised initially at fair value and in the case of loans and borrowings, directly attributable transaction
costs.
The Board’s financial liabilities include trade and other payables.
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.3 Financial instruments (continued)
Subsequent Measurement
The subsequent measurement of financial liabilities depends on their classification. The Board’s trade and other payables are
classified as loans and borrowings and are therefore subsequently measured at amortised cost using the effective interest rate
method.
Gains and losses are recognised in the Statement of Financial Performance when the liabilities are derecognised as well as
through the amortisation process.
Amortised cost of financial instruments
Amortised cost is computed using the effective interest rate method less any allowance for impairment and principal repayment
or reduction. The calculation takes into account any premium or discount on acquisition and includes transaction costs and fees
that are an integral part of the effective interest rate.
Impairment of financial assets
The Board assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of financial
assets is impaired. A financial asset or a group of financial assets is deemed to be impaired if, and only if, there is objective
evidence of impairment as a result of one or more events that has occurred after the initial recognition of the asset (an incurred
‘loss event’) and that loss event has an impact on the estimated future cash flows of the financial asset or group of financial
assets that can be reliably estimated. Evidence of impairment may include indications that a debtor or a group of debtors is
experiencing significant financial difficulty, default or delinquency in repayments, the probability that they will enter bankruptcy or
other financial reorganisation and where observable data indicate that there is a measurable decrease in the estimated future
cash flows, such as changes in arrears or economic conditions that correlate with default.
Amounts due from customers
For amounts due from customers carried at amortised cost, the Board first assesses individually whether objective evidence of
impairment exists for financial assets that are individually significant, or collectively for financial assets that are not individually
significant. If the Board determines that no objective evidence of impairment exists for an individually assessed financial asset,
whether significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and collectively
assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is, or
continues to be, recognised are not included in the collective assessment of impairment.
If there is objective evidence that an impairment loss has been incurred, the amount of the loss is measured as the difference
between the asset’s carrying amount and the present value of the estimated future cash flows. The carrying amount of the asset
is reduced through an allowance account and the amount of the loss is recognised in the Statement of Financial Performance.
The asset together with the associated allowance is written off when there is no realistic prospect of future recovery. If, in a
subsequent year, the amount of the estimated impairment loss increases or decreases because of an event occurring after the
impairment was recognised, the previously recognised impairment loss is increased or reduced by adjusting the allowance
account. If a future write off is later recovered, the recovery is recognised in the Statement of Financial Performance.
The present value of the estimated cash flows is discounted at the financial asset’s original effective interest rate.
CapeNature Annual Report 2009/1092
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.3 Financial instruments (continued)
Derecognition of financial instruments
A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires.
A financial asset is derecognised when the rights to receive cash flows from the asset have expired or the Board has transferred
its rights to receive cash flows from the asset.
Trade and other receivables
Trade receivables are measured at initial recognition at fair value, and are subsequently measured at amortised cost using the
effective interest rate method. Appropriate allowances for estimated irrecoverable amounts are recognised in surplus or deficit
when there is objective evidence that the asset is impaired. Significant financial difficulties of the debtor, probability that the
debtor will enter bankruptcy or financial reorganisation, and default or delinquency in payments (more than 30 days overdue) are
considered indicators that the trade receivable is impaired. The allowance recognised is measured as the difference between
the asset’s carrying amount and the present value of estimated future cash flows discounted at the effective interest rate
computed at initial recognition.
The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the deficit is recognised
in the statement of financial performance within operating expenses. When a trade receivable is uncollectible, it is written off
against the allowance account for trade receivables. Subsequent recoveries of amounts previously written off are credited
against operating expenses in the statement of financial performance.
Trade and other receivables are classified as loans and receivables.
Trade and other payables
Trade payables are initially measured at fair value, and are subsequently measured at amortised cost, using the effective
interest rate method.
Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and demand deposits, and other short-term highly liquid investments that
are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value. These are initially
and subsequently recorded at fair value.
1.4 Inventories
Inventories are measured at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the
ordinary course of business, less any selling expenses. The cost of fuel and chemicals are determined on the first-in, first-out
(FIFO) basis, while uniform stores and other consumables are carried forward at average cost.
Ivory stocks are not capitalised as there is no legal trading market. Confiscated Ivory stocks are safeguarded by the Board.
1.5 Taxation
No provision has been made for SA Income Taxation, as the Board is exempt from income taxation in terms of S 10 (1) (cA) (i) of
the Income Tax Act, 1962.
93
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.6 Leases
Finance leases – lessee
Finance leases are recognised as assets and liabilities in the Statement of Financial Position at amounts equal to the fair value of
the leased assets or, if lower, the present value of the minimum lease payments. The corresponding liability to the lessor is
included in the Statement of Financial Position as a finance lease obligation. The cell phones acquired under finance leases are
depreciated over the lease term.
The lease payments are apportioned between the finance charge and reduction of the outstanding liability. The finance charge is
allocated to each period during the lease term so as to produce a constant periodic rate on the remaining balance of the liability.
The finance charge is charged to the Statement of Financial Performance.
Operating leases – lessee
Operating lease payments are recognised as an expense on a straight-line basis over the lease term. The difference between
the amounts recognised as an expense and the contractual payments are recognised as an operating lease asset. This liability
is not discounted.
Any contingent rents are expensed in the period they are incurred.
1.7 Impairment of assets
The entity assesses at each Statement of Financial Position date whether there is any indication that an asset may be impaired.
If any such indication exists, the entity determines the recoverable amount of the asset.
If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset. If it is not
possible to estimate the recoverable amount of the individual asset, the recoverable amount of the cash-generating unit to which
the asset belongs is determined.
The recoverable amount of an asset or a cash-generating unit is the higher of its fair value less costs to sell and its value in use.
If the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its
recoverable amount. That reduction is an impairment loss.
An impairment loss of assets carried at cost less any accumulated depreciation or amortisation is recognised immediately in
surplus or deficit. Any impairment loss of a revalued asset is treated as a revaluation decrease.
An entity assesses at each reporting date whether there is any indication that an impairment loss recognised in prior periods for
assets other than goodwill may no longer exist or may have decreased. If any such indication exists, the recoverable amounts of
those assets are estimated.
The increased carrying amount of an asset other than goodwill attributable to a reversal of an impairment loss does not exceed
the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior periods.
A reversal of an impairment loss of assets carried at cost less accumulated depreciation or amortisation other than goodwill is
recognised immediately in surplus or deficit. Any reversal of an impairment loss of a revalued asset is treated as a revaluation
increase.
CapeNature Annual Report 2009/1094
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.8 Employee benefits
Pension benefits
The Board’s contribution to the Government Employees Pension Fund for former Department of Environmental Affairs
employees, is charged to the statement of financial performance in the year to which it relates. This fund is governed by the
Government Employees Pension Act, 1996, and is a defined benefit plan, with benefits that are calculated according to
prescribed formulae. The level of employer contribution has no affect on the benefit formulae and will therefore not affect any
pension benefit. As the Board's liability can not be determined, the Board does not account for this plan as a defined benefit plan.
Defined contribution plans
Payments to defined contribution retirement benefit plans are charged as an expense as they fall due.
Payments made to industry-managed (or state plans) retirement benefit schemes are dealt with as defined contribution plans
where the entity’s obligation under the schemes is equivalent to those arising in a defined contribution retirement benefit plan.
Defined benefit plans
For defined benefit plans the cost of providing the benefits is determined using the projected credit method.
Actuarial valuations are conducted on an annual basis by independent actuaries separately for each plan.
Consideration is given to any event that could impact the funds up to Statement of Financial Position date where the interim
valuation is performed at an earlier date.
Past service costs are recognised immediately to the extent that the benefits are already vested, and are otherwise amortised on
a straight line basis over the average period until the amended benefits become vested.
To the extent that, at the beginning of the financial period, any cumulative unrecognised actuarial gain or loss exceeds ten
percent of the greater of the present value of the projected benefit obligation and the fair value of the plan assets (the corridor),
that portion is recognised in the statement of financial performance over the expected average remaining service lives of
participating employees. Actuarial gains or losses within the corridor are not recognised.
Gains or losses on the curtailment or settlement of a defined benefit plan is recognised when the entity is demonstrably
committed to curtailment or settlement.
When it is virtually certain that another party will reimburse some or all of the expenditure required to settle a defined benefit
obligation, the right to reimbursement is recognised as a separate asset. The asset is measured at fair value. In all other
respects, the asset is treated in the same way as plan assets. In the statement of financial performance, the expense relating to a
defined benefit plan is presented as the net of the amount recognised for a reimbursement.
The amount recognised in the Statement of Financial Position represents the present value of the defined benefit obligation as
adjusted for unrecognised actuarial gains and losses and unrecognised past service costs, and reduces by the fair value of plan
assets.
Any asset is limited to unrecognised actuarial losses, plus the present value of available refunds and reduction in future
contributions to the plan.
95
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.8 Employee benefits (continued)
Post-retirement medical benefits
The Board provides post-employment healthcare benefits to retired employees who where previously employed by the
Department of Environmental Affairs. The entitlement to these benefits is based on the employee remaining in service up to
retirement age and the completion of a minimum service period. The expected costs of these benefits are accrued over the
period of employment.
The liability recognised in the Statement of Financial Position in respect of defined benefit plans is the present value of the
obligation at the reporting date minus the fair value of plan assets, together with adjustments for actuarial gains/losses and past
service cost. The obligation is calculated by independent actuaries and is determined based on assumptions relating to the real
rate of return and the rates of staff turnover and early/normal retirement. Actuarial valuations are performed every 3 years.
Actuarial gains and losses to be recognised are the net cumulative unrecognised actuarial gains and losses at the end of the
previous reporting period, divided by the expected average remaining working lives of the related employees.
1.9 Provisions and contingencies
Provisions are recognised when:
the board has a present legal or constructive obligation as a result of a past event;
it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation; and
a reliable estimate can be made of the obligation.
The amount of a provision is the present value of the expenditure expected to be required to settle the obligation.
Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the
reimbursement shall be recognised when, and only when, it is virtually certain that reimbursement will be received if the entity
settles the obligation. The reimbursement shall be treated as a separate asset. The amount recognised for the reimbursement
shall not exceed the amount of the provision.
Provisions are not recognised for future operating deficits.
Contingent assets and contingent liabilities are not recognised. Contingencies are disclosed in the notes.
CapeNature Annual Report 2009/1096
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.10 Revenue from non exchange transactions (taxes and transfers)
Revenue from non exchange transactions arises when an entity receives value from another entity without directly giving
approximately equal value in exchange. An asset acquired through a non exchange transaction shall initially be measured at its
fair value at the date of acquisition.
The revenue will be measured at the amount of increase in net assets recognised by the entity.
An inflow of resources from a non exchange transaction is recognised as revenue, except to the extent that a liability is
recognised for the same inflow. As an entity satisfies a present obligation recognised as a liability in respect of an inflow of
resources from a non-exchange transaction recognised as an asset, it will reduce the carrying amount of the liability recognised
as an amount equal to that reduction.
Monetary Government Grants
Monetory Government Grants are recognised as revenue when received.
Grants, Donations and Project funds
Donations and special grant funding received for the acquisition of land and infrastructure are recognised in surplus or deficit
when received, unless the conditions associated with the donations have not yet been met. The unrecognised portion at year
end date is presented as deferred income. Ad hoc donations (including confiscated and seized goods - if legal trading market)
are recognised as revenue when received.
Funding by way of special project grants are disclosed under deferred revenue and recognised as revenue to the extent of the
expenditure incurred.
Revenue from agency activities (Working for Water)
Revenue received from agency activities is recognised as revenue as the Board bears the credit risk in terms of the agency
agreement.
1.11 Revenue from exchange transactions
Revenue is recognised when it is probable that future economic benefits will flow to the entity and these benefits can be
measured reliably. Revenue is measured at fair value.
Tourism, Propety rights and licenses and other income
Accommodation income and other tourist related activities are recognised upon commencement of the activity. Property rights
and licences, conservation and other levies are recognised on a daily basis as and when they become due.
Interest received
Interest is recognised, in surplus or deficit, using the effective interest rate method.
97
WESTERN CAPE NATURE CONSERVATION BOARD
Accounting Policies
Annual Financial Statements for the year ended 31 March 2010
1.12 Irregular, Fruitless and Wasteful Expenditure
Irregular expenditure means expenditure incurred in contravention of, or not in accordance with, a requirement of any applicable
legislation, including:
the PFMA;
any provisional legislation providing for procurement procedures which are applicable to the entity.
Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had reasonable
care been exercised.
All expenditure relating to irregular, fruitless and wasteful expenditure is recognised as an expense in the Statement of Financial
Performance in the year that the expenditure was incurred. The expenditure is classified in accordance with the nature of the
expense, and where recovered, it is subsequently accounted for as income in the Statement of Financial Performance.
1.13 Revaluation Reserve
Increases in the carrying amount arising on revaluation of land and buildings are credited to the revaluation of reserve in the
statement of changes in net assets. Decreases that offset previous increases of the same asset are charged against revaluation
reserve directly in the statement of changes in net assets; all other decreases are charged to the income statement.
1.14 Post-balance sheet events
Recognised amounts in the financial statements are adjusted to reflect events arising after the balance sheet date that provide
evidence of conditions that existed at the balance sheet date. Events after the balance sheet date that are indicative of
conditions that arose after the balance sheet date are dealt with by way of a note.
1.15 Comparative figures
Comparative figures are restated in the event of a change in accounting policies or prior year error.
1.16 Reconciliation of budget and statement of financial performance
The annual financial statements and the budget are not prepared on the same basis of accounting and the reconciliation
between the statement of financial performance and the budget is included in the annual financial statements.
The reconciliation of budget surplus/deficit with the surplus/deficit in the statement of financial performance is presented in the
notes to the annual financial statement.
CapeNature Annual Report 2009/1098
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
2. Inventories
The amounts attributable to the different categories are as follows:
Livestock
Chemical Stores
Other
Fuel
Ivory stocks are not capitalised as there is no legal trading market.
The Board had 5,182 kg (2009: 3,159 kg) of confiscated ivory in stock
at 31 March 2010.
Livestock consist of 1067 crocodile hatchlings that were seized and
confiscated. The livestocks were capitalised.
3. Prepayments
The following prepayments were made:
Oprah Magazine - Winter ad campaign
World Wide Creative - Internet service fee
Media 24 - Driveout ad campaign
Adwraps Billboards - Advertising on billboards
Africa Geographic - Magazine ad
Die Burger - Subscription fees
SABC - TV licences
ICASA - Radio licences
Monkey Valley Resort - Conference room
MWEB - Subcription fees
Independant Newspapers - Subscription fees
4. Trade and other receivables
Trade receivables
Trade receivables - non exchange transaction
Sundry receivables
Sundry receivables - non exchange transactions
Provision for bad debts
5. Cash and cash equivalents
Cash and cash equivalents consist of:
Cash on hand
Bank balances
2010
500,000
928,809
348,640
43,982
1,821,431
-
-
-
-
-
-
431
7,360
1,280
1,595
3,639
14,305
1,163,079
4,760,054
357,756
3,800,247
(568,748)
9,512,388
138,400
52,751,547
52,889,947
2009
Restated
-
1,097,952
195,172
33,890
1,327,014
33,486
22,025
18,240
19,243
22,230
27,561
-
-
-
-
-
142,785
1,494,223
9,682,503
2,301,933
2,835,907
(470,151)
15,844,415
77,500
55,101,754
55,179,254
99
Figures in Rand
6. Property, infrastructure, plant and equipment
Land
Buildings
Plant, machinery and tools
Furniture and equipment
Computer equipment
Boats and Vehicles
Infrastructure Development
Communication equipment
Total
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Carrying
value
5,974,810
6,997,036
758,802
3,707,398
2,910,019
1,384,435
1,915,164
137,638
23,785,302
Accumulated
depreciation
-
(243,093)
(1,100,225)
(4,837,595)
(3,494,299)
(909,504)
-
(31,418)
(10,616,134)
Cost /
Valuation
5,974,810
7,240,129
1,859,027
8,544,993
6,404,318
2,293,939
1,915,164
169,056
34,401,436
Carrying
value
5,974,810
6,799,684
1,103,369
5,576,919
3,053,448
2,447,925
2,141,978
253,541
27,351,674
Accumulated
depreciation
-
(523,248)
(1,350,208)
(5,576,119)
(4,655,325)
(1,235,216)
-
(79,671)
(13,419,787)
Cost /
Valuation
5,974,810
7,322,932
2,453,577
11,153,038
7,708,773
3,683,141
2,141,978
333,212
40,771,461
2010 2009
CapeNature Annual Report 2009/10100
Fig
ure
s in
Ra
nd
6.
Pro
pe
rty,
infr
as
tru
ctu
re, p
lan
t an
d e
qu
ipm
en
t (c
on
tin
ue
d)
Re
co
nc
ilia
tio
n o
f pro
pe
rty,
infr
as
tru
ctu
re, p
lan
t an
d e
qu
ipm
en
t - 2
01
0
La
nd
Bu
ildin
gs
Pla
nt, m
ach
ine
ry a
nd
too
ls
Fu
rnitu
re a
nd
eq
uip
me
nt
Co
mp
ute
r eq
uip
me
nt
Bo
ats
an
d V
eh
icle
s
Infr
ast
ruct
ure
de
velo
pm
en
t
Co
mm
un
ica
tion
eq
uip
me
nt
Re
valu
atio
ns - - - - - - - - -
De
pre
cia
tion -
(28
0,1
55
)
(25
5,5
66
)
(78
7,3
35
)
(1,2
03
,14
4)
(35
1,1
39
) -
(48
,25
3)
(2,9
25
,59
2)
Im
pa
irm
en
t - - - - - - - - -
To
tal
5,9
74
,81
0
6,7
99
,68
4
1,1
03
,36
9
5,5
76
,91
9
3,0
53
,44
8
2,4
47
,92
5
2,1
41
,97
8
25
3,5
41
27
,35
1,6
74
Dis
po
sals
- -
(4,4
36
)
(14
,85
0)
(12
,15
6)
(4
,71
8) - -
(36
,16
0)
Re
cla
ssifi
-
catio
ns - - - - - - - - -
WE
ST
ER
N C
AP
E N
AT
UR
E C
ON
SE
RV
AT
ION
BO
AR
D
Not
es t
o th
e A
nn
ual
Fin
anci
al S
tate
men
ts
An
nu
al F
inan
cial
Sta
tem
ents
for
th
e y
ear
end
ed 3
1 M
arch
20
10
Ad
diti
on
s
-
82
,80
3
60
4,5
69
2,6
71
,70
6
1,3
58
,72
9
1,4
19
,34
7
22
6,8
14
16
4,1
56
6,5
28
,12
4
Op
en
ing
Ba
lan
ce
5,9
74
,81
0
6,9
97
,03
6
75
8,8
02
3,7
07
,39
8
2,9
10
,01
9
1,3
84
,43
5
1,9
15
,16
4
13
7,6
38
23
,78
5,3
02
101
Fig
ure
s in
Ra
nd
6.
Pro
pe
rty,
infr
as
tru
ctu
re, p
lan
t an
d e
qu
ipm
en
t (c
on
tin
ue
d)
Re
co
nc
ilia
tio
n o
f pro
pe
rty,
infr
as
tru
ctu
re, p
lan
t an
d e
qu
ipm
en
t - 2
00
9
La
nd
Bu
ildin
gs
Pla
nt, m
ach
ine
ry a
nd
too
ls
Fu
rnitu
re a
nd
eq
uip
me
nt
Co
mp
ute
r eq
uip
me
nt
Bo
ats
an
d V
eh
icle
s
Infr
ast
ruct
ure
De
velo
pm
en
t
Co
mm
un
ica
tion
eq
uip
me
nt
Imp
airm
en
t -
Th
e b
uild
ing
s w
ere
re
valu
ed
an
d r
ea
sse
sse
d a
t ye
ar
en
d a
nd
th
e fo
llow
ing
imp
airm
en
ts r
eco
gn
ise
d. T
he
to
tal i
mp
airm
en
ts r
eco
gn
ise
d w
ere
R1
74
,90
5 w
hic
h
we
re a
pp
ort
ion
ed
be
twe
en
the
Re
valu
atio
n R
ese
rve
of R
111
,00
0 a
nd
Sta
tem
en
t of F
ina
nci
al P
erf
orm
an
ce o
f R6
3,9
05
resp
ect
ive
ly.
Re
cla
ssifi
catio
ns
- T
he
infr
ast
ruct
ure
de
velo
pm
en
t o
f Y
ou
th D
eve
lop
me
nt C
en
tre
s a
t V
rojli
khe
id a
nd
Gro
otv
ad
ers
bo
sch
ha
ve b
ee
n c
om
ple
ted
an
d th
e to
tal c
ost
ha
s b
ee
n
recl
ass
ifie
d a
s b
uild
ing
s.
De
pre
cia
tion
- D
ep
reci
atio
n in
clu
de
use
ful l
ife a
dju
stm
en
ts o
r de
pre
cia
tion
reco
verie
s a
mo
un
ting
to R
32
1,1
12
, ap
plie
d p
rosp
ect
ive
ly.
Re
valu
atio
ns - -
26
8,9
22
5,0
03
,90
7
40
6,9
23
98
,75
1 - -
5,7
78
,50
3
De
pre
cia
tion -
(17
7,8
37
)
(25
3,3
51
)
(91
4,9
06
)
(1,3
46
,90
5)
(22
2,8
90
) -
(78
,99
1)
(2,9
94
,88
0)
Im
pa
irm
en
t -
(17
4,9
05
) - - - - - -
(17
4,9
05
)
To
tal
5,9
74
,81
0
6,9
97
,03
6
75
8,8
02
3,7
07
,39
8
2,9
10
,01
9
1,3
84
,43
5
1,9
15
,16
4
13
7,6
38
23
,78
5,3
02
Dis
po
sals
- -
(12
5)
(82
4)
(1
7,7
91
)
(1) - -
(18
,74
1)
Re
cla
ssifi
-
catio
ns -
4,8
03
,29
0 - - - -
(4,8
03
,29
0) -
WE
ST
ER
N C
AP
E N
AT
UR
E C
ON
SE
RV
AT
ION
BO
AR
D
Not
es t
o th
e A
nn
ual
Fin
anci
al S
tate
men
ts
An
nu
al F
inan
cial
Sta
tem
ents
for
th
e y
ear
end
ed 3
1 M
arch
20
10
Ad
diti
on
s
-
53
,52
9
23
4,5
48
30
8,3
43
1,0
67
,87
5
94
7,3
58
3,9
21
,85
0
16
0,6
91
6,6
94
,19
4
Prio
r ye
ar
ad
just
me
nts
-
(5
3,5
29
) -
71
,81
7
(8
6,1
79
) - -
(17
,98
4)
(85
,87
5)
Op
en
ing
Ba
lan
ce
5,9
74
,81
0
2,5
46
,48
8
50
8,8
08
(76
0,9
39
)
2,8
86
,09
6
56
1,2
17
2,7
96
,60
4
73
,92
2
14
,58
7,0
06
CapeNature Annual Report 2009/10102
Figures in Rand
6. Property, infrastructure, plant and equipment (continued)
Assets with a net book value of R14,653 (2009: R15,821) are the
property of the Department of Water Affairs (DWA). These assets
were purchased with DWA funds, and ownership will reside with DWA
once the relevant projects are completed. The cost and accumulated
depreciation of these assets are R135,867 (2009: R130,297) and
R121,214 (2009: R 114,476) respectively.
7. Intangible assets
Computer software
Reconciliation of intangible assets - 2010
Computer software
Reconciliation of intangible assets - 2009
Computer
software
8. Finance lease liability
Minimum lease payments due
- within one year
- within two to five years
Present value of minimum lease payments
Non-current liabilities
Current liabilities
The Board leases cell phones on fixed term contracts. The leases
were classified as finance leases because all the risks and rewards of
ownership have substantially been transferred to the board. The
average term of these cell phone contracts is two years.
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
134,320
36,579
170,899
36,579
134,320
170,899
2009
Restated
86,707
68,914
155,621
68,914
86,707
155,621
Carrying
value
951,228
Disposals
(6,538)
Cost /
Valuation
1,297,635
Revaluations
-
Accumulated
amortisation
(502,725)
Amortisation
(512,624)
Amortisation
(166,021)
Carrying
value
794,910
Total
951,228
Total
794,910
Cost /
Valuation
1,962,169
Opening
Balance
794,910
Accumulated
amortisation
(1,010,941)
Additions
675,480
2009 2008
Additions
476,225
Disposals
(8)
Revaluations
330,614
Opening
Balance
221,402
Prior year
adjustments
(67,302)
103
Figures in Rand
9. Deferred revenue
Non-current liabilities
Contracts to be completed more than one year from now
Current liabilities
Contracts to be completed within the next financial year
The deferred revenue represents amounts previously received from
government grants and private funders that will be utilised in the
future against the respective special projects.
10. Provisions
Reconciliation of provisions - 2010
Legal claims provision
Trade provision
Reconciliation of provisions - 2009
Legal fees provision
Legal claims provision
Trade provision
The legal claims provision represents the case of Duvenhage ES vs
CapeNature in respect of a personal injury claim of R44,754 which
was subsequently settled on 11 May 2009.
Opening
Balance
44,754
247,483
292,237
Opening
Balance
500,000
-
-
500,000
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
15,664,965
19,894,582
35,559,547
2009
Restated
15,573,167
17,994,871
33,568,038
Movement
(44,754)
(247,483)
(292,237)
Movement
(500,000)
44,754
247,483
(207,763)
Total
-
-
-
Total
-
44,754
247,483
292,237
CapeNature Annual Report 2009/10104
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
11. Trade and other payables
Employee leave entitlement
Income received in advance
13th cheque cash portion
South African Revenue Services
Sundry payables
Trade payables
Trade payables - non exchange transactions
Income received in advance represents accommodation and trail
deposits.
12. Post-retirement medical benefit
The provision relates to the subsidies payable by the Board in respect
of retired or deceased employees and their dependants. During the
current year the estimated figures were obtained and based on the
assumptions from the last actuarial valuation that was performed on
31 March 2009. Management considers the assumptions used in the
last valuation as fairly presented with no significant changes during
the current year.
The liability has been determined by considering the contribution
subsidies that will be paid by the Board after retirement for current
employees, and actual contribution subsidies for the current
pensioner members.
Movements for the year
Opening balance
Net (income)/expense recognised in the Statement of Financial
Performance
Net (income)/expense recognised in the Statement of Financial
Performance
Current service cost
Interest cost
Less: Contribution paid on behalf of Board
Release of balance sheet provision
2010
8,437,437
4,635,043
1,161,612
-
342
14,376,786
3,671,586
32,282,806
3,540,000
206,000
3,746,000
57,000
299,000
(150,000)
-
206,000
2009
Restated
6,894,352
4,570,222
587,186
854,800
463,011
13,683,333
2,748,331
29,801,235
7,576,000
(4,036,000)
3,540,000
57,000
282,000
(150,000)
(4,225,000)
(4,036,000)
105
Figures in Rand
12. Post-retirement medical benefit (continued)
Key assumptions used
Assumptions used on last valuation on 31 March 2009:
A discount rate of 8.5% per year has been used to place a present future
subsidy payments. The rate used reflects the yields used on long term
government bonds.
No provision has been made for an increase in the medical subsidy
payments. This stems from the assumption that the maximum subsidy
payment will remain fixed in Rand terms for the life of the employees and
pensioners.
90% of employee members are assumed to be married at retirement
(or on death-in-service) with no dependant children.
The normal retirement age is assumed to be 65. A four year difference is
assumed between spouses ages, with the female being younger. This is
consistent with the previous valuation.
All employees are assumed to continue their medical scheme membership
after retirement.
Discount rates used
Expected average remaining working lives
Number of members included as active members
Number of members included as pensioners
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
8.50 %
16
60
15
2009
Restated
8.50 %
17
60
15
CapeNature Annual Report 2009/10106
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
13. Net assets and reserves
Net assets are represented by:
Revaluation reserve
Increases in the carrying amount arising on the revaluation of land and
buildings. Decreases that offset previous increases of the same assets are
charged against revaluation reserve directly in the statement of the changes in
net assets.
Western Cape Nature Conservation Fund (Fund)
In terms of S18 read with S13 (5) and (6) of the Western Cape Nature
Conservation Board Act 15 of 1998, a Fund shall be established which will be
credited with any unexpended portion of the Board’s revenue at yearend. This
Fund and Accumulated surplus/deficit are stated after having provided for post
employment medical benefits, capped leave and claims which were not
funded when the Board was created in terms of abovementioned Act.
Accumulated surplus
Current and prior years accumulated surpluses and deficits
14. Contingencies
The contingencies represent claim submission amounts. These values are in
the process of assessment and do not represent actual future payments.
Contingent liabilities
Moneyline vs CapeNature
Nel JJ vs CapeNature
Gailey JP vs CapeNature
Viljoen WP vs CapeNature
Groenewald G vs CapeNature
Mountain to Ocean vs CapeNature
Cape Sawmills vs CapeNature
P Hugo vs CapeNature
The case of Moneyline vs CapeNature is in respect of a burst pipeline.
The case of Nel JJ vs CapeNature is in respect of the loss of livestock due to
wild animals.
The case of Gailey JP vs CapeNature is in respect of a personal injury claim at
Goukamma Nature Reserve.
2010
12,061,088
1
8,720,632
-
100,000
-
-
80,000
9,355,000
11,100,000
1,845,839
22,480,839
2009
Restated
12,061,088
1
17,655,460
128,756
100,000
853,000
250,000
50,000
-
-
-
1,381,756
107
Figures in Rand
14. Contingencies (continued)
The case of Viljoen WP vs CapeNature is in respect of a personal injury claim.
The case of Groenewald G vs CapeNature is in respect of fire damage in
Jonkershoek.
A letter of intent from Mountain to Ocean vs CapeNature is in respect of fire
damage in Jonkershoek.
A letter of intent from Sawmills vs CapeNature is in respect of fire damage in
Jonkershoek.
The case of P Hugo vs CapeNature is in respect of fire damage in Slanghoek
Mountain Range.
Litigation and claims with no reliable monetary estimated values.
The case of Schroder HP vs CapeNature is in respect of fire damage in
Jonkershoek.
The case of Smit Janse van Rensburg vs CapeNature is in respect of flood
damages.
The case of Algeria vs CapeNature is in respect of fire claims and possible
biodiversity.
The case of Lourensford Estate CapeNature is in respect of fire damage in
Jonkershoek.
Contingent assets
CapeNature vs Stellenbosch Municipality
CapeNature vs Grootwinterhoek
CapeNature vs JB Gerber
The case of CapeNature vs Stellenbosch Municipality is in respect of damages
arising from fire in informal settlement in Franschhoek.
The cases of CapeNature vs Grootwinterhoek and JB Gerber are in respect of
damages arising from fire claims which started in Misgund farm and Poplar
Grove farm respectively.
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
706,557
633,241
291,671
1,631,469
2009
Restated
706,557
-
-
706,557
CapeNature Annual Report 2009/10108
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
15. Financial risk management
Financial Risk Factors
The management of the Board have overall responsibility for the
establishment and monitoring of the Board's risk management policies and
procedures which have been established to identify and analyse the risks
faced by the Board, to set appropriate risk limits and controls and to monitor
adherence to limits, risk management policies and procedures and reviewed
regularly to reflect changes in market conditions and the Board's activities.
The Board's activities expose it to a variety of financial risks: market risk
(including fair value interest rate risk, cash flow interest rate risk and price risk),
credit risk and liquidity risk.
(i) Market risk
The Board has interest-bearing assets and the income and operating cash
flows are substantially dependent on the changes in the market interest rates.
The interest-bearing assets consist of short term investments with floating
interest rates that expose the Board to cash flow interest rate risks. The
interest rate used is based on the Prime rate.
31 March 2010
Assets
- Cash and cash equivalents
31 March 2009
Assets
- Cash and cash equivalents
At 31 March 2010, if interest rates on currency denominated investments had
been 1% higher/lower with all other variables held constant, the surplus for the
year would have been R540,749 (2009: R542,854) lower/higher, mainly as a
result of higher/lower interest expense on floating rate investments.
2010
Floating
Interest
10% - 13%
12.5% - 14.5%
2009
Restated
Total
52,889,947
55,179,254
109
Figures in Rand
15. Financial risk management (continued)
(ii) Credit Risk
Credit risk arises from cash and cash equivalents and deposits with banks, as
well as credit exposures to customers, including outstanding receivables and
committed transactions. Risk control assesses the credit quality of the
customer, taking into account its financial position, past experience and other
factors. The utilisation of credit limits is regularly monitored. Sales to
customers are settled in cash or using major credit cards. All deposits are with
reputable major banks.
The carrying amount of financial assets represents the maximum credit
exposure. The maximum exposure to credit risk at the reporting date was:
Trade and other receivables
Cash and cash equivalents
The ageing of trade and other receivables at the reporting date was:
Current
30 Days
60 Days
60 Days plus
Total Receivables
The movement in the allowance for impairment in respect of receivables
over the year was:
Balance at the beginning of the year
Written off for the year
(Increase) / Decrease in impairment provision
Balance at the end of year - Provision for Bad Debts
Total trade and other receivables for the year
(iii) Currency risk
There was no open forward exchange contracts at the year-end. The Board
had no exposure to foreign currency at the reporting date.
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
9,512,388
52,889,947
62,402,335
7,814,502
25,287
171,553
2,069,794
10,081,136
(470,151)
290,041
(388,638)
(568,748)
9,512,388
2009
Restated
15,844,415
55,179,254
71,023,669
13,959,525
46,921
301,738
2,006,382
16,314,566
(755,464)
789,170
(503,857)
(470,151)
15,844,415
CapeNature Annual Report 2009/10110
Less than
1 year
134,320
32,282,806
32,417,126
86,707
29,801,235
29,887,942
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
15. Financial risk management (continued)
(iv) Liquidity Risk
Cash is managed prudently by keeping sufficient cash in bank accounts. Cash is
received from Government funding and several project funders. This cash is
managed on behalf of the funders, and separate bank accounts are held for funders
money as and when required.
At 31 March 2010
Finance lease obligation
Trade and other payables
At 31 March 2009
Finance lease obligation
Trade and other payables
Fair value estimation
The face value of cash, receivables and payables less any estimated credit
adjustments, are the appropriate fair values on 31 March 2010 as a result of the short-
term maturity of the assets and liabilities.
16. Related parties
Transactions entered with a direct family member of the Board:
Ms Genevieve Pence - this entailed fine scale planning.
CapeNature is a Schedule 3C state controlled public entity resorting under the
responsibility of the Western Cape Department of Environmental Affairs and
Development Planning. In the ordinary course of business, the Board enters into
various sales and purchase transactions on an arm's length basis at market rates with
other state controlled entities.
Office rentals
CapeNature has no obligation towards office rental expenses as the responsibility
lies with the Department of Transport and Public Works for the settlement of these
payments.
Land rentals
There are eleven agreements on land owned by WWF and managed by Cape Nature
at a nominal rate for conservation purposes. The rental on the utilization of this land
ranges from R1 to R100. One property is utilized at no cost.
2010 2009
Restated
Between
1 and 5 years
36,579
-
36,579
68,914
-
68,914
-
Total
170,899
32,282,806
32,453,705
155,621
29,801,235
29,956,856
379,048
111
Figures in Rand
17. Going concern
The board believes that Western Cape Nature Conservation Board will
continue as a going concern in the year ahead.
18. Commitments
Authorised capital expenditure
The following capital commitments will be financed through
operating cash flows:
Contracted for
2010
The above amounts relates to the Kogelberg Development (Ouderbosch
Timber Cabin).
2009
The above amounts relate to the construction of the gateway to Klipgatcave
at Walker Bay Nature Reserve and Youth Centre at Grootvadersbosch
Nature Reserve.
Operating lease commitments
The future aggregate minimum lease payments under non-cancellable
operating leases are as follows:
Minimum lease payments due
- Not later than 1 year
- Later than 1 year and not later than 5 years
- later than five years
Operating leases consist of office equipment represented by Photocopy
Machines and Software Library Subscription fees for the Central
Reservation System and the Permit Suite.
Photocopy Machine leases are negotiated for an average of five years and
rentals are fixed for the duration of the lease term. Additional fees are
payable based on the number of photo copies made during the year.
The lease agreement between U-RAD Technologies CC and CapeNature
for the Software Library Subscription fees for the Central Reservation
System and the Permit Suite represent an extended contract for a period of
twelve months commencing on 1 April 2010 and expiring on 31 March 2011.
Various Properties in the Ladysmith District owned by WWF are utilized by
CapeNature at R 7,500 per year until 31 May 2018 with an option to renew
for a further 9 years 11 months.
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
11,886,100
2,050,457
770,410
22,500
2,843,367
2009
Restated
832,768
599,781
898,400
-
1,498,181
CapeNature Annual Report 2009/10112
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
19. Revenue
Monetary Government Grants Received - non exchange transactions
Grants, Donations and Project funds - non exchange transactions
Department of Water Affairs (Working for Water) - non exchange transactions
Tourism
Property rights and licenses
Other income
The amounts included in revenue are as follows:
Monetary government grants received - non exchange transactions
Operating grant
Conditional grants
Total government grants
Less: Portion of conditional grant deferred
Grants, donations and project funds - non exchange transactions
Donations
Special project funds
Department of Water Affairs (DWA) - non exchange transactions
Projects
Management fees
Tourism
Accommodation
Entrance fees, hiking and activities
Filming rights
PPP Business Income
Property rights and licenses
Licenses
Property rights
Sea Shore
2010
125,906,932
18,510,631
19,460,943
14,399,142
2,201,918
5,314,995
185,794,561
75,446,000
57,826,000
133,272,000
(7,365,068)
125,906,932
547,547
17,963,084
18,510,631
18,103,825
1,357,118
19,460,943
4,887,468
8,687,224
564,110
260,340
14,399,142
879,815
908,740
413,363
2,201,918
2009
Restated
76,478,000
49,914,061
22,559,611
14,258,391
2,017,916
7,259,163
172,487,142
72,178,000
22,480,000
94,658,000
(18,180,000)
76,478,000
1,083,989
48,830,072
49,914,061
20,975,750
1,583,861
22,559,611
4,886,830
8,612,817
572,882
185,862
14,258,391
975,378
687,109
355,429
2,017,916
113
Figures in Rand
19. Revenue (continued)
Other income
Bad debts recovered
Fines
Services rendered
Sundry income - Non Tourism
Concession fees
Income recoveries
- Fire claims
- C.A.P.E. SDP settlement refund
- Other
Staff accommodation
House rental - private
Inspection fees
Livestock sales
Royalties
Management fees - Special project
Management fees - Other
Other
20. Operating (deficit)/surplus
Operating (deficit)/surplus for the year is stated after accounting for the
following:
(Profit)/Loss on disposal of non-current assets
Impairment on property, plant and equipment
Amortisation on intangible assets
Depreciation on property, plant and equipment
Employee benefits
Inventory purchases
Audit fees - External
Audit fees - Internal
Audit fees - Special projects
Bad debts
Interest paid
Consulting and technical fees
Contractors
- Board
- DWA
- Special projects
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
2,050
196,290
1,043,899
4,072,756
64,710
181,742
-
-
181,742
407,706
210,040
1,020
-
12,504
2,752,339
89,408
353,287
5,314,995
42,698
-
512,624
2,925,592
96,891,170
8,113,258
1,169,846
428,101
199,423
388,639
135,801
16,327,892
23,071,566
1,154,199
12,180,030
9,737,337
2009
Restated
3,500
229,075
1,060,592
5,965,996
53,284
3,936,926
1,784,268
2,151,108
1,550
371,211
276,604
3,004
10,150
13,186
876,600
96,667
328,365
7,259,163
(37,718)
63,905
166,021
2,994,880
65,529,074
8,326,037
842,394
128,665
-
503,855
13,822
17,681,392
24,931,720
1,701,162
13,946,164
9,284,394
CapeNature Annual Report 2009/10114
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
21 Employee benefits
Salaries and wages
Leave pay provision
Retirement benefits cost
Post-retirement medical benefit
The Board operates a remuneration system based on the total cost to
company principle. As such, all contributions to medical aid and pension funds
are borne by the employee out of this package.
During the current year employee benefits increased significantly as additional
allocations were received and earmarked for Pay Parity and Improvement in
Conditions of Services amounting to R13mil and R1.9mil respectively. Annual
salaries of employees were increased between 6-13% across the board and
new posts were created and filled in the areas of Integrated Catchment
Management, Finance and Occupational Health and Safety in pursuance of
institutional strengthening.
Defined benefit pension plan
It is the policy of the board to provide retirement benefits to employees who
were previously employed by the Department of Environmental Affairs. At
31 March 2010, the Board employed 562 (2009: 495) staff. Of this, 173 are
members of the Government Employees Pension Fund.The remaining 389
staff members are responsible for their own retirement benefit planning. This
fund is governed by the Government Employees Pension Act, 1996.
Contributions for the year paid to the Government Employees Pension Fund,
amounted to R2,931,984 (2009: R2,373,484). Upon the last actuarial
valuation at 31 March 2006, the actuary reported the fund to be 100% funded.
22. Finance income
Bank interest
23. Finance costs
Interest charged
24. Losses
Losses
Petty Cash (Surpluses)/Shortages
Theft
2010
92,210,100
1,543,086
2,931,984
206,000
96,891,170
4,793,218
135,801
70
(57)
-
13
2009
Restated
66,214,624
976,966
2,373,484
(4,036,000)
65,529,074
7,108,325
13,822
274
-
782
1,056
115
Figures in Rand
25. Irregular, fruitless and wasteful expenditure
During the year under review the board incurred fruitless/irregular
expenditure amounting to:
2010
An amount of R134,711 relates to a return of earnings to the Compensation
Commisioner. The law prescribes that Assessment Fees are paid timeously,
failing which they are entitled to impose penalties. However, without the
correct 2009 Notice of Assessment in hand a payment could not be made
until this was corrected and previous payments were reflected on the
statement. With this delay, the penalties were imposed, and interest
accrued which had to be paid to avoid any further penalties and interest. A
formal request has been submitted to the Compensation Commissioner for
a refund of this interest/penalties.
An amount of R1,090 relates to interest paid on late payments. The main
cause of these late payments is the invoice amounts exceeding the debit
order limits for Eskom and Telkom. The balances on these accounts are paid
in the following month.
2009
An amount of R10,076 relates to interest paid on the bank overdraft account
for the special project Klipgat Cave.
An amount of R3,125 relates to interest paid on late payments. The main
cause of these late payments is the invoice amounts exceeding the debit
order limits for Eskom and Telkom. The balances on these accounts are paid
in the following month.
An amount of R621 relates to penalties and fines paid.
26. Other material matters
World Cup expenditure
Inline with National Treasury instructions, no World Cup Ticket or other
similar World Cup related expenditure were incurred during the current and
prior financial years.
27. Taxation
No provision has been made for 2010 tax as the entity is exempt form
income taxation in terms of S 10 (1) (cA) (i) of the Income Tax Act, 1962.
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
135,801
2009
Restated
13,822
CapeNature Annual Report 2009/10116
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
28. Cash generated from operations
Surplus for the year
Adjustments for:
Depreciation and amortisation
Deficit (surplus) on sale of assets
Interest received
Finance costs
Impairment deficit
Movements in provisions
Movement in post-retirement medical benefit
Movement in finance lease obligation
Changes in working capital:
Inventories
Trade and other receivables
Prepayments
Trade and other payables
Deferred revenue
29. Events after the reporting date
After year end a resolution was taken to give an option to relevant personnel to
commute their capped leave for cash. Funding was received in 2006 for this
liability and payment will effect in the first quarter of the 2010/11 financial year.
Except for the above mentioned, the Board is not aware of any matters or
circumstances arising since the end of the financial year which significantly
affect the financial position of the board or the results of operations.
30. Prior period errors
Deferred revenue
The special projects for Cape Action Plan for People and Environment
(C.A.P.E. projects) came to an end and the Cape projects were closed off. The
Board operated the C.A.P.E. projects which were funded by the World Bank
through an agency agreement with the South African National Biodiversity
Institute (SANBI). During the review of these projects, prior year errors
regarding the accounting treatment were identified. All prior year errors
identified relate to reporting periods between 2004 and 2007. The deferred
revenue was not previously released, to ensure that income was matched to
expenditure incurred, to the Statement of Financial Performance in the same
period.
2010
(8,934,828)
3,438,216
42,698
(4,793,218)
135,801
-
(292,237)
206,000
15,280
(494,417)
6,332,024
128,480
2,481,572
1,991,509
256,880
2009
Restated
11,241,713
3,160,901
(37,718)
(7,108,325)
13,822
63,905
(207,763)
(4,036,000)
81,700
(413,170)
(9,421,138)
(104,784)
7,681,704
892,241
1,807,088
117
Figures in Rand
30. Prior period errors (continued)
Effect on 31 March 2009 Restated
Statement of Financial Position
Decrease in Deferred Revenue
Increase in Accumulated surplus
Statement of Changes in Net Assets
Increase in Accumulated surplus
Property, infrastructure, plant and equipment and Intangible assets
During 2009, CapeNature embarked on a project to revalue and take on the
Property, infrastructure, plant and equipment and Intangible assets register
to ensure that all assets are recorded.
Effect on 31 March 2009 Restated
Statement of Financial Position
Decrease in Cost: Buildings
Increase in Cost: Furniture and equipment
Decrease in Cost: Computer equipment
Decrease in Cost: Communication equipment
Decrease in Cost: Computer software
Decrease in Accumulated depreciation: Communication equipment
Increase in Accumulated surplus
Statement of Changes in Net Assets
Increase in Accumulated surplus
31. Changes in accounting policy
Deferred revenue
During 2009, CapeNature implemented the principles of GRAP 23: Non
exchange transactions (Taxes & Transfers) and amended its accounting
policy accordingly. This adoption resulted in a change in revenue
recognition which were retrospectively adjusted for all prior years.
Effect on 31 March 2009 Restated
Statement of Financial Position
Decrease in Deferred Revenue
Increase in Accumulated surplus
Statement of Financial Performance
Increase in Revenue (Grants, Donations and Project funds)
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
2009
Restated
3,420,337
(3,420,337)
-
(3,420,337)
(53,529)
71,817
(86,179)
(1,065,369)
(67,302)
1,047,385
153,177
-
153,177
1,515,555
(724,934)
790,621
(790,621)
CapeNature Annual Report 2009/10118
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
32. Biological assets
Methods and assumptions used in determining fair value
CapeNature’s biological assets include wildlife, fauna and flora and are not
recognised in the Statement of Financial Performance.
Fair value cannot be attached to these assets as they constantly change as
dictated by natural processes like climate, fire, disease, predation etc. which
impacts directly on the rate of population growth and mortality. Some animal
species also migrate from and to Nature Reserves (insects, birds, reptiles and
even game species which escape).
CapeNature’s statutory responsibility is the conservation of the Western
Cape’s biodiversity, hence the holding of such assets.
33. Reconciliation of budget and statement of financial performance
Revenue and other Income
Operation grant
Conditional grant
Sale of goods, Rendering of Services and Finance Income
Revenue per the approved budget
Portion of Conditional grant deferred
(Under)/Over Sale of goods, Rendering of Services and Finance Income
Surplus on the Sale of assets
Revenue per the statement of financial performance
Operating and other Expenses
Operational expenses and Finance costs per the approved budget
Over/(Under) Operational expenses and Finance cost
Deficit on the Sale of assets
Operating expenses and Finance cost per the statement of financial
performance
Reconciliation of budget (deficit)/surplus with the deficit/(surplus) in the
statement of financial performance
(Deficit)/Surplus for the year
Net (deficit)/surplus per the approved budget
Deficit/Surplus on the Sale of assets
Portion of Conditional grant deferred
(Under)/Over Sale of goods, Rendering of Services and Finance Income
Under/(Over) Operational expenses and Finance cost
Net (deficit)/surplus per the statement of finacial performance
2010
75,446,000
57,826,000
69,342,000
202,614,000
(7,365,068)
(4,661,153)
-
190,587,779
202,614,000
(3,048,695)
(42,698)
199,522,607
-
42,698
(7,365,068)
(4,661,153)
3,048,695
(8,934,828)
2009
Restated
79,048,000
15,610,000
86,023,000
180,681,000
(18,180,000)
17,094,467
37,718
179,633,185
180,681,000
(12,289,528)
-
168,391,472
-
37,718
(18,180,000)
17,094,467
12,289,528
11,241,713
119
Figures in Rand
34. Executive Management and Board Members' emoluments
The following persons are employed by the Western Cape Nature Conservation
Board in their respective executive capacities during the financial year:
Executive Management and Board Members' emoluments
Meyer L - Chief Executive Officer* (Appointment date: 19/05/2008)
Bekker SJ - Director: Operations
Hamman KCD -Director: Biodiversity
Abrahams A - Director: Marketing* (Contract expired: 31/12/2007)
Madlala L - Director: Finance & Shared Services*
(Appointment date:15/04/2008, Resignation date: 28/02/2010)
Jamie MN - Executive Director: Human Resources*
(Resumed duties: 01/10/2008)
Ismail S - Director: Business Development* (Appointment date: 01/08/2008)
* Not for the full year
The above mentioned persons are employed by the Western Cape Nature
Conservation Board in their respective executive capacities during the financial
year.
The Board operates a remuneration system based on the total cost to company
principle. As such, all contributions to medical aid and pension funds are borne by
the employee out of this package. No performance bonus or incentive scheme is in
place and no such payments were made to the above individuals.
Board Members emoluments (Non-executive)
Botha M
Pandy Y
Mdludlu M
Jefthas EJ
Dilima N
Kagee H
Gool S (Appointment date: 14/04/2008)
Van der Merwe J (Appointment date: 14/04/2008)
Redlinghuis AC
Dr Johnson C
Orban FJ (Resigned: 14/04/2008)
Fesi F (Resigned: 04/2008)
Bayat MS (Resigned: 07/2007)
WESTERN CAPE NATURE CONSERVATION BOARD
Notes to the Annual Financial Statements
Annual Financial Statements for the year ended 31 March 2010
2010
985,386
884,796
730,969
-
756,269
680,530
677,379
4,715,329
2009
Restated
785,646
733,532
699,151
53,101
710,650
271,041
460,929
3,714,050
Total
2010
55,263
16,477
57,673
37,366
30,094
37,684
20,692
44,595
33,842
56,997
-
1,428
2,544
394,655
Total
2009
59,121
30,782
36,222
17,915
18,080
29,908
9,233
20,647
-
-
2,638
-
-
224,546
Remuneration
51,488
16,477
53,821
28,421
29,500
37,684
19,419
33,283
31,492
30,160
-
1,428
2,544
335,717
Reimbursive
Expenses
3,775
-
3,852
8,945
594
-
1,273
11,312
2,350
26,837
-
-
-
58,938
CapeNature Annual Report 2009/10120
121
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CapeNature Annual Report 2009/10122
WESTERN CAPE NATURE CONSERVATION BOARD
Unaudited Detailed Statement of Financial Performance YTD
Annual Financial Statements for the year ended 31 March 2010
Figures in Rand
Revenue
Monetary Government Grants Grants, Donations and Project fundsBoard Management fee of Special ProjectsBoard Funding of Special ProjectsWorking for Water Programme - DWA Project Income - DWA Management Fees Tourism - Accommodation - Entrance fees, Hiking and Activities - Filming Rights - PPP Business Income Property Rights and Licences - Licenses - Property Rights - Sea ShoreOther Income - Bad Debts Recovered - Fines - Management Fees - Services Rendered - Concession Fees - Income Recoveries (Fire Claims) - Other Income
Total Revenue Finance Income Total Revenue including Finance Income
Expenditure
Employee Benefits- Personnel Costs - Variable Personnel Costs Administrative Expenditure - Communication Costs - Advertising & Marketing - Finance Costs - Bank costs and other fees - Rentals & Leases - Repairs & Maintenance - Municipal Services - Bad Debts - Losses - Board Funding - DWA Disallowances - Board Funding - Special Projects - Depreciation and amortisation - Other Transport & Travel - Government Garage - Transport - Staff Travel - S&T - Staff Km Claims Stores & Livestock - Stores - Uniforms & Protective Clothing - Fire Prevention Costs - Chemicals - Livestock Costs Professional & Special Services - Audit & Accounting Fees - Consulting & Professional Fees - Contractor Costs - Training Costs Impairment on property,plant and equipment(Surplus)/Deficit on disposal of assets
Total expenses
Surplus/(Deficit) for the year
31 March 2010TOTAL
125,906,93218,510,631 2,752,339 1,419,245
19,460,94318,103,825
1,357,11814,399,142
4,887,4688,687,224
564,110 260,340
2,201,918 879,815 908,740413,363
5,314,995 2,050
196,290 2,841,747 1,043,899
64,710 181,743 984,556
189,966,1454,793,218
194,759,363
96,891,170 89,589,630
7,301,540 22,176,551
3,668,1593,700,466
135,803 278,275
2,617,010 2,846,0531,443,118
388,639 13
51,731 1,419,2453,438,2152,189,824
25,110,203 13,853,863
6,661,2401,726,027
566,773 2,302,300 8,113,257 6,028,150 1,357,264
31,405 645,885
50,553 51,360,313
7,412,09816,327,892 23,071,566
4,548,757-
42,698
203,694,191
(8,934,828)
Restated31 March 2009
TOTAL
76,478,000 49,914,059
2,959,772 22,559,611 20,975,750
1,583,861 14,258,391
4,886,830 8,612,817
572,882185,862
2,017,916975,378 687,109355,429
7,259,1633,500
229,075973,267
1,060,59253,284
3,936,9261,002,519
175,446,912 7,108,325
182,555,237
65,529,074 63,616,266
1,912,80820,616,504 3,148,323 3,450,292
199,91813,822
2,044,778 1,829,334 1,250,541
503,8551,056
39,731 2,959,771 3,160,902 2,014,181
23,172,130 11,834,683 6,430,469 2,079,047
526,084 2,301,847 8,326,0376,020,091 1,316,139
5,064930,865 53,878
53,643,592 5,278,877
17,681,392 24,931,720
5,751,60363,905
(37,718)
171,313,524
11,241,713
DWA
- -
- 18,103,82518,103,825
- - - - - - - - - -
966 - - - - - -
966
18,104,791 -
18,104,791
1,805,124 1,662,842
142,282 97,511 52,309
4,137 - -
36,466 1,270 (183)
- - -- -
3,512 1,264,841
848,515 395,636
15,417 5,273
- 568,404
71,317 79,670
- 417,417
- 14,368,911
- 119,565
12,180,030 2,069,316
- -
18,104,791
-
SPECIALPROJECTS
33,515,932 16,481,095
2,752,3391,419,245
- - - - - - - - - - - -
5,081 -
(350) - - - -
5,431
54,173,692873,522
55,047,214
13,071,07611,727,1831,343,8933,370,810
470,746 448,851
5 50,845
186,134 1,375,418
17,539 -
70 - --
821,202 9,454,3171,748,8196,035,044
738,322 195,118 737,014
4,199,1323,464,792
607,480 -
115,32311,537
21,558,4981,211,7779,171,137 9,737,337 1,438,247
- -
51,653,833
3,393,382
BOARD
92,391,000 2,029,536
- 1,357,118
- 1,357,118
14,399,1424,887,4688,687,224
564,110260,340
2,201,918879,815908,740 413,363
5,308,948 2,050
196,6402,841,7471,043,899
64,710181,743978,159
117,687,662 3,919,696
121,607,358
82,014,970 76,199,605
5,815,365 18,708,229
3,145,104 3,247,478
135,796227,431
2,394,410 1,469,365 1,425,762
388,639(57)
51,7311,419,245 3,438,2151,365,110
14,391,04511,256,529
230,560 972,288 366,382
1,565,2863,345,721 2,492,041
670,114 31,405
113,145 39,016
15,432,9066,200,3217,037,190 1,154,1991,041,196
-42,698
133,935,569
(12,328,210)
Abbreviations & Acronyms
CapeNature Annual Report 2009/10124
APO Annual Plan of Operation
APP Annual Performance Plan
AVM Alien Vegetation Management
BA Biodiversity Agreement
BCSD Biodiversity Conservation and Sustainable Development
BCU Biodiversity Crime Unit
BMS Biodiversity Monitoring System
BU Business Unit
C.A.P.E. Cape Action Plan for People and the Environment
CAPMap Conservation Action Priority Map
CAS Crime Administration System
CBA Critical Biodiversity Areas
CBNRM Community-based Natural Resource Management
CDF Conservation Development Framework
CEO Chief Executive Officer
CEPF Critical Ecosystem Partnership Fund
CFO Chief Financial Officer
CFK Cape Floral Kingdom
CFR Cape Floristic Region
CI Conservation International
CITES Convention on International Trade in Endangered Species
CLT Cape Leopard Trust
CMA Catchment Management Agency
CNR Contract Nature Reserves
CPPP Community Public Private Prartnership
CRM Customer Relationship Management
CRS Central Reservation System
CSIR Council for Scientific and Industrial Research
CTRU Cape Town Routes Unlimited
CTT Cape Town Tourism
DAFF Department of Agriculture, Forestry and Fisheries
DEA Department of Environmental Affairs
DEA&DP Department of Environmental Affairs and Development
Planning
DEAT Department of Environmental Affairs and Tourism
DCAS Department of Cultural Affairs and Sport
DCA Damage-causing animal
DPLG Department of Co-operative Governance and Traditional Affairs
(previously Provincial and Local Government)
DPW Department of Public Works
DST Department of Science and Technology
DWA Department of Water Affairs
DWAF Department of Water Affairs and Forestry
EAP Environmental Assessment Practitioner
EE Environmental Education
EHS Environmental Health and safety
EIA Environmental Impact Assessment
EoI Expression of Interest
125
EMP Estuary Management Plan NBF National Biodiversity Framework
EPWP Extended Public Works Programme NBSAP National Biodiversity Strategy and Action Plan
FETWater Framework Programme for Research NEMA National Environmental Management Act
Education and Training in Water NEMA:BA National Environmental Management Act:
FIETA Forestry Industry Education and Training Biodiversity Act
Authority NEM:PA National Environmental Management:
FPA Fire Protection Association Protected Areas Act
FSP Fine-scale Plan NFSD National Framework for Sustainable
GCBC Greater Cederberg Biodiversity Corridor Development
GEF Global Environmental Facility NGO Non-governmental Organisation
GEMPF Genetic Estuary Managing Planning NMMV Nelson Mandela Metropole University
Framework NRG Natural Resource Guardianship
GIS Geographical Information System NRUG Natural Resource User Group
GMO Genetically Modified Organism NQF National Qualifications Framework
GMP Gouritz Megapark NYSP National Youth Services Programme
HIRA Hazard Identification and Risk Assessment OHS Occupational Health and Safety
Ha Hectare OHSACA Occupational Health and Safety Act
HR Human Resources OSD Occupation Specific Dispensation
HRD Human Resource Development PA Protected Area
H&S Health and Safety PAES Protected Area Expansion Strategy
IAP Invasive Alien Plant PES Payment for Ecosystem Services
IAS Invasive Alien Species PGWC Provincial Government of the Western Cape
ICM Integrated Catchment Management PMP Project Management Plan
ICMB Integrated Catchment Management Bill PMS Performance Management System
ICS Incident Command System PPE Personal Protection Equipment
IS Information Systems PPP Public Private Partnership
IT Information Technology PSDF Provincial Spatial Development Framework
IUCN International Union for Conservation of Nature RoD Record of Decision
Km Kilometres R.E.S.T. Regional Ecological Support Team
LAN Local Area Network SAEON South African Environmental Observation
LED Local Economic Development Node
LIKE Landscape Initiative Knowledge Exchange SADC Southern African Development Community
M&E Monitoring and Evaluation SALGA South African Local Government Association
MCA Mountain Catchment Area SAN Storage Area Network
MCM Marine and Coastal Management SANBI South African National Biodiversity Institute
MCS Management Control System
MEC Member of the Executive Council
METT Management Effectiveness Tracking Tool
METT-SA Management effectiveness tracking tool for
South Africa
MLRA Marine Living Resources Act
MoA Memorandum of Agreement
MoU Memorandum of Understanding
MPA Marine Protected Area
MTEC Medium Term Expenditure Committee
MTEF Medium Term Expenditure Framework
MTO Mountain to Ocean Forestry
MTSF Medium Term Strategic Framework
CapeNature Annual Report 2009/10126
SANParks South African National Parks
SAOBC South African Ostrich Business Chamber
SAPS South African Police Service
SARC South African Rooibos Council
SCM Supply Chain Management
SDIP Sustainable Development Implementation Plan
SETA Sector Educational Training Authority
SHE Safety, Health and Environment
SKEP Succulent Karoo Ecosystem Programme
SMME Small, Micro and Medium Enterprises
SOB State of Biodiversity
SRI South African Rooibos Initiative
SSU Scientific Services Unit
TMF Table Mountain Fund
ToR Terms of Reference
TOPS Threatened or Protected Species
UNDP United Nations Development Programme
UYF Umsobomvu Youth Fund
VWS Volunteer Wildfire Services
VCA Voluntary Conservation Areas
WC-DEDT Western Cape Department of Economic Development
and Tourism
WCED Western Cape Education Department
WCNCB Western Cape Nature Conservation Board
WCPA World Commission on Protected Areas
WESSA Wildlife and Environment Society of South Africa
WfW Working for Water
WfWet Working for Wetlands
WIMS Water Information Management System
WMA Water Management Area
WoF Working on Fire
WWF World Wide Fund for Nature
WWF-SA World Wide Fund for Nature - South Africa
YPS Youth Service Programme
Design and layout: Wilfred Jewell Consultancy cc 021-762 8777Printing: Hansa PrintWriting: Stuart RothgiesserTranslations: ST Communications
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PR 290/2010
ISBN: 978-0-620-48259-2
Photos: Joan Ward, Andrew Hogan, Rupert Koopman, Donovan Kirkwood