ANNUAL PERFORMANCE PLAN 2018/19 - Freedom Park · The Charlotte Mannye Maxeke; commemoration, the Emancipation of the Indentured Slaves, the Russian Names Hand Over, the SADC Annual

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ANNUAL PERFORMANCE PLAN

2018/19

RP: 05/2018

ISBN: 978-0-621-46022-3

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OFFICIAL SIGN OFF

It is hereby certified that this Annual Performance Plan:

Was developed by the management and Council of Freedom Park under the authority of the Department of Arts and Culture.

Was prepared in line with the current Strategic Plan of Freedom Park.

Accurately reflects the performance targets which the Freedom Park will endeavour to achieve given the resources made available in the

budget for 1 April 2018 to 31 March 2020.

Chief Financial Officer: Mr M Llale Signature: ___________________________

Date:

Accounting Officer: Ms J Mufamadi Signature: ___________________________

Date:

Accounting Authority: Mr MCR Makopo Signature: ___________________________

Date:

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CONTENTS

1. PART A: STRATEGIC OVERVIEW .............................................................................................................................................................. 4

1.1. Situational Analysis .......................................................................................................................................................................................................... 4

1.2. Revisions to legislative and other mandates .................................................................................................................................................................. 17

1.3. Overview of 2018/2019 budget and MTEF estimates .................................................................................................................................................... 17

2. PART B: PROGRAMME PLANS ............................................................................................................................................................... 22

2.1 Strategic objective and performance indicator annual and quarterly targets for 2018/2019 ......................................................................................... 22

3. PART C: LINKS TO OTHER PLANS ......................................................................................................................................................... 42

3.1. Links to the long-term infrastructure and other capital plans ......................................................................................................................................... 42

4. PART D: ANNEXURES ............................................................................................................................................................................. 45

4.1. Strategic Risk Analyses and Response Strategies ........................................................................................................................................................ 45

4.2. Technical Indicator Descriptions 2018/2019 .................................................................................................................................................................. 53

4.3. Materiality Framework .................................................................................................................................................................................................... 73

4.4. Council Charter .............................................................................................................................................................................................................. 81

4.5. Organogram ................................................................................................................................................................................................................... 90

4.6. Fraud Prevention Plan ................................................................................................................................................................................................... 92

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1. PART A: STRATEGIC OVERVIEW

1.1. Situational Analysis

Corporate Governance

Council adopted prudent financial management having due regard to financial constraints that the entity is under. This was occasioned by the

fact that budget/subsidy allocations allocation has always been below inflation as well as budget cuts by National Treasury. It is therefore not

business as usual for the Council as the Council is aware that the current financial status will have an adverse effect among others, on the

organizational structure and programme delivery.

Council is geared to effect reprioritization to ensure that the above mentioned constraints do not have an adverse an impact on its ability to

effectively implement its mandate (i.e. the Strategic Positioning of Freedom Park).

Service delivery environment

Freedom Park positions itself as a heritage and historical institution which honours heroes and heroines who contributed towards the fight for

freedom and humanity. The 2017/18 financial year the organisation conducted dialogues, in celebration of OR Tambo Centenary, Minister of

Home Affairs Ms Ayanda Dlodlo, Zambian High Commissioner Ms Sekose Mji were some of the women freedom fighters who participated in the

dialogues. Numerous exhibitions led by the Curatorial unit, in collaboration with respective foundations and institutions were held on Oliver

Tambo, Steve Biko, World War 2, Fidel Castro etc. Immense contribution in terms of academic research papers were delivered nationally and

internationally. Several opinion pieces were published on national newspapers.

In line with the organisation’s mandate of Nation Building and Social cohesion, historic and monumental events were hosted. In honour of the

role played by the winner of the posthumous Order of the Baobab Award bestowed on freedom stalwart, Mam Nokuthela MaMndima was held.

The Charlotte Mannye Maxeke; commemoration, the Emancipation of the Indentured Slaves, the Russian Names Hand Over, the SADC Annual

Media Awards for the 3rd time in succession, the Chief Albert Luthuli Awards as well as partnerships with Embassies on several events and other

activities such as lectures, workshops and panel discussions.

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The organization received an unqualified audit report. Pretoria News newspaper readers voted the organisation as the best Heritage site in

Pretoria. In terms of positioning the entity as a symbol of national and international icon for humanity and freedom, the first female president in

Africa President Ellen Johnson Sirlleaf paid homage at Freedom Park’s Isivivane, so did the Angolan President Joao Lourenco as well as the

African Union Chairperson Mr Moussa Faki. Ambassadors and Foreign ministers from other countries visited Freedom Park. The cordial working

relationship between the City of Tshwane leadership, the National /Provincial Government Departments, other Organisations, Embassies,

political organizations, business, none profit organizations, Interfaith Groups has never been better. The Centre For the Advancement of Citizenry

Participation in International Relations are in the process of establishing an online radio station called Veterans Voice, which will broadcast from

Freedom Park.

Freedom Park(“FP”)’s financial position however deteriorated materially in the recent past financial years. This has resulted in the reported

cumulative losses in excess of R 20m for the preceding two financial year(s). It is however worth mentioning the context within which the reported

performance was realised and in particular the extent to which the depreciation charge mainly on buildings impacted the reported performance.

The Institution has an asset base in excess of R 700m and it is expected to reflect a depreciation charge in excess of R 8million annually.

Government subsidy constitute more than 90% of the reported total revenue annually and this coupled with a relative low base of internally

generated income has had a significant impact on the reported financial performance. In terms of the current business model, a significant portion

of the subsidy received is used by the Institution to defray its commitment(s) in respect of compensation of employees.

Management is constantly looking for alternative methods of diversifying revenue streams and there has been moderate success in this regard

mainly as a result of the current economic climate. Furthermore, management had to be prudent in its projections of Income going forward to

ensure that it does not commit to expenditure beyond its means. The quality of spending is also being periodically reviewed to ensure that great

value is realised for each R 1 spent.

Heritage and Conservation imperatives of the institution have to be balanced against the commercial realities to ensure that the Institution remains

a going concern. The scope of the Institution and in particular the establishment of the museum post Infrastructure/Built programme has

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significantly increased which necessitated an increase in the number of Museological personnel and this was done without a concomitant

adjustment to the baseline allocation.

Alternative options are being considered and in particular the optimum utilization of the asset in order to at least free the current building

maintenance resource requirement and reprioritize towards the core business of the institution. A consideration is being explored for transferring

the Buildings to Public Works with a hope that once done, it would form part of the maintenance regime of the said Organ of state.

The institution is also embarking on a restructuring process which hopefully will result in a functional structure that supports the core imperatives

of the Institution and saves costs.

As a contribution to the government ‘s National Development Plan, Freedom Park positions itself as a symbol of national unity by developing

relevant programmes and activities which inculcate issues of unity in diversity of all South Africans. The programmes and activities are further

discussed in Part B: Programme Plans. The entity was voted as the best heritage site by Pretoria News newspaper readers. Freedom Park

established fruitful collaborations with institutions like the National Department of Tourism, Tshwane Tourism Association, Gauteng Tourism

Authority, Gautrain, Voortrekker Monument and local Embassies.

It is also worth mentioning that, at the end of the 2016/17 financial year Freedom Park recorded its highest achievement of targets since its

inception at 87%.

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Freedom Park Annual Targets Achieved – 3-year Comparative Analysis

Significant development external to Freedom Park that may have impacted on its ability to deliver services

There have been no significant developments external to Freedom Park that impacted on its ability to deliver services.

2014/15

2015/16

2016/17

60

70

80

90

Freedom Park AnnualTargets achieved %

73

84

87

2014/15 2015/16 2016/17

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Statistical information

Three-year comparison of paying visitors

Three-year comparison of total feet through the gate

21 051 21 933

25 703

0

5 000

10 000

15 000

20 000

25 000

30 000

2014 /15 2015 /16 2016/17

Paying Visitors

54 15645 479

63 195

0

10 000

20 000

30 000

40 000

50 000

60 000

70 000

2014 /15 2015 /16 2016/17

Feet through the gate

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Three-year comparison of feet through the gate by source

Three-year comparison of feet through the gate per quarter

2014 /15

2015 /16

2016 /17

0

10 000

20 000

30 000

April - June July - September October - December January - March

11 649 18 046 16 952 7 509

11 51314 755

12 742

6 469

13 726

25 637

10 392 13 440

2014 /15 2015 /16 2016 /17

0

5 000

10 000

15 000

20 000

25 000

2014/15 2015/16 2016/17

24 319

18 373

23 182

9 148 13 447 16 008

20 689

13 659

24 005

Tours Learners Events

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Quarterly comparison of local and international tour visitors from April 2016 – March 2017

Quarterly school visits per province from April 2016 – March 2017

GautengLimpopo

MpumalangaFree State

North WestNorthern Cape

Eastern CapeWestern Cape

Kwazulu NatalInternational

0

20

40

60

80

Numberof

Schools

85

1212

32

00

2

16

April - June

July- September

October - December

January - March

0

2000

4000

6000

8000

10000

Local International

7453

478

9739

848

3280

761

3082

714

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Three-year comparison of customer satisfaction

Website quarterly hits from April 2016 – March 2017

88

90

92

94

96

Customer Satisfaction %

94,2

91

92,5

2014/15 2015/16 2016/717

1

50

2500

125000

April - June July - September October - December Jan - March

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Demographics

LEVELS FEMALE

AFRICAN COLOURED INDIAN WHITE

Current Target Current Target Current Target Current Target

Top Management 1 0 0 0 0 0 0 0

Senior Management 1 0 0 0 0 0 0 0

Professional qualified 13 0 0 0 1 0 2 0

Skilled 14 0 1 0 1 0 2 0

Semi-skilled 9 0 1 0 0 0 0 0

Unskilled 6 0 0 0 0 0 0 0

TOTAL 44 0 2 0 2 0 4 0

LEVELS MALE

AFRICAN COLOURED INDIAN WHITE

Current Target Current Target Current Target Current Target

Top Management 1 0 0 0 0 0 0 0

Senior Management 3 0 0 0 0 0 0 0

Professional qualified 11 0 0 0 0 0 0 0

Skilled 9 0 1 0 1 0 0 0

Semi-skilled 7 0 1 0 0 0 0 0

Unskilled 9 0 0 0 0 0 0 0

TOTAL 40 0 2 0 1 0 0 0

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Financial analyses and challenges

Revenue from the entity’s own operating activities such as venue-hiring and admission fees experienced growth with a 54% growth in venue-

hiring income and 8% in admission fees in the 2016/17 financial year. The increases are favourable but they still represent a minor increase in

the overall strategic plan of the entity. The increases are mainly driven by improvements in the entity’s ability to attract visitors to the Park,

especially paying visitors. It is anticipated that the upward trajectory of visitor numbers will continue, including the growth in the number of events

hosted.

The entity’s spending trends experienced downward trends in 2014/15 and 2015/16, therefore it was not entirely surprising that in the 2016/17

financial year, operating expenditure experienced significant growth, which was driven mainly by the procurement of security and landscaping

services. The increases had to be expected as the previous 3-year contracts had to be renegotiated. Employee costs were also a contributing

factor to the growth in the expenditure trends of the entity. Overall, all key vacancies within the entity were filled and as such, actual employment

expenditure had to rise. It is worth noting that the increase in staff costs were still within the normal industry norms, as the overall increase was

7%, which is in line with similar sized establishments.

Additionally, the entity experienced significant challenges in relation to financial constraints in the financing of its maintenance plans. The amount

of investment made in the construction of the Park makes it critical that investment is made on its maintenance.

The entity’s economic viability depends largely on the continued support of its Executive Authority, The Department of Arts and Culture; however,

the implementation of a comprehensive resource mobilisation plan will see the entity paying more focus on trying to improve its capacity to

generate own funds from operations. This is intended to be achieved through complete operationalisation of the entity’s restaurant and gift shop.

In addition to generating funds from venue-hire and admission fees, the entity will thus be able to generate significant cash flows from these other

avenues. Additionally, this will also be supplemented by the entity’s push towards full implementation of its fundraising strategy.

The fundraising strategy sees the entity paying specific strategic focus on initiatives intended on increasing supplementary income for the entity’s

operational and other strategic requirements. Aggressive implementation of the fundraising strategy will see the entity reducing its overreliance

on the DAC grant funding. Currently, the grant funding from the DAC comprises more than 96% of the entity’s financial requirements, and it is

envisaged that this will be reduced to at least 90% in the 2017/18 financial year, which will create a strong and solid basis for accelerated growth

in fundraising in the next financial years.

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1.1.1 Freedom Park roadmap

The roadmap outlines the proposed strategic goals and objectives and identifies stakeholders, the products and delivery mechanisms as well as

the programmes and support services required to achieve Freedom Park’s goals.

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1.1.2 Performance delivery environment

There have been no significant changes to the Freedom Park’s performance delivery environment since the compilation of the Strategic Plan.

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1.2. Revisions to legislative and other mandates

There have been no significant changes to the Freedom Park’s legislative and other mandates.

1.3. Overview of 2018/2019 budget and MTEF estimates

1.3.1 Expenditure estimates

Freedom Park Cash Budget

Description 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Per Economic Classification (Cash) Audited Current Medium-Term Estimate

R Thousand

Grants received: Operating 70 735 82 182 102 812 96 613 84 551 89 291 94 202

Admission charges 965 1 049 1 075 1 500 1 188 1 222 1 280

Venue hiring 908 2 225 1 459 1 500 793 837 883

Interest revenue 5 111 4 558 4 527 2 248 2 000 1 200 1 266

Other income 95 16 934 12 100 3 030 3 200 3 375

Total 70 836 90 029 110 807 113 961 91 561 95 750 101 007

Advertising 1 181 268 623 3 168

Agency and support / outsourced services - - - - 581 613 647

Assets less than R5 000 - - - -

Audit costs (AGSA) 1 051 1 396 988 1 068 1 129 1 191 1 258

Bank Charges 76 88 84 95 100 106 111

Council Costs 2 171 2 195 2 179 2 273 2 352 2 484 2 621

Bursaries (employees) 221 169 145 250 264 279 294

Catering: internal activities 62 - - -

Communication 1 349 924 891 1 102 581 613 713

Computer services 2 278 3 693 2 973 3 535 3 184 3 362 3 548

Consultants 940 1 583 264 16 821 71 74 78

Contractors 6 370 7 283 6 343 11 311 11 631 12 283 12 958

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Entertainment 15 - - - - - -

Inventory - - - - - -

Lease payments 361 863 295 255 431 455 480

Legal fees 1 473 165 409 120 - - -

Non-life insurance 1 476 326 764 800 891 941 993

Printing and Publication 390 664 534 527 194 205 217

Repairs and maintenance 2 471 7 101

3 091 2 852 715 1 654 1 822

Research and development - - - -

Training and staff development 991 582 467 496 - - -

Travel and subsistence 25 104 60 90 - - -

Utilities 5 754 6 503 4 811 360 - - -

Venues and facilities - - - -

Compensation of employees 48 544 54 891 58 569 63 951 64 345 66 221 69 863

Other unclassified expenditure 6 120 8 457 9 117 23 981 5 318 5 505 5 6 56

Other employee related costs 821 1 605 695 1 096 1 481 1 624 1 726

Other expenditure - 2 328 3 624 17 878 876 922 973

Other strategic project related costs 5 299 4 524 4 798 5 007 3 000 3 000 3 000

Total 71 207 85 043 99 932 113 961 91 561 95 750 101 007

Budgeted (Deficit)/Surplus (10 119) 232 - - -

Budget Programmes 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21

Audited Current Medium-Term Estimate R Thousand

No

1. Administration 13 993 45 542 49 494 75 084 55 514 58 711 62 096

2. Business Development 14 826 16 737 18 073 21 940 23 931 24 559 24 245

3. Public Engagement 5 711 12 882 13 761 16 706 12 116 12 479 14 665

4. Managing Freedom Park 42 840 - -

5. Mobilising Institutions 2 401 - - - - -

Total 71 232 79 771 75 161 113 730 91 561 95 750 101 007

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Freedom Park Statement of Financial Performance

Audited 31 March

2015

Audited 31 March

2016

Audited 31 March

2017

Current 31 March

2018

Budget 31 March

2019

Budget 31 March 2020


TOTAL INCOME 99 208 104 91 442 791 111 129

284 113 961 000 91 561 370 95 749 784 101 006 889

1 Grants 92 129 517 84 455 047 102 812

240 96 613 000 84 551 000 89 291 000 94 202 000

Operational grant 70 735

016 70 348 435 71 848 240 96 613 000 84 551 000 89 291 000 94 202 000

Capital grant (transferred)

21 394 501

14 106 612

30 964 000

-

2 Revenue 1 967

808 1 967 808 3 289 567 15 100 000 5 010 370 5 258 784 5 538 889

Admission charges 964

823 997 671 1 071 869 1 500 000 1 181 000 1 222 000 1 280 000

Retail services 1 002

985 881 059 1 418 710 1 500 000 793 000 837 000 883 000

Fundraising - - 365 300 12 000 000 3 000 000 3 168 000 3 342 000

Other operating income

-

102 439

934 350

100 000

30 000

31 680

33 422

3 Interest received

5 110 779

5 006 575

4 526 815

2 248 000

2 000 000

1 200 000

1 266 000

EXPENDITURE 62 381 633 105 637

178 120 687 587 113 961 000 91 561 370 95 749 784 101 006 889

1 Staff costs 46 401

454 52 881 661 58 568 829 63 951 000 64 345 563 66 220 849 69 862 995

2 Other operating expenses

34 566 744

33 980 527

41 362 239

50 010 000

27 215 807

29 528 935 31 143 894

3 Depreciation 15 980 179 18 774 990 20 756 499

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SURPLUS/DEFICIT FOR THE YEAR 2 259 757 -14 194 387 -10 119 180 -

- - -

Freedom Park Statement of Financial Position

Audited 31 March 2015



Current 31 March 2018




ASSETS

Non-current assets 751 154 019 725 900 097 723 521 793 720 635 266 714 757 619 712 018 838 709 329 062

Property, plant and equipment 751 154 019 725 900 097 723 521 793 720 635 266 714 757 619 712 071 838 709 329 062

Current assets 101 532 789 80 260 889 46 879 396 36 370 251 36 180 000 21 325 000 10 942 251

Accounts receivable

1 200 431 1 334 259

1 450 886 1 220 000 950 000 553 000 150 000

Inventories 8 249 639 845 541 682 450 000 30 000 22 000 20 000

Cash and cash equivalents 100 324 109 78 286 785 44 886 828 34 700 251 35 200 000 20 750 000 10 772 251

Total assets 860 306 211 806 160 986 770 401 189 757 005 517 750 937 619 733 343 838 720 271 313

CAPITAL AND LIABILITIES

Capital and reserves 748 475 470 719 881 532 709 762 050 705 449 974 704 699 190 701 434 884 698 158 656

Non-current liabilities 93 772 476 86 279 454 46 249 487 39 249 487 33 168 384 20 742 902 10 750 000

Other liabilities

93 772 476 86 279 454 46 249 487 34 249 487 33 168 384 20 742 902 10 750 000

Current liabilities 10 438 862 14 082 966 14 389 652 12 306 056 13 070 045 11 166 052 11 362 657

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Accounts payable 6 694 300 6 591 510 11 445 434 5 681 220 7 782 725 7 616 000 8 250 000

Accruals - 1 500 000 1 584 000 950 000

Provisions 951 016 2 674 457 2 944 218 1 624 836 3 787 320 1 966 052 2 162 657

Current portion of long term liabilities 18 014 130 4 816 999 - - - - -

Total capital and liabilities 860 306 211 806 160 986 770 401 189 757 005 517 750 937 619 733 343 838 720 271 313

1.3.2 Relating expenditure trends to strategic outcome oriented goals

Cash Based Budget:

Freedom Park relied on interest revenues generated from capital funds to absorb maintenance costs, however due to the increase in

capital expenditure during the MTEF period interest revenues will significantly reduce.

Extensive adjustments were made to expenditure to ensure that a deficit is not budgeted for.

Revenue streams projections were escalated to meet operational demands; the outcome will rely heavily on the success of the fundraising

plan implemented. As such, fundraising efforts will be intensified to increase revenue from operating activities.

Due to extensive adjustments made, funding for strategic objectives was reduced significantly, which may have an impact on service

delivery against our mandate.

DAC was also approached to assist with funding for the maintenance cost for Freedom Park through the User-asset Management

Programme (U-AMP).

The reduction of the operational grant for 2015/16 and 2016/17 resulted in a budget deficit. However, the grant has been restored to its

normal levels from the 2017/18 financial year onward.

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2. PART B: PROGRAMME PLANS

2.1 Strategic objective and performance indicator annual and quarterly targets for 2018/2019

PROGRAMME 1: ADMINISTRATION

Programme Budget 75 084 014 55 514 354 58 711 358 62 096 350

Output and targets

Sub-Programme 1.1: Entity Management

Performance Indicator

Audited/Actual Performance Estimated

Performance Medium Term Targets

2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 1.1.1: Efficient financial and non-financial reporting 1.1.1.1 Increase income base per annum A revised

fundraising strategy was approved on 30 March 2016.

R366 800 in kind sponsorships were raised.

An amount of R12 million raised annually


An amount of R3.1 million raised annually

An amount of R3.3 million raised annually

Strategic Objective 1.1.2: Evaluate and assess the effectiveness of Council and its Sub-committees as per shareholders compact 1.1.2.1 Annual assessment of the

achievement of Council and its committees as per shareholders compact

A tool to be used in performance evaluation had been developed and would be submitted to Council on 30 May 2016 for approval.

Self-evaluation was done by all Council and Sub-committee Members in Q4.

Annual performance evaluation of Council and its committees as per shareholders compact




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Sub-Programme 1.1: Quarterly Targets (Entity Management)

Performance Indicator Reporting

Period Annual Target

2018/2019

Quarterly Targets

Q 1 (Apr – Jun) Q 2 (Jul – Sep) Q 3 (Oct – Dec) Q 4 (Jan – Mar)

1.1.1.1 Increase income base per annum

2nd and 4th Quarter


- An amount of R1.5 million raised.

- An amount of R1.5 million raised.

1.1.2.1

Annual assessment of the achievement of Council and its committees as per shareholders compact

Annually 4th Quarter


- - - Conduct annual performance evaluation of Council and its committees as per shareholders compact

Sub-Programme 1.2: Corporate Services




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 1.2.1: Efficient ICT Services 1.2.1.1

Percentage ICT services available per quarter as demanded by the business

Average of 98.8% availability achieved for the financial year.

Average of 99.4% availability achieved for the financial year.

98% availability per quarter of all ICT services that are provided




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2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

1.2.1.2 Number of //hapo audio-visual (AV) technology condition assessments conducted per annum

Quarterly infrastructure and facility assessments of //hapo were conducted.

Quarterly //hapo AV technology condition assessment reports were completed.

Quarterly //hapo AV technology condition assessments conducted




Strategic Objective 1.2.2: Capacitate personnel in improving skills to enable them to execute tasks and improve production (compliance with legislation, Skills Development Act) 1.2.2.1

Percentage of planned training aligned to the Training Plan approved by Council executed per annum

100% of planned training was executed during the financial year.

100% of planned training was executed.

100% of planned training executed per annum




Strategic Objective 1.2.3: Effective and efficient organisational development 1.2.3.1

Organisational realignment approved

N/A N/A N/A Organisational realignment approved

N/A N/A

Strategic Objective 1.2.4: Fair and equitable conflict management and discipline 1.2.4.1

Number of assessments of the consistent application of disciplinary procedures per annum

All labour cases were addressed within prescribed timelines

All labour cases were addressed and finalised of which two were finalised late.

Quarterly assessment of the consistent application of disciplinary procedures conducted




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Sub-Programme 1.2: Quarterly Targets (Corporate Services)



2018/2019

Quarterly Targets


1.2.1.1

Percentage ICT services available per quarter as demanded by the business

Quarterly 98% availability per quarter of all ICT services that are provided

98% availability of all ICT services that are provided




1.2.1.2 Number of //hapo audio-visual (AV) technology condition assessments conducted per annum

Quarterly Quarterly //hapo AV technology condition assessments conducted

Q1 //hapo AV technology report completed




1.2.2.1

Percentage of planned training aligned to the Training Plan approved by Council executed per annum

4th Quarter 50% of planned training executed per annum

- - - 50% of planned training executed

1.2.3.1 Organisational realignment approved

2nd Quarter Organisational realignment approved

- Organisational realignment approved by Council

- -

1.2.4.1 Number of assessments of the consistent application of disciplinary procedures per annum

Quarterly Quarterly assessment of the consistent application of disciplinary procedures conducted

Q1 assessment of the consistent application of disciplinary procedures conducted




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Sub-Programme 1.3: Building, Renovation and Urban Planning




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 1.3.1: Functionality of the elements at the Park 1.3.1.1 Number of preventative and

reactive maintenance reports per annum

Reports on internal repairs and maintenance were submitted to management. Funds were allocated for maintenance as recommended

Quarterly reports on internal repairs and recommendations on future maintenance projects were submitted to MANCO.

Quarterly reports on implementation of internal repairs and maintenance projects submitted




Sub-Programme 1.3: Quarterly Targets (Building, Renovation and Urban Planning)


Period

Annual Target 2018/2019

Quarterly Targets


1.3.1.1

Number of preventative and reactive maintenance reports per annum

Quarterly Quarterly reports on implementation of internal repairs and maintenance projects submitted

Q1 report on implementation of internal repairs and maintenance projects submitted




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Sub-Programme 1.4: Security Management

Performance Indicator Audited/Actual Performance Estimated


2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 1.4.1: Effective, efficient and economical security services 1.4.1.1

Number of performance standard assessments conducted against Service Level Agreement (SLA) with security service provider per annum

The SLA with the security service provider was reviewed and quarterly performance standard assessments were conducted and reported to MANCO.

Quarterly performance standard assessments were conducted and reported to MANCO.

Quarterly performance standard assessments conducted against SLA with security service provider




Sub-Programme 1.4: Quarterly Targets (Security Management)



2018/2019

Quarterly Targets


1.4.1.1 Number of performance standard assessments conducted against Service Level Agreement (SLA) with security service provider per annum

Quarterly Quarterly performance standard assessments conducted against SLA with security service provider

Q1 performance standard assessment against SLA conducted and reported




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PROGRAMME 2: BUSINESS DEVELOPMENT


Output and targets

Sub-Programme 2.1: Documentation and Digitization

Performance Indicator Audited/Actual Performance

Estimated Performance

Medium Term Targets

2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 2.1.1: Effective public interface 2.1.1.1

Number of materials digitised per annum

The digitisation system was not installed yet.

The digitisation system was installed in October 2016; training was completed and the system was operational by 31 March 2017.

780 materials digitised per annum




Sub-Programme 2.1: Quarterly Targets (Documentation and Digitization)



2018/2019

Quarterly Targets


2.1.1.1 Number of materials digitised per annum

Quarterly 400 materials digitised per annum

100 materials digitised




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Sub-Programme 2.2: Collection and Accessioning




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 2.2.1: Create user friendly access to the archiving and collection knowledgebase 2.2.1.1

Number of archival collections related to the 7 epochs of the exhibition acquired per annum

4 collections were acquired.

7 collections were acquired.

10 archival collections acquired per annum




2.2.1.2 Number of archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum

1 172 materials were accessioned and catalogued.

1 212 materials were processed.

1 000 archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum

250 archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum



2.2.1.3 Number of library books relevant to the storyline acquired per annum

N/A 64 books were acquired.

40 books relevant to the storyline acquired per annum




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Sub-Programme 2.2: Quarterly Targets (Collection and Accessioning)



2018/2019

Quarterly Targets


2.2.1.1

Number of archival collections related to the 7 epochs of the exhibition acquired per annum

Quarterly 5 archival collections acquired per annum

1 archival collection acquired



2 archival collections acquired

2.2.1.2 Number of archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum

Quarterly 250 archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum

20 archival documents and materials processed




2.2.1.3 Number of library books relevant to the storyline acquired per annum

2rd, 3th and 4th quarter


- 18 books acquired 16 books acquired 16 books acquired

Page 31

Sub-Programme 2.3: Research and Knowledge Production




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 2.3.1: Integrate the natural and cultural landscape for contemplation, reflection and reconciliation 2.3.1.1

Number of names across the 8 conflict areas verified and validated for inscription per annum

1 076 names were verified and validated.

228 names were verified and validated

100 names across the 8 conflict areas verified and validated by the Names Verification Committee for inscription




2.3.1.2 Number of names inscribed on the Wall of Names across the 8 conflict areas

- - - 100 names across the 8 conflict areas inscribed on the Wall of Names

100 names across the 8 conflict areas inscribed on the Wall of Names


Strategic Objective 2.3.2: Integrate history, culture and spirituality in a manner that will portray a national identity 2.3.2.1

Number of completed research papers that integrate history, culture and spirituality per annum

4 research papers on the Garden of Remembrance completed.

4 research papers on the Garden of Remembrance completed.

2 research papers on the Garden of Remembrance (GOR) completed

6 research papers completed



7 research papers on //hapo epochs completed.

7 research papers on //hapo epochs completed.

4 distinct research papers on //hapo epochs completed

Page 32




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

2.3.2.2 Number of researched articles accepted for publication that integrate history, culture and spirituality per annum

2 research papers were published.

3 research articles on the Garden of Remembrance were published.

2 publications of researched articles on the Garden of Remembrance (GOR) completed

2 researched articles accepted for publication



Strategic Objective 2.3.3: Continuously educate visitors about cultural, historical and spiritual issues focusing on the national, continental and international world 2.3.3.1

Number of temporary exhibitions per annum

5 temporary exhibitions were displayed.

2 temporary exhibitions were developed and displayed at Freedom Park.

4 temporary internal exhibitions developed and displayed (of which 1 shall be on OR Tambo Centenary)

2 temporary exhibitions developed and displayed internally and/or externally (of which 1 shall be on Nelson Mandela)

2 temporary exhibitions developed and displayed internally and/or externally

2 temporary exhibitions developed and displayed internally and/or externally

2.3.3.2 Number of opinion pieces published per annum

4 opinion pieces were published.

10 opinion pieces were published.

8 opinion pieces published




2.3.3.3 Number of research papers presented at seminars or conferences organised or attended per annum

5 research papers were presented.

7 research papers were presented.

4 research papers were presented at seminars or conferences organised or attended

4 research papers presented at seminars or conferences organised or attended



Strategic Objective 2.3.4: Portray the history of Southern Africa and Africa going back 3.6 billion years 2.3.4.1

Annual storytelling festival Storytelling Festival was conducted from 07 - 12 March 2016.

1 Storytelling Festival was conducted and in addition there was an outreach

1 storytelling festival conducted




Page 33




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

storytelling programme with Rivoningo Care Centre in Pretoria.

2.3.4.2 Number of seminars or conferences conducted per annum

N/A 4 seminars were conducted.

2 seminars or conferences conducted (of which 1 shall be on OR Tambo Centenary)

2 seminars or conferences conducted (of which 1 shall be on Nelson Mandela)

2 seminars or conferences conducted

2 seminars or conferences conducted

2.3.4.3 Number of dialogues (oral interviews) conducted per annum

19 dialogues were conducted.

14 dialogues were conducted.

8 dialogues (oral interviews) conducted, recorded and transcribed (of which 1 shall be on OR Tambo Centenary)

8 dialogues (oral interviews) conducted (of which 1 shall be on Nelson Mandela)

8 dialogues (oral interviews) conducted

8 dialogues (oral interviews) conducted

2.3.4.4 Number of dialogues quality assured per annum

N/A N/A Quality assurance of 5 dialogues completed.

Quality assurance of 5 dialogues completed.



Strategic Objective 2.3.5: Ensure that FP remains relevant to its role within the national priorities by using IKS platforms 2.3.5.1 Number of Interfaith Committee

programmes executed per annum 2 Interfaith Committee programmes were executed.

4 Interfaith Committee programmes were executed.

2 Interfaith Committee programmes executed




Page 34

Sub-Programme 2.3: Quarterly Targets (Research and Knowledge Production)



2018/2019

Quarterly Targets


2.3.1.1 Number of names across the 8 conflict areas verified and validated for inscription per annum

2nd and 4th Quarter


- 50 names verified and validated

- 50 names verified and validated

2.3.1.2 Number of names inscribed on the Wall of Names across the 8 conflict areas per annum

3rd and 4th Quarter


- - 50 names across the 8 conflict areas inscribed on the Wall of Names


2.3.2.1

Number of completed research papers that integrate history, culture and spirituality per annum

2nd and 4th Quarter


- 3 research papers completed

- 3 research papers completed

2.3.2.2 Number of researched articles accepted for publication that integrate history, culture and spirituality per annum

2nd and 4th Quarter


- 1 researched article accepted for publication

- 1 researched article accepted for publication

2.3.3.1

Number of temporary exhibitions per annum

2nd and 4th Quarter

2 temporary exhibitions developed and displayed internally and/or externally (of which 1 shall be

- 1 temporary exhibition developed and displayed internally and/or externally

- 1 temporary exhibition developed and displayed internally and/or externally

Page 35



2018/2019

Quarterly Targets


on Nelson Mandela)

2.3.3.2 Number of opinion pieces published per annum

2nd and 4th Quarter


- 5 opinion pieces published

- 3 opinion pieces published

2.3.3.3 Number of research papers presented at seminars or conferences organised or attended per annum

2nd and 4th Quarter


- 2 research papers presented at seminars or conferences

- 2 research papers presented at seminars or conferences

2.3.4.1

Annual storytelling festival

Annually 4th Quarter


- - - 1 storytelling festival conducted

2.3.4.2 Number of seminars or conferences conducted per annum

2nd and 4th Quarter

2 seminars or conferences conducted (of which 1 shall be on Nelson Mandela)

- 1 seminar or conference conducted

- 1 seminar or conference conducted

2.3.4.3 Number of dialogues (oral interviews) conducted per annum

2nd and 4th Quarter

8 dialogues (oral interviews) conducted (of which 1 shall be on Nelson Mandela)

- 4 dialogues conducted

- 4 dialogues conducted

2.3.4.4 Number of dialogues quality assured per annum

1st and 3rd Quarter


Quality assurance of 2 dialogues completed

- Quality assurance of 3 dialogues completed

-

2.3.5.1 Number of Interfaith Committee programmes executed per annum

2nd and 4th Quarter


- 1 Interfaith Committee programme executed

- 1 Interfaith Committee programme executed

Page 36

Sub-Programme 2.4: Education Programmes




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 2.4.1: Mobilise education institutions to educate learners to engender social cohesion 2.4.1.1 Number of presentations of

educational programmes per annum

6 programmes were developed and presented.

21 education programmes were presented.

20 education programmes presented

150 presentations of educational programmes.



2.4.1.2 Number of participants engaged in education programmes presented per annum

N/A 16 369 participants were engaged in education activities.

7 000 participants engaged in education activities presented




2.4.1.3 Number of learners involved in education interactions with schools per annum

N/A 6 618 learners were involved in education interactions with schools.

1 200 learners involved in education interactions with schools




2.4.1.4 Number of education programmes with other organisations per annum

8 Time Travel events were held.

7 Time Travel events were conducted.

2 Time Travel events on historic environment education conducted

2 education programmes with other organisations conducted



2.4.1.5 Number of education materials distributed per annum

N/A 1 602 education materials were distributed.

7 000 education materials distributed




Page 37

Sub-Programme 2.4: Quarterly Targets (Education Programmes)



2018/2019

Quarterly Targets


2.4.1.1 Number of presentations of educational programmes per annum

Quarterly 150 presentations of educational programmes.





2.4.1.2 Number of participants engaged in education programmes presented per annum

Quarterly 7 500 participants engaged in education activities presented





2.4.1.3 Number of learners involved in education interactions with schools per annum

Quarterly 2 250 learners involved in education interactions with schools

800 learners involved in education interactions with schools




2.4.1.4 Number of education programmes with other organisations per annum

2nd and 3rd Quarter


- 1 programme conducted

1 programme conducted

-

2.4.1.5 Number of education materials distributed per annum

Quarterly 2 250 education materials distributed

800 education materials distributed




Page 38

PROGRAMME 3: PUBLIC ENGAGEMENT


Outputs and Targets

Sub-Programme 3.1: National, Continental and Local Partnerships and Outreach

Performance Indicator Audited/Actual Performance

Estimated Performance

Medium Term Targets

2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 3.1.1: Mobilise institutions through active partnerships with national, continental and local institutions to emancipate the African voice 3.1.1.1

Number of schools visiting Freedom Park per annum

166 education institutions visited Freedom Park.

171 schools visited Freedom Park.

160 schools to visit Freedom Park




3.1.1.2

Number of institutions of higher learning visiting Freedom Park per annum

57 institutions of higher learning visited Freedom Park.

60 institutions of higher learning to visit Freedom Park




3.1.1.3

Number of marketing platforms optimised to exhibit Freedom Park per annum

Exhibited in 2 international and 7 domestic marketing platforms.

Exhibited in 3 international and 8 domestic platforms.

Exhibit in 3 international and 5 domestic platforms

Exhibit in 1 marketing platform



3.1.1.4

Number of outreach programmes conducted per annum

9 outreach programmes were conducted.

N/A 3 provincial outreach programmes conducted

4 outreach programmes conducted



Page 39

Sub-Programme 3.1: Quarterly Targets (National, Continental and Local Partnerships and Outreach)



2018/2019

Quarterly Targets


3.1.1.1 Number of schools visiting Freedom Park per annum

1st, 2nd and 4th Quarter




- 20 schools to visit Freedom Park

3.1.1.2 Number of institutions of higher learning visiting Freedom Park per annum

Quarterly 30 institutions of higher learning to visit Freedom Park



0 institutions of learning to visit Freedom Park


3.1.1.3 Number of marketing platforms optimised to exhibit Freedom Park per annum

1st Quarter Exhibit in 1 marketing platform


- - -

3.1.1.4 Number of outreach programmes conducted per annum

Quarterly 4 outreach programmes conducted

1 outreach programme conducted




Sub-Programme 3.2: Events Management




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 3.2.1: Grow revenue base and leverage on events 3.2.1.1 Number of programmes to

support national holidays per annum

5 events for national holidays were held

6 events for national holidays were held.

5 programmes as build-up or post national holidays per annum




Page 40

Sub-Programme 3.2: Quarterly Targets (Events Management)



2018/2019

Quarterly Targets


3.2.1.1 Number of programmes to support national holidays per annum

Quarterly 7 programmes as build-up or post national holidays per annum

3 programmes as build-up or post national holidays: 27 April - Freedom Day 25 May - Africa Day 16 June - Youth Day

2 programmes as build-up or post national holidays: 09 August - Women’s Day 24 September - Heritage Day

1 programme as a build-up or post national holiday: 16 December - Day of Reconciliation

1 programme as a build-up or post national holiday: 21 March - Human Rights Day

Sub-Programme 3.3: Conventional/digital Marketing, Communication and Public Relations




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Strategic Objective 3.3.1: Increase visitor numbers 3.3.1.1 Number of visitors registered per

annum 45 479 visitors registered.

63 195 visitors registered.

Register 60 000 guests and visitors




3.3.1.2 Number of paying visitors per annum

N/A 25 703 paying visitors.

25 000 paying visitors




3.3.1.3 Number of school learners visiting Freedom Park per annum

N/A 14 014 school learners visited Freedom Park.

11 000 school learners visiting Freedom Park




3.3.1.4 Number of programmes to position Freedom Park as a heritage and historical institution conducted per annum

N/A N/A N/A 7 public relations and marketing programmes

7 public relations and marketing programmes

7 public relations and marketing programmes

Page 41




2015/16 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

3.3.1.5 Number of below-the-line marketing activities activated per annum

91% customer satisfaction was recorded.

1 customer perception survey was completed.

4 customer perception surveys conducted

1 customer perception survey conducted



Sub-Programme 3.3: Quarterly Targets (Conventional/digital Marketing, Communication and Public Relations)



2018/2019

Quarterly Targets


3.3.1.1 Number of visitors registered per annum

Quarterly Register 70 000 guests and visitors





3.3.1.2 Number of paying visitors per annum

Quarterly 26 000 paying visitors





3.3.1.3 Number of school learners visiting Freedom Park per annum

1st, 2nd and 4th Quarter




- 1 000 school learners visiting Freedom Park

3.3.1.4 Number of programmes to position Freedom Park as a heritage and historical institution conducted per annum

Quarterly 7 Public Relations and Marketing programmes

3 Public Relations and Marketing programmes

2 Public Relations and Marketing Programmes

1 Public Relations and Marketing programme

1 Public Relations and Marketing programme

3.3.1.5 Number of below-the-line marketing activities activated per annum

4th Quarter 1 customer perception survey conducted

- - - 1 customer perception survey completed

TOTAL OPERATIONAL BUDGET 113 729 554 91 561 370 95 749 784 101 006 889

Page 42

3. PART C: LINKS TO OTHER PLANS

3.1. Links to the long-term infrastructure and other capital plans

No Project Name Programme

Project

Description/Type

of Structure

Outputs

Estimated

Project Cost

R '000

Expenditure

to Date

Project Duration

Start Finish

1 New and Replacement Assets

1.1 Phase II B

Nursery Administration

Construction of a

Nursery to

maintain facilities

at FP

Construction of

Nursery to add to

visitor’s experience

R 3 000 R 0 Cancelled to fund

baseline cuts

1.2 Tiva Administration

Construction of an

additional water

element at

Freedom Park

Construction of water

element to add to


R 14 000 R 0 Cancelled to fund

baseline cuts

1.3 Visitors parking Administration

Design and

construct new

and/or additional

visitors parking in

the Park

Construction of

parking to add to


R 10 566 R 0

Shelved in favour of

installation of

permanent exhibition

in the Gallery Of

Leaders

Total New and Replacement Assets R27 566

2 Maintenance and repairs

2.1 Repair of facility

flooring Administration

Repairs of wooden

flooring in the

Gallery of Leaders,

Moshate and the

Sanctuary

Repairs and

Maintenance R 3 200 R 0

Funding Required

(UAMP)

2.2 Plumbing

Repairs Administration

Repair of plumping

system throughout

the Park

Repairs and

Maintenance R 300 R 0

Funding Required

(UAMP)

Page 43


Project

Description/Type

of Structure

Outputs

Estimated

Project Cost

R '000

Expenditure

to Date

Project Duration

Start Finish

2.3

Electrical

infrastructure

repairs

Administration

Repair of electrical

infrastructure

throughout the

Park

Repairs and


Funding Required

(UAMP)

2.4 Water Proofing Administration Water proofing of

existing structures

Repairs and


Funding Required

(UAMP)

Total Maintenance and repairs R 3 950

3 Upgrade and additions

3.1 Engraving of

Names

Promote, protect and

preserve IKS

Future engraving

of names on the

Wall of Names

Additional names

added R 3 990 R1 157

Service provider

appointed on a 3 year

contract to engrave

the names on the wall

of names

3.2 Gallery of

Leaders

Promote, protect and

preserve IKS

Adding display

items in the Gallery

of Leaders

Additional display

items added R 4 560 R 1 257

Prioritised and

implementation in

progress

3.3 PAA Technical

Infrastructure Archiving

Acquire PAA

Technical

Infrastructure

User friendly access to

archiving R3 500 R3 920 July-16 Mrch-17

3.4 Screen Wall

Complete FP project

within time and

budget

Construction of a

wall between

Salvokop houses

and //hapo

Final completion

certificate R630 R 425 Jun-15 Apr-16

3.5

Building

management

system

Complete FP project

within time and

budget

Implement BMS

system

Final completion

certificate R 8 020 R 0

Cancelled to fund

baseline cuts

3.6 Upgrading of

Bus Bay Administration

Construction of a

Bus Bay near the

entrance of

Freedom Park

Construction of Bus

Bay to facilitate easy

visitor access

R531 R 0 Apr-18 Aug-18

Page 44


Project

Description/Type

of Structure

Outputs

Estimated

Project Cost

R '000

Expenditure

to Date

Project Duration

Start Finish

3.7

Upgrade

Existing Parking

and access

route

Administration

Construction of

additional parking

facilities and an

access route for

the maintenance of

reed lights

Maintenance and

repairs; Visitor

experience

R5 000 R 0

Shelved in favour of

installation of

permanent exhibition

in the Gallery Of

Leaders

3.8

Security

System

upgrade

Administration Upgrade of

security system

Safety and security of

facilities and visitors R15 000 R 0 Dec -17 Aug-18

3.9 Motor Vehicles Administration

Procurement of

new motor vehicles

to replace aging

fleet

Resources to fulfil

mandate R400 R 0 Apr-17 May-18

3.10 Other assets/

equipment Administration

Procurement of

equipment and

other assets

throughout the

MTEF

Resources to fulfil

mandate R6 270 R 5 809 MTEF

3.11 Freedom Park

Mobile Truck Public Engagement

Procurement of

mobile truck to

assist in Outreach

programmes

Exhibitions, road

shows and community

gatherings effected

R2 000 R 0 Apr-17 Oct-17

Total Upgrade and Additions R 49 901

4 Rehabilitation, renovations and refurbishments

None

Page 45

4. PART D: ANNEXURES

4.1. Strategic Risk Analyses and Response Strategies

Objective Risk Description Root Cause/ Contributing

Factor

Existing Controls Risk Mitigating Strategy

Grow revenue

base and

leverage on

events

1. Business Model Risk

The current business model

may not capacitate / does

not capacitate ability to raise

revenue that will lead to

financial sustainability and

growth in the long term.

Limited revenue

generation sources

Low visitor numbers

Misalignment between

budget; planning and

delivery targets.

The Freedom Park

brand is unknown, and

has negative historical

perception around its

mandate.

Collaboration with

similar institutions in

the country

[Maropeng, Ditsong

etc.]

Approved and costed

Fundraising &

Marketing Strategy

Education Programme

with the Department of

Education

Approved Brand

Manual

Approved media

relation plan.

Appointed fundraising

service provider.

Conduct a pre-

feasibility study to

diversify product

offering to increase

revenue [build

conference facilities;

boutique hotel, leisure

market activities]

Activate existing

Memorandum of

Understanding with

Tourism, and Heritage

Departments to attract

visitors and create

revenue generation

streams.

Conduct the feasibility

study to construct a

Page 46


Factor


"sense of arrival”, for

new and repeat visits.

Implement the

Fundraising Strategy

Review the current

agreement with the

restaurant, to increase

patronage.

Improve Public

Awareness about the

Freedom Park [e.g.

signage and increased

marketing]

Functionality of

the elements at

the Park

2. Business Interruption

Risk

Current business activities

are outsourced, and the

existing over-reliance on

third parties, may render the

institution vulnerable to

business interruptions

Limited internal

capacity to render

specialized services

Lack of capacity to

render specialised

maintenance to the

Parks assets

specialised equipment

to roll out maintenance

Facilities maintenance

plan

Approved BCM

Strategy

Monthly Building

inspections

State of the Site; SLA

Meeting

Activate revised Service

Level Agreement [already

in place] with the retention

/ claw-back clause where

applicable

Acquire a bore-hole for

water harvesting

Upgrade the current

standby generator for

electrical back-up systems

Page 47


Factor


Inadequate contract

management

Poor quality of service

rendered

Bulk Infrastructure

[Water shortage and

power] interruptions

Outsourced Services

[for specialized

Services]

that meets the current

needs

Efficient ICT

Services.

3. ICT Infrastructure Risk

Ageing ICT Infrastructure

e.g. projectors, software,

downtime which may affect

access to information

Non-availability of

network

Over-reliance on one

person at ICT

Inactive Steering

Committee

SLA with ICT providers

Approved capital

budget to upgrade

capital infrastructure

Approved Business

continuity plan

Disaster Recovery

plan

ICT governance

Framework

Replace or upgrade

current ageing

infrastructure

Activate IT Steering

Committee and monitor

the progress.

Separate the ICT

Infrastructure from the

Audio visual service

provider

Test and report on the

current ICT DRP Plans

Systematic,

uniform and

effective

4. Regulatory Risk

Potential non-compliance

with regulatory requirements

Over-reliance on single

resources for key

Performance Quarterly

Reviews

Develop and implement a

Compliance Check-list

Page 48


Factor


enterprise risk

and performance

management.

may compromise effective

institutional governance and

lower delivery outcomes

activities [SCM, ICT

etc.]

Misaligned governance

structures [Risk

Management

Committee]

Standard Operating

Plan [including

Implementation Plan]

Operational Policies in

place

M& E tools

Monthly Financial

Reports to National

Treasury [Deviations

and Cost Containment]

Approved Regulatory

Compliance

Framework

Improved

security

standards and

awareness

5. Security Risk

Failure to adequately restrict

access to the institution may

result in unauthorized

access and compromise the

patrons, officials, and asset

security

Inadequate security

monitoring around the

park (CCTV) (blind

spot)

No scanners at the

entrance gate

Inadequate access

controls [Easy access

into the park]

Site patrols

Fencing around

parameters

Physical Security at

boom gates

MOU with Security

Company

Upgrade obsolete security

infrastructure

Review the MOU with

Security Company

Install scanners at key

entry points

Review current access

control plan

Page 49


Factor


Obsolete security

infrastructure

Conduct a feasibility study

on the “sense of arrival”

Capacitate

personnel in

improving skills

to enable them to

execute tasks

and improve

production

(Compliance with

legislation, Skills

Development

Act)

6. Strategic Leadership

and Oversight Risk

The current leadership

approach does not enable

adequate leadership

oversight to ensure optimal

achievement of

organisational strategies,

goals and objectives

Low levels of trust

between Council and

Management

Infusion of operational

roles responsibility at

Council level

Inherited Historical

legacy issues

[organizational

deployment of positions

during the transitional

period from a Trust to a

Cultural Institution]

Lack of project

planning, management,

and reporting

Low productivity level

and low staff Morale

Silo mentality and

delayed change

Management

Induction Training

for Council

[Clarification of

Roles}

Perception surveys

Employee

Assistance

Programme

Performance

Contracts are in

place for HODs

Performance

Management

systems

Approved Job

Descriptions

Shareholders

Compact with

Council

Continue to monitor

performance outcomes

Establish a Monitoring &

Evaluation Committee

Assess the results and

apply the remedial action

required.

Page 50


Factor


Coaching and

mentoring (for

executive

management)

Oversight and

management

structure

Approved

Delegations of

Authority

Recognition

agreement with

Organised Labour

Effective and

efficient

organisational

development.

7. Alignment Risk

The current organisational

structure might not enable

Freedom Park to execute

strategy/does not meet

organisational demand

Misalignment of

structure with strategic

plan of Freedom

Misalignment of skills

(correct people

incorrect positions)

Misalignment of job

descriptions

Approved Strategic

Plans aligned to

Freedom Park's

Roadmap

Approved existing

structure

Job descriptions,

performance plan and

work-plans

Appoint external expertise

to review organisational

structure

Implement result of skills

audit

Implement the approved

migration

Page 51


Factor


Existing Recruitment

Plan

Migration and

Placement Policy

Create user

friendly access to

the archiving and

collection

knowledgebase

8. Information Quality

Risk

Possibility of inaccurate

information might be

disseminated to the public

Slow transition in

Digitizing current

archival material

Absence of a name

database system

Limited public interface

Internal Oversight line

function Committee

[Content Development,

Quality Assurance,

Core Business

Committees]

External Names

Verification Committee

Content Management

System

Committee which does

verification of data

captured on the

system

Each EPOCH has an

online feedback

system from visitors

and conduct gap

analysis

Evaluate feedback and

proposals for changes

from the public and where

applicable conduct

research, and re-assess

content [after internal

assessment.

Re-load validated

information

Service providers to

develop a name database

system; to monitor the

quality of information [this

is done at several levels]

Activated MoU with UCLA,

install the digitization

system and digitize the

current archival material

Page 52


Factor


Efficient ICT

Services.

9. ICT Cyber Security

Risk

Exploitation of external and

internal vulnerabilities at

business data application or

technology level

Inability to ensure

confidentiality, integrity

and availability of

information assets

Approved business

continuity plan

Disaster recovery plan

Test and report on the

current ICT DRP Plans


Date:


Date:


Date:

Page 53

4.2. Technical Indicator Descriptions 2018/2019

Programme 1: Administration

Sub-Programme 1.1: Entity Management

Strategic Objective 1.1.1

Indicator 1.1.1.1 Increase in income base per annum

Short definition Raise revenue in cash and/or in kind through partnerships with stakeholders or donors.

Purpose/importance Increase levels of entity generated revenue (cash or in kind) through strategic partnerships with stakeholders to move Freedom Park towards financial sustainability.

Source/collection of data Fundraising proposals from fundraising service provider; engagement with identified potential donors and monitor progress with reports submitted as part of the departmental quarterly reports.

Method of calculation Revenue in cash or in kind raised per annum.

Data limitations No specific limitations

Type of indicator Output

Calculation type Cumulative

Reporting cycle Quarterly

New indicator No

Desired performance R3 million revenue in cash or in kind raised per annum.

Indicator responsibility CFO


Indicator 1.1.2.1 Annual assessment of the achievement of Council and its committees as per shareholders compact

Short definition Council assessment is the most effective way to ensure that Council Members, the Chairperson and Committees of Council understand their duties and utilise effective good governance practices.

Purpose/importance An effective evaluation exercise assists the Council, its Committees and individual Council Members to perform to their optimum capabilities.

Source/collection of data Use questionnaires to identify issues, which can be done via the internet/online questions. Interview Council Members and the Chairperson of Council to probe issues in more depth. Interview Committee Members and Chairpersons of the different Committees to probe issues in more depth. Collate and summarise results. Schedule training as per deficiencies identified.

Method of calculation Number of performance evaluations of Council and its Committees conducted and reported.

Data limitations The validity of the assessment depends on the co-operation received from Council Members

Type of indicator Non-cumulative

Page 54

Calculation type Output

Reporting cycle Annually – Q4

New indicator No

Desired performance 1 performance evaluation of Council and its Committees conducted and reported by 31 March 2018.

Indicator responsibility Company Secretary

Sub-Programme 1.2: Corporate Services


Indicator 1.2.1.1 Percentage ICT services available per quarter as demanded by the business Short definition Availability of e-mail and network services Purpose/importance Ensure productivity and business continuation of Freedom Park Source/collection of data Quarterly statistical report from service provider Method of calculation Percentage availability of all ICT services that are provided per quarter Data limitations No specific limitations Type of indicator Non-cumulative Calculation type Efficiency Reporting cycle Quarterly New indicator No Desired performance 98% availability of all ICT services that are provided per quarter.

Indicator responsibility CFO

Indicator 1.2.1.2 Number of //hapo audio-visual (AV) technology condition assessments conducted per annum

Short definition Provide maintenance and repairs for //hapo audio visual technology.

Purpose/importance To ensure that the exhibition facility is always running and that it offers good visitor experience.

Source/collection of data Infrastructure and facility assessments of //hapo conducted.

Method of calculation Number of //hapo AV technology assessments conducted.





New indicator No

Desired performance 4 quarterly //hapo AV technology reports completed.

Indicator responsibility ICT Officer/Curator

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Indicator 1.2.2.1 Percentage of planned training aligned to the Training Plan approved by Council executed per annum Short definition Implement Training Plan and address skills shortage Purpose/importance Develop and improve skills of staff to enhance performance Source/collection of data Simple count of training sessions attended by the number of staff members Method of calculation Percentage of planned training executed per annum. Data limitations Unavailability of relevant and accredited trainers Type of indicator Outcome Calculation type Non-cumulative Reporting cycle Quarterly New indicator No Desired performance 50% of planned training executed. Indicator responsibility HR Generalist


Indicator 1.2.3.1 Organisational realignment approved Short definition Restructure the organisation.

Purpose/importance Review and change the structure of the organisation to ensure achievement of the organisation strategic objectives.

Source/collection of data Approved Organogram.

Method of calculation Organisational realignment completed.

Data limitations Employees’ resistance to the change process.

Type of indicator Outcome Calculation type Non-cumulative Reporting cycle Annually (Q2) New indicator Yes Desired performance Organisational realignment approved by Council by 30 September 2018.

Indicator responsibility HOD: Human Resources

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Indicator 1.2.4.1 Number of assessments of the consistent application of disciplinary procedures per annum Short definition Assessment of consistent and fair compliance to disciplinary procedures in disciplinary cases. Purpose/importance 100% compliance to disciplinary codes and procedures in conflict resolution and discipline management. Source/collection of data A file is opened for each assessment. Method of calculation Number of assessments conducted

Data limitations No specific limitations Type of indicator Efficiency Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance 4 quarterly assessments conducted. Indicator responsibility HOD: Human Resources

Sub-Programme 1.3: Building, Renovation and Urban Planning


Indicator 1.3.1.1 Number of preventative and reactive maintenance reports per annum Short definition Maintain and repair buildings, electrical infrastructure and mechanical installations as per the annual maintenance plan. Purpose/importance Ensure proper and continuous maintenance of infrastructure in the Park to contribute to increased tourism activities and

generation of income. Ensure that all elements in the Park are functional at all times. Source/collection of data The information comes from the monthly checklists, quarterly building inspections and service reports from which reports

on internal repairs and future maintenance projects are compiled and submitted for budged provisions. Method of calculation Number of reports on implementation of internal repairs and maintenance projects submitted. Data limitations No specific limitations Type of indicator Output Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance 4 quarterly reports on internal repairs and maintenance submitted. Indicator responsibility Unit Head: Facilities and Maintenance

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Sub-Programme 1.4: Security Management


Indicator 1.4.1.1 Number of performance standard assessments conducted against Service Level Agreement (SLA) with security service provider per annum

Short definition Assess the standard of performance by security service provider. Purpose/importance Ensure efficient and effective services rendered by the security service provider. Effective, efficient and economical

security services Source/collection of data SLAs are agreed upon and signed annually before work commences. Services are assessed quarterly to establish if

work was done according to the SLA. Performance review documents are signed as a means of verification and reported.

Method of calculation Number of assessments against SLA conducted and reported. Data limitations No specific limitations Type of indicator Output Calculation type Cumulative Reporting cycle Quarterly New indicator No Desired performance 4 quarterly assessment reports submitted. Indicator responsibility Unit Head: Security

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Programme 2: Business Development

Sub-Programme 2.1: Documentation and Digitization


Indicator 2.1.1.1 Number of materials digitised per annum

Short definition Digitisation of cultural materials.

Purpose/importance To preserve and ensure accessibility of cultural materials.

Source/collection of data Freedom Park acquired collections and the digitisation strategy.

Method of calculation Number of digital materials.

Data limitations The system is limited to archival records and objects.




New indicator No

Desired performance 800 materials digitised.

Indicator responsibility Archivists

Sub-Programme 2.2: Collection and Accessioning


Indicator 2.2.1.1 Number of archival collections related to the 7 epochs of the exhibition acquired per annum

Short definition Collection and processing of cultural materials.

Purpose/importance Ensure that qualitative and relevant archival materials are available to back the storyline.

Source/collection of data The Freedom Park //hapo storyline and PAA policy. Acquisition list.

Method of calculation Number of archival collections acquired.

Data limitations No limitation




New indicator No

Desired performance 5 archival collections acquired.


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Indicator 2.2.1.2 Number of archival documents and materials related to the 7 epochs of the exhibition processed according to archival standards per annum

Short definition Processing of archival materials following all the archival processing steps.

Purpose/importance To ensure that collection is safe and easily retrievable. All collections should be well shelved and assessable.

Source/collection of data Anglo American cataloguing rules. Accession register and Vernon report.

Method of calculation Number of archival documents and materials processed.





New indicator No

Desired performance 250 archival documents and materials processed according to archival standards.


Indicator 2.2.1.3 Number of library books relevant to the storyline acquired per annum

Short definition Acquisition of books through purchase or donations.

Purpose/importance To ensure that books relevant to Freedom Park storyline are available.

Source/collection of data Freedom Park //hapo storyline. Inventory of books.

Method of calculation Number of books acquired.

Data limitations Published books only.



Reporting cycle 2nd, 3rd and 4th Quarter

New indicator No

Desired performance 50 books relevant to the storyline acquired.

Indicator responsibility Knowledge Centre Officer/Assistant Knowledge Centre Officer

Sub-Programme 2.3: Research and Knowledge Production


Indicator 2.3.1.1 Number of names across the 8 conflict areas verified and validated for inscription per annum

Short definition Number of names collected, verified, validated and approved by the Names Verification Committee

Purpose/importance Provide validated and approved names for inscription and memorialisation on the Wall of Names.

Source/collection of data Information gathered from name lists and transcribed recordings of the Names Verification Committee.

Method of calculation Number of names collected, verified, validated and formatted for inscription.

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Data limitations Unavailability, sparseness, incompletion and sensitivity of names data; breakdown/inaccessibility of Names Database system.



Reporting cycle 2nd 3rd and 4th Quarter.

New indicator No

Desired performance 100 names verified and validated by the Names Verification Committee. Indicator responsibility Researcher/Senior Researcher/Research Manager

Indicator 2.3.1.2 Number of names across the 8 conflict areas inscribed on the Wall of Names per annum

Short definition Inscription of names of those who died during the eight conflicts within South Africa’s history on the Wall of Names.

Purpose/importance To allow for future generations to memorialise their heroes and heroines.

Source/collection of data Names approved by the Names Verification Committee are handed over for inscription. The inscription of the names on the Wall is outsourced.

Method of calculation Number of names inscribed on the Wall of Names per annum.




Reporting cycle 3rd and 4th Quarter

New indicator Yes

Desired performance 100 names across the 8 conflict areas inscribed on the Wall of Names. Indicator responsibility Researcher/Senior Researcher/Research Manager


Indicator 2.3.2.1 Number of completed research articles that integrate history, culture and spirituality peo r annum

Short definition Research papers written and published.

Purpose/importance Production and dissemination of knowledge on history, culture and spirituality.

Source/collection of data Print-outs of completed research papers and published articles from newspapers, magazines and journals; correspondence for publication; procedures for development of research papers and peer review.

Method of calculation Number of research papers completed.

Data limitations Unavailability of material resources; time limitations; fieldwork trips required.



Reporting cycle 2nd and 4th Quarter

New indicator No

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Desired performance 6 research papers completed.

Indicator responsibility Researcher/Research Specialist/Senior Researchers

Indicator 2.3.2.2 Number of researched articles accepted for publication that integrate history, culture and spirituality per annum

Short definition Publication of research papers.

Purpose/importance Production and dissemination of knowledge on history, culture and spirituality.

Source/collection of data Process of submission of articles for publication; print-outs of completed research papers and published articles from newspapers, magazines and journals.

Method of calculation Number of research articles accepted for publication.

Data limitations Unavailability of material resources; time limitations; fieldwork trips required; acceptance for publication by publishers.




New indicator No

Desired performance 2 researched articles accepted for publication.



Indicator 2.3.3.1 Number of temporary exhibitions per annum

Short definition Mounting of temporary exhibitions and displays.

Purpose/importance Continuously educate visitors about cultural, historical and spiritual issues.

Source/collection of data Develop exhibition briefs and project plans for the temporary exhibitions and obtain approval before implementation. Once the exhibitions are held conduct debriefing sessions and submit reports as part of the departmental quarterly reports. Exhibition photographs.

Method of calculation Number of temporary exhibitions displayed internally or externally.





New indicator No

Desired performance 2 temporary exhibitions displayed internally or externally (of which one shall be on Nelson Mandela).

Indicator responsibility Curator/Exhibition Developer.

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Indicator 2.3.3.2 Number of opinion pieces published per annum

Short definition Opinion pieces to educate the public about topical issues.

Purpose/importance To continuously educate the public about cultural, historical and spiritual issues nationally, continentally and internationally.

Source/collection of data Procedure for development of opinion pieces; research papers and peer review; correspondence for publication; print-outs of completed and published opinion pieces and articles from newspapers, magazines and interactive terminals.

Method of calculation Number of opinion pieces published.

Data limitations Delays with reviews by Research Manager and approvals by Content Development Committee (CDC) and/or CEO.




New indicator No

Desired performance 8 opinion pieces published.


Indicator 2.3.3.3 Number of research papers presented at seminars or conferences organised or attended per annum

Short definition Presentation of research papers at seminars and conferences.

Purpose/importance Sharing of ideas; production and dissemination of new and Indigenous Knowledge Systems (IKS)-related knowledge; protection and preservation of IKS; protection of Intellectual Property (IP) rights.

Source/collection of data Print-out of circulated calls or invitations for papers; abstracts; conference programmes; correspondence with organisers of seminars and conferences.

Method of calculation Number of research papers presented at seminars and conferences.

Data limitations Insufficient time allowance; disapproval of topics for research and fieldwork trips; unavailability of material resources.

Type of indicator Activity



New indicator No

Desired performance 2 research papers presented at seminars and conferences organised or attended.



Indicator 2.3.4.1 Annual storytelling festival

Short definition Storytelling festival is part of public programmes focusing on the preservation and promotion of Indigenous Knowledge Systems (IKS).

Purpose/importance The festival contributes to the preservation and promotion of IKS to portray the history of Africa and Southern Africa.

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Source/collection of data Develop event concept and project plan for the storytelling festival and obtain approval before implementation. Once the festival is held conduct debriefing sessions and submit report as part of the departmental quarterly reports.

Method of calculation Number of storytelling festivals conducted.

Data limitations Implementation will depend on availability of funds


Calculation type Non-cumulative

Reporting cycle Annually - 4th Quarter

New indicator No

Desired performance 1 storytelling festival conducted.

Indicator responsibility Senior Storyteller

Indicator 2.3.4.2 Number of seminars or conferences conducted per annum

Short definition Operation of the Knowledge Centre.

Purpose/importance Create structure and framework conducive for sharing of ideas; production and dissemination of new and Indigenous Knowledge Systems (IKS)-related knowledge; protection and preservation of IKS; protection of Intellectual Property (IP) rights; Quality Assurance; Content Development

Source/collection of data Programmes and procedures for workshops, seminars, conferences, and reviews.

Method of calculation Number of seminars and conferences conducted per annum.




Reporting cycle 2nd and 4th Quarter.

New indicator No

Desired performance 2 seminars or conferences conducted per annum (of which 1 shall be on Nelson Mandela).

Indicator responsibility Researcher/Research Specialist/Senior Researchers/Research Manager

Indicator 2.3.4.3 Number of dialogues (oral interviews) conducted per annum

Short definition Recorded and transcribed dialogues or interviews.

Purpose/importance To provide and create oral evidence as primary data of great value that ensures quality research undertaking and output, comparable to any written or documentary and pictorial or figured sources of evidence; to affirm oral (history) interview methods as the best mechanism to emancipate the African voice.

Source/collection of data Dialogue concept document; dialogue project plan; schedule of interviews; questionnaires; recorded oral interview materials; transcriptions; release forms.

Method of calculation Number of dialogues (oral interviews) conducted.

Data limitations Availability of interviewees.



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New indicator No

Desired performance 8 dialogues (oral interviews) conducted (of which one shall be on Nelson Mandela).

Indicator responsibility Researcher/Research Specialist/Senior Researchers/Archivists

Indicator 2.3.4.4 Number of dialogues quality assured per annum

Short definition Assessment of conducted dialogues by Quality Assurance Committee.

Purpose/importance To ensure relevance and quality of conducted dialogues as per Freedom Park mandate.

Source/collection of data A team comprised of researchers and officials from the Curatorial Unit identify the dialogues and submit to the Quality Assurance Committee for assessment.

Method of calculation Number of dialogues assessed per annum.

Data limitations No specific limitations.



Reporting cycle 1st and 3rd Quarter

New indicator No

Desired performance Quality assurance of 5 dialogues completed.

Indicator responsibility Chief Curator/Archivist


Indicator 2.3.5.1 Number of Interfaith Committee programmes executed per annum

Short definition Implement interfaith programmes

Purpose/importance Contribute to unity, social cohesion and nation building

Source/collection of data Reports and minutes of the programmes held per annum

Method of calculation Number of Interfaith Committee programmes conducted per annum.

Data limitations Lack of budget Lack of participation by diverse faith community




New indicator No

Desired performance 2 Interfaith Committee programmes executed.

Indicator responsibility HOD: Heritage and Knowledge

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Sub-Programme 2.4: Education Programmes


Indicator 2.4.1.1 Number of education programmes presented per annum

Short definition Public programmes focusing on storytelling and education presented to various audiences.

Purpose/importance Educational programmes and events are organised for presentation to various audiences to engender social cohesion and nation building.

Source/collection of data Education Unit members conceptualise and develop education programmes and events. Education programmes are quality assured through the Freedom Park quality assurance process. All developed and presented programmes are filed and reported in the departmental quarterly report.

Method of calculation Number of education programmes presented per annum.





New indicator No

Desired performance 150 education programmes presented.

Indicator responsibility Education Officers

Indicator 2.4.1.2 Number of participants engaged in education programmes presented per annum

Short definition Participants who are exposed to education programmes

Purpose/importance In engendering social cohesion and nation-building, participants such as learners, students, youth, educators, parents, heritage practitioners, general members of the public, etc. should be exposed to education programmes and events.

Source/collection of data Records of participants in education programmes and events are kept at the Education Unit. Data obtained is verifiable through attendance registers, list of attendees, etc.

Method of calculation Number of participants engaged in education activities presented per annum.

Data limitations Attendance and participation in programmes and events depend on interest and demand.




New indicator No

Desired performance 7 500 participants engaged in education activities presented.

Indicator responsibility Curriculum Developer

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Indicator 2.4.1.3 Number of learners involved in education interactions with schools per annum

Short definition Programmes and events which support formal, informal and non-formal education target learners from schools.

Purpose/importance In engendering social cohesion and nation-building learners should be exposed to programmes and events which support education.

Source/collection of data The Education Unit keeps records of schools and learners who participate in education programmes and events.

Method of calculation Number of learners involved in education interactions with schools per annum.

Data limitations Attendance and participation in programmes depend on interest and demand.




New indicator No

Desired performance 2 250 learners involved in education interactions with schools.


Indicator 2.4.1.4 Number of education programmes with other organisations per annum

Short definition The Education Unit collaborates with other individuals, organisations and institutions in conceptualising, developing and organising education programmes and events.

Purpose/importance Collaborative education programmes and events are an essential element of broadening general population coverage in order to engender social cohesion and nation building.

Source/collection of data Education programmes and events are conducted collaboratively and reports are compiled and submitted inclusively with other programmes and events as part of the departmental quarterly report.

Method of calculation Number of education programmes with other organisations conducted per annum.

Data limitations Implementation will depend on the availability of funds.



Reporting cycle 2nd and 3rd Quarter

New indicator No

Desired performance 2 education programmes with other organisations conducted.

Indicator responsibility Education Officers

Indicator 2.4.1.5 Number of education materials distributed per annum

Short definition Education materials are distributed at education activities performed by Freedom Park

Purpose/importance Education support materials are necessary for enriching the learning and teaching experience

Source/collection of data The Education Unit keeps records of the number of participants to whom education materials are distributed

Method of calculation Number of education materials distributed.

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Data limitations Availability of materials will depend on the availability of funds.

Type of indicator Input



New indicator No

Desired performance 2 250 education materials distributed per annum.


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Programme 3: Public Engagement

Sub-Programme 3.1: National, Continental and Local Partnerships and Outreach


Indicator 3.1.1.1 Number of schools visiting Freedom Park per annum

Short definition Education authorities are engaged to assist in mobilising leaners to visit Freedom Park as part of the curriculum.

Purpose/importance Students and learners are mobilised to visit Freedom Park to learn about liberation history and to become more patriotic to their country.

Source/collection of data Outreach Strategy for schools is developed and approved before implementation.

Method of calculation Number of targeted schools that visited Freedom Park.




Reporting cycle 1st, 2nd and 3rd Quarter

New indicator Yes

Desired performance 170 schools to visit Freedom Park.

Indicator responsibility Outreach Officer

Indicator 3.1.1.2 Number of institutions of higher learning visiting Freedom Park per annum

Short definition Education authorities are engaged to assist in mobilising leaners to visit Freedom Park as part of the curriculum.

Purpose/importance Students and learners are mobilised to visit Freedom Park to learn about liberation history and to become more patriotic to their country.

Source/collection of data Outreach Strategy for institutions of higher learning is developed and approved before implementation.

Method of calculation Number of targeted institutions of higher learning that visited Freedom Park per annum.





New indicator Yes

Desired performance 30 institutions of higher learning to visit Freedom Park.


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Indicator 3.1.1.3 Number of marketing platforms optimised to exhibit Freedom Park per annum

Short definition Effectively share domestic and international trade and marketing platforms to profile Freedom Park to the target markets.

Purpose/importance Optimise on the international and domestic marketing platforms to profile Freedom Park to the various target markets in order to increase the number of visitors to Freedom Park with resultant access to the monument by the broader community beyond the borders of South Africa.

Source/collection of data Obtain approval to participate in identified trade and marketing platforms; implement the projects with all parties involved; conduct debriefing sessions with reports submitted as part of the departmental quarterly reports.

Method of calculation Number of exhibitions to exhibit Freedom Park per annum.





New indicator No

Desired performance Exhibit in 1 marketing platform.

Indicator responsibility Marketing and Communication Officer and Outreach Officer

Indicator 3.1.1.4 Number of outreach programmes conducted per annum

Short definition Outreach programmes that promote Freedom Park objectives.

Purpose/importance To raise awareness of the significance of Freedom Park to the stakeholders.

Source/collection of data Identify outreach programmes; obtain approval for implementation; implement the projects with all parties involved with reports submitted as part of the departmental quarterly reports.

Method of calculation Number of outreach programmes conducted per annum.





New indicator Yes

Desired performance 4 outreach programmes conducted


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Sub-Programme 3.2: Events Management


Indicator 3.2.1.1 Number of programmes to support national holidays per annum

Short definition Programmes supporting national calendar events conducted as a build-up or post national holidays

Purpose/importance Leveraging on events to make Freedom Park a heritage destination of choice

Source/collection of data Develop programme concepts and project plans for the celebration of national holidays and obtain approval before implementation. Once the event is held conduct debriefing sessions and submit reports as part of the departmental quarterly reports.

Method of calculation Number of programmes leading to or post national holidays per annum.





New indicator No

Desired performance 7 programmes as build-up or post national holidays. (i.e. Freedom Day, Africa Day, Youth Day, Women’s Day, Heritage Day, Day of Reconciliation and Human Rights Day.)

Indicator responsibility Events-co-ordinator

Sub-Programme 3.3: Conventional/digital Marketing, Communication and Public Relations


Indicator 3.3.1.1 Number of visitors registered per annum

Short definition A quantified number of guests or feet through the gate to participate in various activities including tours, amenities, events, functions, research, etc.

Purpose/importance Increase the number of visitors at Freedom Park with resultant access to the monument by the broad society of South Africa and a growth in revenue base.

Source/collection of data Register every visitor or guest visiting Freedom Park at the entrance gate.

Method of calculation Number of guests and visitors registered at the entrance gate per annum.





New indicator No

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Desired performance 70 000 guests and visitors per annum.

Indicator responsibility Marketing and Communications Officer

Indicator 3.3.1.2 Number of paying visitors per annum

Short definition Counted visitors and guests who have paid for their visit at Freedom Park.

Purpose/importance Increase the number of visitors at Freedom Park with resultant access to the monument by the broad society of South Africa and a growth in revenue base.

Source/collection of data Ticketing sales statistics and electronic payments for visits.

Method of calculation Number of paying visitors (ticket sales and electronic payments) per annum.





New indicator No

Desired performance 26 000 paying visitors per annum.


Indicator 3.3.1.3 Number of school learners visiting Freedom Park per annum

Short definition Number of school learners visiting Freedom Park for education purposes.

Purpose/importance Learners at a young age should be educated about the history of their country.

Source/collection of data Register every school and count the number of learners visiting Freedom Park.

Method of calculation Number of school learners visiting Freedom Park.

Data limitations No specific limitations.



Reporting cycle 1st, 2nd and 4th Quarter

New indicator No

Desired performance 12 000 school learners visiting Freedom Park per annum.


Indicator 3.3.1.4 Number of programmes to position Freedom Park as a heritage and historical institution conducted per annum

Short definition To position Freedom Park to all stakeholders and public in order to attract visitation.

Purpose/importance Raise awareness about Freedom Park to increase visitor numbers.

Source/collection of data Integrated Communication and Marketing Strategies and Positioning plans.

Method of calculation Number of collaborative public relations and marketing programmes implemented per annum.


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New indicator No

Desired performance 7 public relations and marketing programmes implemented per annum.


Indicator 3.3.1.5 Number of below-the-line marketing activities activated per annum

Short definition Conduct customer perception surveys

Purpose/importance Ascertain public perceptions about Freedom Park activities and programmes

Source/collection of data Design customer perception questionnaires covering key variables that would assist in determining public perception about Freedom Park; distribute questionnaires for completion; analyse and report results.

Method of calculation Number of customer perception surveys completed per annum.



Calculation type Non-cumulative

Reporting cycle 4th Quarter

New indicator No

Desired performance 1 customer perception survey completed by 31 March 2019.



Date:


Date:


Date:

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4.3. Materiality Framework

Background

This document was developed to give effect to the May 2002 amendment to the Treasury

Regulations, whereby the following new requirement was set for public entities:

“For purposes of material [sections 55(2) of the Public Finance Management Act (PFMA)] and

significant [section 54(2) of the PFMA], the accounting authority must develop and agree a

framework of acceptable levels of materiality and significance with the relevant executive authority.”

[Section 28.3.1]

Public entities are required to include the Materiality and Significance Framework in the Strategic

Plan to be submitted to its Executive Authority. [TR 30.1.3]

No definitions for the concepts “material” and “significant” are included in either the PFMA or in the

Treasury Regulations. Accordingly, in compiling this framework the Park has sought guidance from,

inter-alia SAAS 320.03 (published by the South African Institute of Chartered Accountants), which

defines materiality as follows:

“Information is material if its omission or misstatement could influence the economic decisions of

users taken on the basis of the financial statements. Materiality depends on the size of the item or

error judged in the particular circumstances of its omission or misstatement. Thus, materiality

provides a threshold or cut-off point, rather than being a primary qualitative characteristic which

information must have if it is to be useful.”

Further guidance was drawn from SAAS 320.17 for a public sector perspective: The following SAAS

guidance is pertinent to the Park:

“In an audit of financial statements in the public sector, the auditor’s assessment of materiality may

be influenced by the public accountability of the audited entity, and the sensitivity of the entity’s

accounts, activities and functions regarding matters of public interest.

The reference to “economic” decisions (SAAS 320.03 above) is therefore, assessed as not being

conclusive or wholly appropriates to a public entity such at the Freedom Park.

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Further, materiality can be based on a number of financial indicators. Detailed below is an

indicative table of financial indicators of the type that is widely accepted in the accounting

profession as basis for calculating materiality.

General Basis used in

accounting profession

Acceptable

Percentage Range

FP Applicability

Gross Revenue 0.25 – 1% Applicable; being Grants received and

interest income

Gross Surplus 1 – 2% Applicable; being excess of grants over

operating and capital expenditure.

Net Surplus 2.5 – 10% Applicable; being construction funding not

applied during financial year.

Equity

2 – 5% Not Applicable

Total assets 0.25 – 2% Applicable; being construction cost (plus

capitalised research and development cost

and office infrastructure.)

Broad Framework for Freedom Park

FP will be dealing with this framework under two main categories, being quantitative and qualitative

aspects.

Quantitative aspects

Materiality level

The Park assesses the level of a material loss as being R228 903; being 0.25% of gross

budgeted expenditure (R91 561 000) for all transactions reflected in the statement of financial

performance.

The park assesses the level of a material loss as being R1 786 895; being 0.25% of the carrying

value of the 2018/19 non-current assets (R714 757 619) for all balances reflected in the statement

of financial position.

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Motivation

Different levels of materiality have been set for classes of transactions and balances. This is due

to the fact that FP has a relatively limited operational budget supporting a large capital base. It is

therefore essential to identify and set different materiality levels for transactions and balances as

the risk related to each will differ.

Factors considered

In determining the said materiality value as ¼% of gross expenditure (operating cost plus capital

expenditure), FP took into account factors that include:

Nature of FP’s business.

Revenue: Funding for the Park primarily comprise grants received from the Department of Arts

and Culture; together with interest earned on investments in deposit accounts.

Expenditure: Given the nature of FP to be an entity mandated to construct and maintain physical

structures and house intellectual property, preference is given to gross expenditure as basis of

defining the level of materiality for transactions.

Non-Current Assets: As the carrying value of infrastructure and other property, plant and

equipment far exceeds that of the amount of transactions and other balances, preference is given

to non-current assets as basis of defining the level of materiality for balances.

Statutory requirements applicable to FP.

FP is a project funded by the Department of Arts and Culture; approval for its formation

having been obtained in terms of sec 38(1) (m) of the PFMA.

The Park has been listed as a PFMA Schedule 3A public entity.

The Council of the Park is required to execute the mandate in accordance with Section

3(1) of the Cultural Institutions Act 1998.

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The Park accordingly elects to give preference to a lower level of materiality (i.e. closer to the

lower level of the acceptable percentage range) due to it being so closely governed by various

acts and the public accountability responsibility it has to stakeholders.

The control and inherent risks associated with FP

In assessing the control risk of FP concluded that a materiality level of 0.25% of expenditure

and non-current assets is appropriate and prudent. This assessment is based on the fact that a

sound control environment is being maintained. In this regard cognisance was given to

amongst other matters:

Proper and appropriate governance structures have been established that include a

Council, CEO, CFO position, and the position of a Company Secretary.

An audit committee that closely monitors the control environment of FP was established;

The function of internal audit is outsourced to a firm of professional internal auditors; and

A three-year Internal Audit Coverage Plan, based on annual risk assessments being

performed. This is annually reviewed and agreed by the audit committee.

FP General Approach to Qualitative Aspects

Materiality is not confined to the size of the entity and the elements of its financial statements.

The Park recognises that misstatements that are large either individually or in the aggregate may

affect a “reasonable” user’s judgement. Further, misstatements may also be material on qualitative

grounds. These qualitative grounds include amongst other:

New ventures that FP may enter into.

Unusual transactions entered into that are not of a repetitive nature and are disclosed

purely due to the nature thereof due to knowledge thereof affecting the decision making of

the user of the financial statements.

Transactions entered into that could result in reputational risk to FP.

Any fraudulent or dishonest behaviour of an officer or staff of FP.

Any infringement of the Park agreed performance levels.

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Procedures/processes required by legislation or regulation (e.g. PFMA and the Treasury

Regulations).

Unauthorised, irregular or fruitless and wasteful expenditure.

Items of a non-financial nature, which would impact on the continued operation and

deliverables of the Park.

The Park further expands on these aspects under Annexure A, to this document.

The policy contained in this framework will be appropriately presented in the Annual Report of the

Park as required.

Definitions and Abbreviations

Accounting Authority: Freedom Park Council

Executive Authority: Department of Arts and Culture

Entity: Freedom Park (FP or Park)

PFMA: Public Finance Management Act (Act 1 0f 1999 as

amended by act 29 of 1999)

Treasury Regulations: Public Finance Management Act, 1999: amendment of

Treasury Regulations in Terms of Section 76 as published

in Government Gazette No. 7372

Annexure: Detailed/Specific FP Responses to Requirements

FP Response to Fiduciary duties of the Accounting Authority Requirements

The accounting authority must (c) on request, disclose to the executive authority responsible

for that public entity or the legislature to which the public entity is accountable, all material

facts, including those reasonably discoverable, which in any way influence the decisions or

actions of the executive authority or that legislature.

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Further/Specific

Requirement (PFMA

section 5a))

FP Response:

Quantitative

FP Response: Qualitative

None Any fact discovered of

which the amount

exceeds the

determined materiality

figure as calculated

under par 2.1

1. Any item or event of which specific

disclosure is required by law

2. Any fact discovered of which its

omission or misstatement, in the

Council’s opinion, could influence the

decisions or actions of the executive

authority or legislature.

FP Response to Annual Report and Financial Statements Requirement

General/Principal Requirement (PFMA section 55)

The annual report and financial statements referred to in subsection (1) (d) must (a) fairly

present the state of affairs of the public entity, its business, its financial results, its performance

against predetermined objectives and its financial position as at the end of the financial year

concerned:

Further/Specific Requirement

(PFMA section 55 (a))

FP Response:

Quantitative


(b) include particulars of:

(i) any material losses through

criminal conduct and any

irregular expenditure and fruitless

and wasteful expenditure that

occurred during the financial

year:

(ii) any criminal or disciplinary

steps taken consequence of such

losses or irregular expenditure or

1. Losses through

criminal conduct:

Any loss identified.

2. Losses through

irregular, fruitless,

wasteful

expenditure:

Where combined

total exceeds the

planning

All identified losses through

criminal conduct, unauthorised,

fruitless and wasteful expenditure

will be disclosed due to the fact

that it is qualitatively material.

Page 79

Further/Specific Requirement

(PFMA section 55 (a))

FP Response:

Quantitative


fruitless and wasteful

expenditure;

(iii) any losses recovered or

written off;

(iv) any financial assistance

received from the state and

commitments made by the state

on its behalf; and

(v) Any other matters that may be

prescribed.

materiality figure

used by the

external auditors

for the year under

review. However

the qualitative

nature will be

taken into account

FP Response to Information to be submitted by Accounting Authority Requirement

General/Principal Requirement (PFMA section 54)

Before a public entity concludes any of the following transactions, the accounting authority for the

public entity must promptly and in writing inform the relevant treasury of the transaction and submit

relevant particulars of the transaction to its executive authority for approval of the transaction:

Further/Specific

Requirement

(PFMA section 54))

FP Response:

Quantitative


(b) Participation in a

significant partnership, trust,

unincorporated joint venture

or similar arrangement.

Qualitative aspect

is more relevant

Any participation, outside of the

approved strategic plan and budget.

(c) acquisition or disposal of

a significant shareholding in

a company.

Qualitative aspect

is more relevant

Any acquisition or disposal, outside of

the approved strategic plan and

budget.

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(d) acquisition or disposal of

a significant asset.

Qualitative aspect

is more relevant

1. Any asset that would increase or

decrease the overall operational

functions of the Park, outside of the

approved strategic plan and budget.

2. Disposal of the major part of the

assets of the Park.

(e) commencement or

cessation of a significant

business activity.

Qualitative aspect

is more relevant

Any business activity that would

increase or decrease the overall

operational functions of the Park,

outside of the approved strategic plan

and budget.

Chief Financial Officer: Mr M Llale

Signature: ___________________________

Date:

Accounting Officer: Ms J Mufamadi

Signature: ___________________________

Date:

Accounting Authority: Mr MCR Makopo

Signature: ___________________________

Date:

Page 81

4.4. Council Charter

FREEDOM PARK

COUNCIL CHARTER

_____________________________

CHAIRPERSON OF COUNCIL

APPROVED BY COUNCIL Date : 5 January 2016

Page 82

COUNCIL CHARTER

1. DEFINITIONS

The expression defined below shall have the following definitions assigned to them unless

inconstant with the context of this Charter:

“Council” means the governance structure of Freedom Park as established and constituted

in terms of section 5 of the Cultural Institutions Act and an accounting authority in terms of

section 49 of the PFMA.

“Accounting officer” means a person mentioned in section 36 of PFMA

“Accounting authority” means a body or person mentioned in section 49 of the PFMA

“PFMA” means the Public Finance Management Act, 1999 (Act no. 1 of 1999) as amended

including National Treasury Regulations issued in terms thereof.

2. ROLE AND FUNCTION OF THE COUNCIL

The Council is ultimately accountable and responsible for the performance and affairs of

Freedom Park and its functions are:

2.1. to formulate policy;

2.2. to hold, preserve and safeguard all movable and immovable property of whatever kind

placed in the care of or loaned or belonging to the declared institution concerned;

2.3. to receive, hold, preserve and safeguard all specimens, collections or other movable

property placed under its care and management under section 10(1) of the Cultural

Institutions Act no 119 of 1998;

2.4. to raise funds for the institution;

2.5. to manage and control the moneys received by the declared institution and to utilise those

moneys for defraying expenses in connection with the performance of its functions;

2.6. to keep a proper record of the property of the declared institution, to submit to the Director-

General any returns required by him or her in regard thereto and to cause proper books of

account to be kept;

2.7. to determine, subject to this Act and with the approval of the Minister, the objects of the

declared institution; and

2.8. to, generally, carry out the objects of the declared institution.

2.9. Council may determine the hours during which and the conditions and restrictions subject

to which the public may visit the declared institution concerned, or portion thereof, and the

admission charges to be paid.

2.10. A council may appoint such persons as it considers necessary to perform the

functions of the declared institution concerned.

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2.11. Ensure that the determination of the remuneration and other conditions of service of

persons appointed is in accordance with a scheme approved by the Minister in

consultation with the Minister of Finance.

2.12. Ensure that the Minister publishes the objects of a declared institution determined

in the Gazette.

2.13. Ensure that socio economic imperatives of the National Government and

specifically the Department of Arts and Culture such as transformation and amongst

others economic capacitation of previously disadvantaged communities are

vigorously pursued.

2.14. Strategic Role

2.14.1. To determine the Freedom Park’s mission, vision, values and purpose;

2.14.2. To determine the strategy required to enable the Freedom Park to achieve its

purpose and to implement its values.

2.14.3. Quarterly analysis of the capacity of appropriate organizational structure to meet its

strategic objectives (this must be in every committee TOR)

2.15. Determination of Policy and Procedures and Levels of Materiality to ensure

the Integrity of the Freedom Park’s Risk Management and Internal Controls

2.15.1. To identify key risk areas and key performance indicators of the Freedom Park’s

businesses;

2.15.2. To determine levels of materiality;

2.15.3. To ensure what appropriate policies and processes are in place to effectively

protect the Freedom Park’s assets and reputation.

2.16. Monitoring of Operational Performance and Management

2.16.1. To monitor and evaluate the implementation of strategies, policies, management

performance criteria and business plans.

3. ROLE OF THE CHAIRPERSON

3.1. The chairperson of a council is elected from the appointed members of the council and

holds office for the period or the unexpired portion of the period for which he or she has

been appointed as member of the council, unless the council otherwise determines.

3.2. The chairperson is the head of the Council and his responsibilities include:

3.2.1. ensuring that all the Council members are informed of any business issue on which

a decision has to be taken outside Council and its Committees;

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3.2.2. ensuring that the that Management plays an effective management role and

participate fully in the operation and governance of the institution;

3.2.3. ensuring that Council members monitor the business and contribute to the business

decisions of the institution;

3.2.4. exercising independent judgement, acting objectively and ensuring that all relevant

matters are placed on the agenda and prioritized properly;

3.2.5. working closely with the chief executive officer and the company secretary in

ensuring that at all times all the Council members fully understand the nature and

extent of their responsibilities as directors in order to ensure the effective

governance of the institution;

3.2.6. ensuring that the performance of the chief executive officer is appraised on an

annual or other more frequent basis as the institution’s circumstances may demand,

either by the chairperson himself or a sub-committee appointed by the Council.

3.3. Play a crucial and strategic role in Fundraising activities of the institution.

4. ROLE OF THE CHIEF EXECUTIVE OFFICER

4.1. The Council should appoint the chief executive officer whose role should, preferably, be

separate from that of the chairperson.

4.2. The chief executive officer’s role should focus mainly on the operations of the institution,

ensuring that the institution is run efficiently and effectively and in accordance with the

strategic decisions of the Council.

4.3. The chief executive officer is accountable to the Council.

4.4. The chief executive officer for an institution:

4.4.1. must ensure that the institution has and maintains;

4.4.1.1. effective, efficient and transparent systems of financial and risk

management and internal control;

4.4.1.2. a system of internal audit under the control and direction of an audit

committee complying with and operating in accordance with regulations and

instructions prescribed in terms of sections 76 and 77 of the PFMA;

4.4.1.3. an appropriate procurement and provisioning system which is fair, equitable,

transparent, competitive and cost effective;

4.4.1.4. a system for properly evaluating all major projects prior to a final decision

on the project;

4.4.2. is responsible for the effective, efficient, economical and transparent use of the

resources of the institution;

4.4.3. must take effective and appropriate steps to:

4.4.3.1. collect all money due to the institution;

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4.4.3.2. prevent unauthorized, irregular and fruitless and wasteful expenditure and

losses resulting from criminal conduct; and

4.4.3.3. manage available working capital efficiently and economically;

4.4.4. is responsible for the management, including the safeguarding and the

maintenance of the assets, and for the management of the liabilities, of the

institution;

4.4.5. must comply with any tax, levy, duty, pension and audit commitments ad may be

required by legislation;

4.4.6. must settle all contractual obligations and pay all money owing, within the

prescribed or agreed period;

4.4.7. on discovery of any unauthorized, irregular or fruitless and wasteful expenditure,

must immediately report, in writing, particulars of the expenditure to the relevant

treasury and in the case of irregular expenditure involving the procurement of goods

or services, also to the relevant tender board;

4.4.8. must take effective and appropriate disciplinary steps against any official in the

service of the institution who;

4.4.8.1. contravenes or fails to comply with a provision of the Act;

4.4.8.2. commits an act which undermines the financial management and internal

control system of the institution; or

4.4.8.3. make or permits an unauthorized expenditure, irregular expenditure or

fruitless and wasteful expenditure;

4.4.9. must enforce compliance with any prescribed conditions of the institution gives

financial assistance to any entity or person;

4.4.10. must comply, and ensure compliance by the institution, with the provisions of this

Act.

5. CONFLICT OF INTEREST AND INDEPENDENCE

5.1. At any time, a member may disclose any personal financial interest in advance, by

delivering to the Council a notice in writing setting out the nature and extend of that interest,

to be used generally for the purpose of this section until changed or withdrawn by further

written notice from that member.

5.2. If a member has a personal financial interest in respect of a matter to be considered at a

meeting of the Council, or knows that a related person has a personal financial interest in

the matter, the member-

5.2.1. must disclose the interest and its general nature before the matter is considered at

the meeting

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5.2.2. must disclose to the meeting any material information relating to the matter, and

known to the member

5.2.3. may disclose any observations or pertinent insights relating to the matter if

requested to do so by the other members;

5.2.4. if present at the meeting, must leave the meeting

5.2.5. must not take part in the consideration of the matter,

5.2.6. while absent from the meeting in terms of this subsection –

5.2.6.1. is to be regarded as being present at the meeting for the purpose of

determining whether sufficient members are present to constitute the

meeting

5.2.6.2. is not to be regarded as being present at the meeting for the purpose of

determining whether a resolution has sufficient support be adopted; and

5.2.6.3. must not execute any document on behalf of the company in relation to the

matter unless specifically requested or directed to do so by the Council

6. DELEGATION OF AUTHORITY TO COMMITTEES

6.1. Council delegates it’s authority to the following Council Committees to be exercised in

accordance with the Terms of Reference of the relevant Committee:

6.1.1. Core Business Committee

6.1.2. Audit Committee

6.1.3. Finance and Fundraising Committee

6.1.4. Executive Committee

6.1.5. Ethics and Legal Committee

6.1.6. HR & remuneration Committee

6.2. This delegation does not divest Council of the responsibility concerning the exercise of the

delegated power or the performance of the assigned duty.

6.3. Council may vary or revoke any decision taken by the Committees as a result of the

delegated responsibilities.

6.4. Committees shall make recommendations and tender reports to Council regarding their

respective delegated functions.

7. COUNCIL STRUCTURE

7.1. The Council shall comprise a balance of skilled and experienced Council Members.

7.2. The roles of Chairperson and Chief Executive Officer are to be kept separate so that no

individual is afforded unfettered powers of decision.

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8. MEETING PROCEDURES

8.1. Council shall hold at least 4 quarterly meetings in the financial year.

8.2. Extraordinary or special meeting may be convened when necessary.

9. MINUTES

9.1. Minutes of the proceedings of Council Meetings must be drawn up, and submitted to the

next scheduled meeting for confirmation and subsequent signature of the Chairperson.

9.2. Minutes shall be compiled and circulated to Council and other relevant authorities within 7

days of the meeting.

10. CODE OF CONDUCT

10.1. In order to ensure good ethical practice, the Chairperson, members and officials of

the Council must:

10.1.1. ensure that there is no conflict of interest in relation to any matter being discussed

by the Council and recues themselves if there are any conflicts of interest;

10.1.2. declare their interest in any matter being discussed by the Council;

10.1.3. always act in an ethical manner in carrying out their fiduciary duties to Council and

Freedom Park;

10.1.4. ensure the confidentiality of all matters discussed by the Council;

10.1.5. if possible, make recommendations on a consensus basis with the Chairperson

making the final decision in the case where there is a hang vote;

10.1.6. in the event of a dispute, table the matter at Council for discussion and a resolution;

and

10.1.7. Ensure that they make every effort to attend all meetings of Council.

11. DECISION / NOTING

11.1. A decision carried by the majority of members present at a meeting, voting in favour

of a decision, shall be a decision of Council. In the case of an equality of votes, the

Chairperson of Council shall have a second or casting vote.

11.2. All Council Members shall be bound by a decision of the Council, even in their

absence.

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11.3. No official or invitee shall have a vote at meetings of the Council.

12. COUNCIL SELF EVALUATION / APPRAISALS

12.1. The effectiveness of the Chairperson, the Council and the individual Council

Members as well as the Committees shall be evaluated in accordance with the

evaluation and appraisal procedures adopted by the Council on a periodic basis.

12.2. This will assist in meeting training and development needs of the Council Members.

13. MONITORING OF OPERATIONAL PERFORMANCE

13.1. The Council shall ensure that procedures are in place for monitoring and evaluating

the implementation of its strategies, policies and business plans, as a measure of

operational performance and Freedom Park management.

14. RISK MANAGEMENT AND INTERNAL CONTROL

14.1. The Council is responsible for determining the policies and processes necessary

to ensure the integrity of the internal controls and risk management of Freedom

Park. Specifically, the Council must ensure that a formal risk assessment is

undertaken annually to identify and evaluate key risk areas. The Council must also

ensure that it continually recommends and forms its own opinion on the

effectiveness of the risk management process. Freedom Park’s Risk Management

Framework should be clearly communicated to all employees to ensure that the risk

strategy of the Council is incorporated into the language and culture of Freedom

Park.

15. CORPORATE SECRETARIAL ROLE (COMPANY SECRETARY)

15.1. The Council should recognize the pivotal role played by Freedom Park’s Corporate

Governance in the achievement of good corporate governance and empower this

individual accordingly.

15.2. The Secretary must provide the Council and its Committees as a whole and

individual Council Member with the detailed guidance regarding their

responsibilities.

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16. INTEGRATED SUSTAINABILITY REPORTING

16.1. The Council should report at least annually on the nature of its social, transformation

(Including BEE), ethical, safety, health (Including HIV/AIDS) and environmental

management policies and practices.

16.2. The disclosure of this information should be governed by the principles of reliability,

relevance, clarity comparability, timeliness and verifiability.

17. COMMITMENT

17.1. The Council is committed to the principles of fairness, accountability, responsibility

and transparency and to the enhancement of stakeholder value in the long terms,

taking into account the wider interests of society.

17.2. The codifying of standards in the code of Ethics, Corporate Governance Handbook

adopted by the Freedom Park, serves to emphasize the Council’s commitment to

organizational integrity and every Council Member shall ensure that all dealings on

behalf of the Freedom Park are conducted in accordance with the highest standard

of corporate governance.


Signature: ___________________________

Date:


Signature: ___________________________

Date:


Signature: ___________________________

Date:

Page 90

4.5. Organogram

Page 91

Organogram Continue


Date:


Date:


Date:

Page 92

4.6. Fraud Prevention Plan

FRAUD PREVENTION POLICY

_________________________________________

CHAIRPERSON OF FREEDOM PARK COUNCIL

Approved by Board 19 February 2007

Amended (Cultural Institution) 11 August 2011

Reviewed 29 October 2013

Page 93

CONTENTS

GLOSSARY OF TERMS

SECTION I: INTRODUCTION

SECTION II: APPROACH TO THE UPDATING OF THE PLAN

SECTION III: COMPONENTS OF THE PLAN

SECTION IV: APPROACH TO FRAUD PREVENTION

A. PREVENTING FRAUD AND CORRUPTION

4.1 Code of Governance and Ethics

4.2 Freedom Park’s systems, policies, procedures, rules and regulations

Disciplinary code and procedures

Internal controls

Physical and information security

B. DETECTING AND INVESTIGATING FRAUD AND CORRUPTION

4.3 Internal Audit

4.4 Ongoing risk assessment and management

Fraud and corruption detection

4.5 Reporting and monitoring

The Fraud Policy and Response Plan

C. FURTHER IMPLEMENTATION AND MAINTENANCE

4.6 Creating awareness

4.7 Ongoing maintenance and review

LIST OF ANNEXURES

Annexure A Fraud Policy and Response Plan

Annexure B Implementation plan containing a matrix of tasks and responsibilities

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GLOSSARY OF TERMS

Throughout this document, unless otherwise stated, the words in the first column below have the

meanings stated opposite them in the second column (and cognate expressions shall bear

corresponding meanings):

“CFO” Chief Financial Officer: Freedom Park

“Code” Code of Governance and Ethics

“CEO” Chief Executive Officer: Freedom Park

“DPSA” Department of Public Service and Administration

“Fraud and corruption” Includes, but is not limited to, the following:

a) The following legal definitions:

i. Fraud, i.e. the unlawful and intentional making of a misrepresentation resulting in

actual or potential prejudice to another;

ii. Theft, i.e. the unlawful and intentional misappropriation of another's property or

property which is in his/her lawful possession, with the intention to deprive the owner

of its rights permanently;

iii. Offences in respect of corrupt activities as defined in the Prevention and Combating of

Corrupt Activities Act, 2004, i.e.:

The general offence of corruption which could be summarised as directly or indirectly

accepting or agreeing to accept any gratification from another person; giving or

agreeing to give any other person any gratification in order to influence that person

directly or indirectly to exercise his powers, duties or legal obligations in a manner

which is/amounts to:

Illegal, dishonest, unauthorised, incomplete, or biased;

Misuse or selling of information or material acquired;

Abuse of position of authority;

Breach of trust;

Violation of a legal duty or set of rules;

Designed to achieve an unjustified result; and

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Any other unauthorised or improper inducement to do or not to do anything.

Corrupt activities in relation to:

Public officials;

Foreign public officials;

Agents;

Judicial officers;

Members of the prosecuting authority;

Unauthorised gratification received or offered by or to a party in an employment

relationship;

Witnesses and evidential material during certain proceedings;

Contracts;

Procuring and withdrawal of tenders; and

Auctions.

Conflicts of interests and other unacceptable conduct, e.g.:

Acquisition of private interests in contract, agreement in or investment in public

body;

Unacceptable conduct relating to witnesses; and

Intentional interference with, hindering or obstruction of investigation of offence.

Other offences relating to corrupt activities, viz:

Accessory to or after an offence;

Attempt, conspiracy and inducing another person to commit offence; and

Failure to report corrupt transactions and suspicions of corrupt transactions.

b) Fraudulent and corrupt acts may include:

Systems issues: where a process/system exists which is prone to abuse by employees,

the public or other stakeholders, e.g.:

Irregular collusion in the awarding of tenders or orders for goods and/or services;

Non-compliance to delegation of authority;

Suppliers submitting false information during the tendering process;

Abuse of the system of travel claims; and

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Abuse of the system of overtime and other allowances.

Financial issues: i.e. where individuals or companies have fraudulently obtained money from

Freedom Park, e.g.:

Theft of petty cash;

Contractors double invoicing;

Cheque fraud; and

Payments made to contractors for work not carried out.

Equipment and resource issues: i.e. where Freedom Park ’s equipment is utilised for

personal benefit or stolen, e.g.:

Abuse of vehicles;

Abuse of petrol cards;

Theft of assets, e.g. vehicles, IT equipment, Office furniture, heritage artefacts, etc;

Abusive/Unauthorised use of resources for personal gain, e.g. telephones,

internet, e-mail;

Irregular destruction, removal, or abuse of heritage information; and

Disclosing confidential proprietary information to outside parties.

Other issues: i.e. activities undertaken by employees of Freedom Park, which may be

against policies or fall below established ethical standards, e.g.:

Soliciting gifts or favours from consultants or other suppliers, e.g. acceptance of

"kickbacks";

Deliberate non-compliance with policies, procedures and legislative prescripts;

Pursuing private business interests without permission;

Non-disclosure of personal interests;

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Collusion and favouritism between management and staff;

Plagiarism; and

Nepotism in recruitment.

“Fraud Policy” Fraud Policy and Response Plan, dated February 2007

“PFMA” Public Finance Management Act, Act No. 1 of 1999

“Plan” Fraud Prevention Plan, dated February 2007

“PwC” PricewaterhouseCoopers

1. SECTION I: INTRODUCTION

1.1 During the course of July 2006 PwC was requested to assist Freedom Park, hereinafter

referred to as “Freedom Park” with the development of a Fraud Prevention Plan,

including a Fraud Policy and Response Plan.

1.2 The main issues addressed in this document are the development of the Fraud

Prevention Plan, incorporating the Fraud Policy and Response Plan.

1.3 The Plan takes into account the risks of fraud and corruption as identified in risk

assessments initiated by Freedom Park a review of other pertinent documentation and

interviews with selected Freedom Park officials. The Plan addresses strategic fraud and

corruption risks that must be addressed and which could jeopardise the successful

implementation of each component of the Plan.

1.4 The Plan is dynamic and it will continuously evolve as Freedom Park makes changes

and improvements in its drive to promote ethics, as well as to fight fraud and corruption.

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2. SECTION II: APPROACH TO THE UPDATING OF THE PLAN

2.1. The Plan incorporates principles contained in the Public Sector Anti-Corruption Strategy

dated January 2002, certain provisions of the PFMA and Treasury regulations and other

relevant legislation.

2.2. The Fraud Policy (Annexure A), and Matrix of tasks and responsibilities (Annexure B)

are attached to the Plan as they form an integral part thereof.

2.3. The fraud and corruption risks identified in the development of the Plan cannot be relied

upon as an indication of the full spectrum of fraud and corruption risks facing Freedom

Park, but rather as an indication of the type of risks. The Plan does not guarantee that

Freedom Park will not be impacted by incidents of fraud and corruption but is intended to

serve as an additional measure to assist in the limitation of fraud and corruption risk with a

particular focus on creating awareness, advocacy, enforcement and promoting ethical

business conduct.

2.4. The process of developing the Plan was not conducted as an audit in terms of South

African Auditing Standards.

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3. SECTION III: COMPONENTS OF THE PLAN

3.1. In terms of the PFMA, the responsibilities of the Accounting Officer include the

implementation of a fraud prevention plan. The challenge, however, is to ensure that the

plan is implemented effectively to mitigate the fraud and corruption risks and to deter any

possible acts of fraud and corruption.

3.2. The main principles of the Plan are the following:

Creating a culture which is intolerant to fraud and corruption;

Deterrence of fraud and corruption;

Preventing fraud and corruption which cannot be deterred;

Detection of fraud and corruption;

Investigating detected fraud and corruption;

Taking appropriate action against fraudsters and corrupt individuals, e.g.

prosecution,

disciplinary action, etc; and

Applying sanctions, which include redress in respect of financial losses.

3.3. The objectives of the Plan could be summarised as follows:

Developing a culture of ethical behaviour and instilling zero–tolerance to fraud and

corruption;

Sending a clear message to all Freedom Park employees and members of the

public

who interact with Freedom Park that Freedom Park is committed to fighting fraud

and corruption;

Improving accountability, efficiency and effective administration within Freedom

Park

and to deal decisively with acts of fraud and corruption;

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Improving the application of systems, policies, procedures and regulations;

Changing aspects of Freedom Park which could facilitate the detection of fraud

and corruption and not allowing these to go unnoticed or unreported; and

Encouraging all employees and other stakeholders to strive towards the

prevention and detection of fraud and corruption impacting or having the potential

to impact Freedom Park.

3.4. The above is not intended to detract from the premise that all the components are equally

essential for the successful realisation of the Plan.

3.5. The components of the Plan for Freedom Park are the following:

a. Freedom Park’s systems, policies, procedures, rules and regulations;

b. The Disciplinary Code and Procedures;

c. Sound internal controls to prevent and detect fraud and corruption;

d. Physical and information security management;

e. Internal Audit;

f. Ongoing risk assessment and management, which includes systems for fraud and

corruption detection;

g. Reporting and monitoring of allegations of fraud and corruption;

h. A fraud policy which includes the policy stance of Freedom Park to fraud and

corruption and a response plan which incorporates steps for the reporting as well

as proper resolution of reported and detected incidents and allegations of fraud

and corruption;

i. Creating awareness amongst employees, the public and other stakeholders (e.g.

goods and service providers) through communication and education relating to

relevant components of the Plan, the Code and the Fraud Policy; and

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j. Ongoing maintenance and review of the Plan to ensure effective project-

management of its further implementation and maintenance.

An illustration of the Plan is contained in the figure below:

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Creating Awareness: Education &

Communication

Systems, Policies &

Procedures

Disciplinary Code

Internal Controls

Physical & Information

Security

Internal Audit

Fraud Detection

Reporting & Monitoring

Investigation

Resolution

Ongoing Maintenance

& Review

Code of Governance and Ethics

Fraud Policy & Response

Plan

Proactive

Reactive

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SECTION IV: APPROACH TO FRAUD PREVENTION

The approach to fraud prevention in Freedom Park can be summarised as follows:

Implementation Including: Creating awareness. training and communication

Enforcement

Focus on Stakeholders

Focus on Employees and Management

Organisational Focus

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4. A - PREVENTING FRAUD AND CORRUPTION

4.1. Code of Governance and Ethics

4.1.1. According to the Code, ethical conduct refers to correct, fitting, decent, honourable

and principled behaviour.

4.1.2. Freedom Park will arrange workshops or through the sharing knowledge, create

awareness of fraud and corruption, the manifestations thereof and the Plan, in

general, amongst employees. A further objective of creating awareness is to

reinforce the expectations of Freedom Park with regard to their conduct and

behaving ethically and with integrity.

4.1.3. Processes and mechanisms to manage professional ethics are key to the fight

against fraud and corruption. In line with the principles contained in the Public

Service Anti-Corruption Strategy and the overall Fraud Prevention Plan, Freedom

Park will pursue the following additional steps to communicate the principles

contained in the Code:

a) A copy of the Code will be circulated to all employees and included in induction packs for

new employees. All employees will also be required to sign an annual declaration serving

as an indication of their understanding of, and commitment to, the Code; and

b) Include relevant aspects of the Code in further awareness presentations, training sessions

and communication programmes to create awareness thereof amongst employees and

other stakeholders.

4.1.4. Section 13 of the Code states that “gifts or cash must never be accepted”.

4.1.5. In line with the above, Freedom Park will develop declaration of gifts register in

order to address both the acceptance and offering of business courtesies, including

gifts, by all employees of Freedom Park.

4.1.6. Freedom Park has a system for disclosing financial interests and personal

property for Senior Management and should consider introducing it to all members of

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staff in Procurement in line with the PFMA Treasury Regulations, Section 4.6.3.

Freedom Park should also consider rolling it out to all levels management.

4.1.7. Annual declarations of private business interests and actual or potential conflicts of

interest by all employees should be performed.

4.2. Freedom Park’s systems, policies and procedures, rules and regulations

4.2.1. The management of Freedom Park will improve awareness and knowledge of the

systems, policies and procedures, including the requirements of the PFMA,

Preferential Procurement Policy Framework Act and Supply Chain Management

Guidelines amongst its employees. Freedom Park will develop clearly defined

communication and training strategies to create awareness of existing and new

policies and procedures in order to ensure that all employees are made aware of,

and adequately trained in the implementation of policies and procedures relevant to

their duties and responsibilities, including:

a. Provisions for all employees to acknowledge, in writing, that they have read the

policies and procedures applicable to their duties and are aware of these policies

and procedures;

b. The keeping of adequate records serving as proof that employees have been

made aware of the policies and procedures relevant to their duties; and

c. The development and distribution of a regular communiqué outlining the

importance of complying with policies and procedures and the implications for

employees, for example – the taking of corrective action against offenders not

complying with policies and procedures.

4.2.2. A structured monitoring mechanism will be developed for the keeping of proper

records of the policies and procedures that are being updated, and of new policies

and procedures that are being developed in order to set clear targets and monitor

progress.

4.2.3. Freedom Park is committed to developing human resources systems, policies and

procedures, which will incorporate the fraud and corruption prevention practices

detailed below.

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a. The maintenance of a system for transparent and merit-based hiring and

promotion practices with objective standards in order to reduce the risk of

nepotism and favouritism, both of which are damaging forms of fraud and

corruption;

b. Thorough vetting will be conducted for all candidates. A comprehensive framework

within which to address employee fraud and corruption risk will include:

i. Advertising posts: The inclusion of specific provisions when advertising

posts to provide an indication to applicants that only people with the

highest levels of personal integrity will be considered and that submission

to appropriate pre-employment screening processes are obligatory for

consideration in any post;

ii. Pre-employment and probity: Thorough pre-employment screening will

be conducted for all employees. Freedom Park intends ensuring that pre-

employment screening procedures are applicable to all employees,

regardless of level, interns and temporary and contract workers. Relevant

probity will be included in all employee screening processes;

iii. Probation: Compulsory probationary periods are applicable to all full-time

employees. This provision will be extended to include seconded

employees, interns and temporary and contract workers. Relevant

screening will again be considered for employees on probation, during

probation and prior to their final appointment;

iv. Ongoing financial disclosure and lifestyle audits: Senior managers will

be obliged to complete financial disclosures wherein specific personal

assets and private business interests must be declared;

v. Regular reviews relating to employees in sensitive posts: This relates

to the use of a system of more frequent probity and vetting of employees

who occupy high risk posts. This system will include the identification and

relevant security grading of posts;

vi. Employee induction programmes: Employee induction is an opportunity

to introduce employees to the culture and ethos of the organisation. Efforts

will be made to ensure that organisational strategy, integrity, ethics and

conduct standards are included in employee induction. Specific steps will

also be developed to include seconded employees, interns and temporary

and contract workers in relevant aspects of induction programmes;

vii. Obligatory Leave Periods: In order to limit the risk of over-worked

employees who could become lackadaisical leading to non-compliance to

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internal control and to further limit the risk of unethical conduct, fraud and

corruption, a policy obliging all employees to take annual leave will be

implemented. This will also limit the risk of unethical individuals

monopolising specific tasks; and

viii. Exit Procedures: Exit procedures for employees leaving the organisation

will continually require the return of assets and an exit interview. The return

of assets, if not addressed promptly, could lead to obvious losses. Steps

should be taken to ensure that specific follow-up time frames are set to

encourage managers to apply this requirement more promptly.

4.2.4. Management must be held accountable for complying with, and implementing,

Freedom Park's systems, policies and procedures for preventing fraud and

corruption. This will be addressed in job descriptions, agreed work plans and

performance contracts and appraisals.

4.2.5. Freedom Park will also develop a system with clear guidelines for the placing of

prohibitions on individuals and restrictions on entities found guilty of fraud and

corruption against it.

Disciplinary code and procedures

4.2.6. The disciplinary code and procedures prescribes appropriate steps to be taken to

resolve disciplinary matters. Human Resources supports Freedom Park in instituting

and completing disciplinary action for cases of fraud and corruption.

4.2.7. Freedom Park recognises the fact that the consistent and efficient application of

disciplinary measures is an integral component of effective fraud and corruption

prevention. The following steps to expedite the consistent, efficient and speedy

application of disciplinary measures will be performed:

a. Creating awareness amongst employees of conduct that is forbidden in terms of

the disciplinary code. Where disciplinary standards are not adhered to, action will

be taken against offenders;

b. Ongoing training of managers in the application of disciplinary measures and the

disciplinary process, and sustaining this training;

c. Developing a system to facilitate the consistent application of disciplinary

measures; and

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d. Regular monitoring and review of the application of discipline with the objective of

improving weaknesses identified.

4.2.8. Where managers are found to be inconsistent and/or inefficient in the application

of discipline firm corrective action will be considered.

Internal controls

4.2.9. This section of the Plan relates to basic internal controls to prevent and detect

fraud and corruption and the training of employees in internal control and the

conducting of their day-to-day duties. The systems, policies and procedures of

Freedom Park, together with Treasury Regulations among others prescribe various

controls, which if effectively implemented, would limit the risk of fraud and corruption.

These controls may be categorised as follows, it being recognised that the

categories contain overlapping elements:

Internal controls; and

Training of employees in internal control and the conducting of their day-to-day

duties.

4.2.10. Internal Controls

a) Prevention controls, which is further subdivided into:

i.Authorisation controls which prescribe that all transactions require authorisation or approval by an

appropriate responsible person and that the limits for these authorisations are specified in the

delegations of authority of Freedom Park; and

ii. Physical controls which are concerned mainly with the custody of assets

and

involve procedures and security measures designed to ensure that access

to assets is limited to authorised personnel.

b) Detection controls, which is further subdivided into:

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i. Arithmetic and accounting controls, which are basic controls within the

recording function which ensure that transactions to be recorded and

processed have been authorised, are complete, are correctly recorded, and

accurately processed. Such controls include checking arithmetical accuracy of

records, the maintenance and checking of totals, reconciliation, controls

accounts, and accounting for documents;

ii. Physical controls, which relate to the security of records and are similar to

preventive controls in that they are also designed to limit access;

iii. Supervision, which relates to supervision by responsible officials of day-to-day

transactions and the recording thereof; and

iv. Management Information which relates to the review of management accounts

and budgetary controls. These controls are normally exercised by

management outside the day-to-day routine of the system.

c) Segregation of duties

i. One of the primary means of control is the separation of those responsibilities

or duties that would, if combined, enable one individual to record and process

a complete transaction, thereby providing him/her with the opportunity to

manipulate the transaction irregularly and commit fraud and corruption.

ii. Segregation of duties reduces the risk of intentional manipulation or error and

increases the element of checking.

iii. Functions that should be separated include those of authorisation, execution,

custody, recording, and, in the case of computer-based accounting systems,

systems development and daily operations; and

iv. Placed in context with fraud and corruption prevention, segregation of duties

lies in separating either the authorisation or the custodial function from the

checking function.

4.2.11. Despite the existence of systems, policies, procedures, rules and regulations to

address internal control, risk assessments have identified the following deficiencies:

Deliberate non-compliance with policies and procedures;

Fraudulent travel claims; and


Some of these result from lack of training, expertise, knowledge and capacity.

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4.2.12. Freedom Park will continue to initiate steps to address the problem of lack of

training, expertise and knowledge in systems, policies and procedures to improve

internal control. Areas of weakness will be identified during audits and risk

assessments.

4.2.13. Furthermore, Freedom Park will also continue to re-emphasise to all managers

that consistent compliance by all employees with internal control is one of the

fundamental controls in place to prevent fraud and corruption. Managers will be

encouraged to recognise that internal control shortcomings identified during the

course of audits are, in many instances, purely symptoms and that they should strive

to identify and address the causes of these internal control weaknesses, in addition

to addressing the control weaknesses.

4.2.14. Furthermore, Freedom Park will develop a formal system by which the

performance of managers is appraised by taking into account the number of audit

queries raised and the level of seriousness of the consequent risk to Freedom

Parkas a result of the internal control deficiency identified. This is intended to raise

the level of manager accountability for internal control.

4.2.15. Where managers do not comply with basic internal controls, e.g. non-adherence to

the delegation of authority limits, firm disciplinary action(s) will be considered.

Physical security

4.2.16. Freedom Park’s main physical security threat arises in the area of control over its

information and physical assets, e.g. leaking of confidential information and theft of

IT equipment such as laptops.

4.2.17. Freedom Park will consider conducting a regular detailed review of the physical

security arrangements at its offices and other sites and improve weaknesses

identified. Specific focus areas will be physical security over project files,

infrastructure, assets and staff.

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Information security

4.2.18. Freedom Park will ensure that all employees are sensitised on a regular basis to

the fraud and corruption risks associated with information security and the utilisation

of computer resources, in particular – access control, and ensure that systems are

developed to limit the risk of manipulation of computerised data.

4.2.19. Regular communiqués will be forwarded to employees pointing out security

policies, with a particular emphasis on e-mail and Internet usage and the implications

(e.g. disciplinary action) of abusing these and other computer related facilities.

Where employees are found to have infringed on prevailing policy in this regard,

disciplinary action will be taken.

4.2.20. Regular reviews of information and computer security will also be considered.

Weaknesses identified during these reviews will be addressed.

B - DETECTING AND INVESTIGATING FRAUD AND CORRUPTION

4.3. Internal Audit

4.3.1. Freedom Park recognises the fact that the positive support by all its managers for

Internal Audit and its functions, speedy response to, and the addressing of queries

raised by Internal Audit is vital to the success of the Plan. Where managers are

found to be slow in addressing internal control queries raised, firm action will be

taken.

4.3.2. Freedom Park will regularly re-emphasise to all managers that consistent

compliance by employees with internal control is one of the fundamental controls in

place to prevent fraud and corruption. Managers will be encouraged to recognise

that internal control shortcomings identified during the course of audits are, in many

instances, purely symptoms and that they should strive to identify and address the

causes of these internal control weaknesses, in addition to addressing the control

weaknesses.

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4.4. Ongoing fraud risk assessment and management

4.4.1. Acknowledging the fact that it faces diverse business risks from both internal and

external sources and in order to comply with the requirements of the Treasury

Regulations to the PFMA, Freedom Park has completed its risk assessment. This

information will be used to assist management with the following:

a) Prioritising areas for attention and subsequently developing appropriate

controls to limit the material risks identified; and

b) To enable management to continually assess and update the risk profile

(incorporating fraud and corruption risk) of Freedom Park.

Fraud and corruption detection

4.4.2. Freedom Park will also consider performing specific fraud and corruption detection

reviews in the following areas on a regular basis. This will include the conducting of

presentations to managers and staff to ensure that they have a more detailed

understanding of the fraud and corruption risks associated with these areas, thus

also enhancing the prospect of detecting irregularities earlier. These include:

Procurement/Supply Chain Management;

Non-compliance with procurement policies and procedures;

Conflicts of interest and private work declarations; and

Payroll, including time management and allowances paid out.

4.5. Reporting and monitoring

4.5.1. Freedom Park should protect the rights of whistle blowers to prevent victimisation

by fellow employees or managers in contravention of the Protected Disclosures Act

26 of 2000. Such victimisation could have severe negative implications for Freedom

Park, for example, negative media publicity.

4.5.2. The Risk Committee should elect a Fraud Prevention Committee which should

report to the Risk Committee at least on a quarterly basis ito the implementation of

the policy.

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4.5.3. Freedom Park will ensure that a fraud and corruption information system is

developed for the following purposes:

a) Recording all allegations;

b) Tracking progress with the management of allegations;

c) To facilitate the early identification of systemic weaknesses and recurring

risks, and inform managers and employees of systemic weaknesses/risks;

d) Provide feedback to employees and other whistle blowers on the management

of allegations; and

e) To provide minimum information on fraud and corruption to designated

national departments as indicated in paragraph 4.5.3 below.

4.5.4. In line with Parliamentary Cabinet Memorandum regarding the minimum anti-

corruption capacity for departments and organisational components in the Public

Service, Freedom Park will provide the DAC with the following minimum information

at the end of each financial year:

a) Number of allegations of corruption received and corruption cases detected

per defined categories as defined in the Prevention and Combating of Corrupt

Activities Act, 2004 and service delivery areas;

b) Number of allegations and cases referred to in (a) above:

i. Handled in terms of disciplinary procedure;

ii. Referred to law enforcement agency or other body;

iii. Not investigated for disciplinary purposes or not referred;

iv. Description of corruption risk areas; and

The Fraud Policy and Response Plan

4.5.5. A Fraud Policy, which contains the policy stance of Freedom Park to fraud and

corruption as well as the response mechanisms in place to report, investigate and

resolve incidents of fraud and corruption which impact on Freedom Park, has been

developed.

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4.5.6. The updated Fraud Policy will be circulated to all employees of Freedom Park and

appropriate sections to the general public and providers of goods and services.

4.5.7. The following are steps included in the fraud policy for the reporting of fraud and

corruption:

a) All allegations of fraud and corruption should be reported in writing by employees

to their immediate managers;

b) If there is a concern that the immediate manager is involved, the report must be

made to the CEO and/or the Chairperson of the Audit Committee;

c) All managers should report all allegations to the CEO who will initiate an

investigation; and

d) Should an employee wish to make a report anonymously, they can contact any

member of management, the CEO or the Chairperson of the Audit Committee.

e) The fraud hotline number is also available on the intranet for anonymous reporting

of fraud.

C. FURTHER IMPLEMENTATION AND MAINTENANCE

4.6. Creating awareness

This component of the Plan comprises two approaches, namely education and communication.

Education

4.6.1. The creating of awareness amongst employees is intended to address the

following issues:

a) Informing employees on an ongoing basis on what constitutes fraud and

corruption;

b) Promote Freedom Park policies that must be adhered to, including values and the

Code;

c) Informing employees of fraud and corruption risks to enable understanding of

specific risks to which Freedom Park may be exposed, thus enhancing the

prospect of detecting irregularities earlier;

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d) Encouraging employees to blow the whistle on fraud and corruption; and

e) Employee awareness of the current legislative framework as it relates to fraud and

corruption, and their obligations and rights should they blow the whistle on fraud

and corruption, the nature of the witness protection system and the roles and

responsibilities of existing anti-corruption institutions.

Communication

The objective of the communication approaches is to also create awareness amongst employees,

the public and other stakeholders, of the Plan in order to facilitate a culture where all stakeholders

strive to contribute toward making the Plan a success as well as for the sustaining of a positive,

ethical culture within Freedom Park. This will increase the prospect of fraud and corruption being

reported and improve Freedom Park’s prevention and detection ability.

4.6.2. Communication strategies that will be considered by Freedom Park are the

following:

a) Posters, newsletters, pamphlets and other publications to advertise the Fraud

Policy, aimed at employees and other stakeholders;

b) Attachments to tender invitation documents relating to Freedom Park's stance to

fraud and corruption, where such irregularities can be reported and the actions

which will be considered (Standard bidding documentation);

c) Appropriate attachments to offers of employment and inclusion of appropriate

items in induction and training programmes;

d) Prudent terms in contracts signed with providers of goods and/or services relating

to offering of gifts to employees of Freedom Park and the right to audit records;

e) The use of an ethics committee;

f) ;

g) Endorsements of correspondence directed at providers of goods and/or services

and other stakeholders with anti-fraud and corruption and pro-ethics messages;

and

h) Declaration agreements/notices on all motivations for procurement by supply chain

officials and approvers.

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4.7. Ongoing maintenance and review

4.7.1. The Plan will be reviewed on an annual basis, whilst progress with the

implementation of the various components will be reviewed on a quarterly basis. In

the latter regard, specific priorities stemming from the Plan, actions to be taken,

responsible persons and feedback dates relating to progress made will also be set. A

matrix of tasks and responsibilities (Annexure B) has been developed to facilitate

this.

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FRAUD POLICY AND RESPONSE PLAN

(Annexure A to the Fraud Prevention Policy)

_________________________________________

CHAIRPERSON OF FREEDOM PARK COUNCIL

Approved by Board 19 February 2007

Amended (Cultural Institution) 11 August 2011

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CONTENTS

Glossary of Terms

1. Background

2. Scope of the Policy

3. The Policy

4. Reporting procedures and resolution of reported incidents

5. Confidentiality

6. Publication of sanctions

7. Protection of whistle blowers

8. Application of prevention control and detection mechanisms

9. Creating awareness

10. Administration

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GLOSSARY OF TERMS

Throughout this document, unless otherwise stated, the words in the first column below have the

meanings stated opposite them in the second column (and cognate expressions shall bear

corresponding meanings):

“CEO” Chief Executive Officer: Freedom Park

“DPSA” Department of Public Service and Administration

“Fraud and corruption” Includes, but is not limited to, the following:

a) The following legal definitions:

i. Fraud, i.e. the unlawful and intentional making of a misrepresentation resulting in actual

or potential prejudice to another;

ii. Theft, i.e. the unlawful and intentional misappropriation of another's property or property

which is in his/her lawful possession, with the intention to deprive the owner of its rights

permanently;

iii. Offences in respect of corrupt activities as defined in the Prevention and Combating of

Corrupt Activities Act, 2004, i.e.:

The general offence of corruption which could be summarised as directly or indirectly

accepting or agreeing to accept any gratification from another person; giving or agreeing to

give any other person any gratification in order to influence that person directly or indirectly

to exercise his powers, duties or legal obligations in a manner which is/amounts to:

o Illegal, dishonest, unauthorised, incomplete, or biased;

o Misuse or selling of information or material acquired;

o Abuse of position of authority;

o Breach of trust;

o Violation of a legal duty or set of rules;

o Designed to achieve an unjustified result; and

o Any other unauthorised or improper inducement to do or not to do anything.

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Corrupt activities in relation to:

o Public officials;

o Foreign public officials;

o Agents;

o Judicial officers;

o Members of the prosecuting authority;

o Unauthorised gratification received or offered by or to a party in an employment

relationship;

o Witnesses and evidential material during certain proceedings;

o Contracts;

o Procuring and withdrawal of tenders;

o Auctions;

o Sporting events; and

o Gambling games or games of chance.

Conflicts of interests and other unacceptable conduct, e.g.:

o Acquisition of private interests in contract, agreement in or investment in public body;

o Unacceptable conduct relating to witnesses; and

o Intentional interference with, hindering or obstruction of investigation of offence.

Other offences relating to corrupt activities, viz:

o Accessory to or after an offence;

o Attempt, conspiracy and inducing another person to commit offence; and

Failure to report corrupt transactions and suspicions of corrupt transactions.

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b) Fraudulent and corrupt acts may include:

Systems issues: where a process/system exists which is prone to abuse by employees, the public

or other stakeholders, e.g.:

Irregular collusion in the awarding of tenders or orders for goods and/or services;

Non-compliance to delegation of authority;

Suppliers submitting false information during the tendering process;

Abuse of the system of travel claims; and

Abuse of the system of overtime and other allowances.

Financial issues: i.e. where individuals or companies have fraudulently obtained money from

Freedom Park, e.g.:

Theft of petty cash;

Contractors double invoicing;

Cheque fraud; and


Equipment and resource issues: i.e. where Freedom Park's equipment is utilised for personal

benefit or stolen, e.g.:

Abuse of vehicles;

Abuse of petrol cards;

Theft of assets, e.g. vehicles, IT equipment, Office furniture, heritage artefacts, etc;

Personal use of resources, e.g. telephones, internet, e-mail;

Irregular destruction, removal, or abuse of heritage information; and

Disclosing confidential proprietary information to outside parties.

Other issues: i.e. activities undertaken by employees of Freedom Park, which may be against

policies or fall below established ethical standards, e.g.:

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Soliciting gifts or favours from consultants or other suppliers, e.g. acceptance of "kick-

backs";

Deliberate non-compliance with policies, procedures and legislative prescripts;

Pursuing private business interests without permission;

Non-disclosure of personal interests;

Collusion and favouritism between management and staff;

Plagiarism; and

Nepotism in recruitment.

“Fraud Policy” Fraud Policy and Response Plan, dated February 2007

“FREEDOM PARK” Freedom Park

“PFMA” Public Finance Management Act, Act No. 1 of 1999

“Plan” Fraud Prevention Plan, dated February 2007

“SAPS” South African Police Services

1. BACKGROUND

1.1. This policy is intended to set down the stance of Freedom Park to fraud and corruption and

to reinforce existing systems, policies and procedures of Freedom Park aimed at deterring,

preventing, detecting, reacting to and reducing the impact of fraud and corruption.

1.2. Furthermore, the purpose of this document is to confirm that Freedom Park supports and

fosters a culture of zero tolerance to fraud and corruption in all its activities.

2. SCOPE OF THE POLICY

2.1. This policy applies to all allegations, attempts and incidents of fraud and corruption

impacting or having the potential to impact Freedom Park.

2.2. All employees and management of Freedom Park must comply with the spirit and content

of the Policy.

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3. THE POLICY

3.1. The policy of Freedom Park is zero tolerance to fraud and corruption, which will be

supported by the creation of an environment and culture of zero tolerance to fraud and

corruption within Freedom Park. In addition, all fraud and corruption will be investigated

and followed up by the application of all remedies available within the full extent of the law

and the implementation of appropriate prevention and detection controls. These prevention

controls include the existing financial and other controls and checking mechanisms as

prescribed in the systems, policies and procedures of Freedom Park.

3.2. The efficient application of Treasury Regulations issued in terms of the PFMA instructions

contained in the policies and procedures of Freedom Park, is one of the most important

duties to be applied by every employee in the execution of their daily tasks.

4. REPORTING PROCEDURES AND RESOLUTION OF REPORTED INCIDENTS

What should an employee do if he/she suspects fraud and corruption?

4.1. It is the responsibility of all employees to immediately report all allegations or incidents of

fraud and corruption to their immediate manager.

4.2. All managers are responsible for the detection, prevention and investigation of fraud and

corruption and must report all incidents and allegations of fraud and corruption to the CEO.

The CEO will initiate an investigation into the matter.

4.3. Should employees wish to report allegations of fraud and corruption anonymously, they

can contact any member of management, the CEO or the Chairperson of the Audit

Committee.

What should a member of the public or providers of goods and/or services do if they suspect

fraud and corruption?

4.4. Freedom Park encourages members of the public or providers of goods and/or services

who suspect fraud and corruption to contact the CEO or the Chairperson of the Audit

Committee.

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How will allegations of fraud and corruption be dealt with by Freedom Park?

4.5. For issues raised by employees, members of the public or providers of goods and/or

services, the action taken by Freedom Park will depend on the nature of the concern. The

matters raised will be screened and evaluated and may subsequently:

Be investigated internally; or

Be referred to another law enforcement agency.

4.6. Any fraud and corruption committed by an employee or any other person will be pursued

by thorough investigation and to the full extent of the law, including (where appropriate)

consideration of:

a) In case of employees, taking disciplinary action within a reasonable period of time after the

incident;

b) Instituting civil action to recover losses;

c) Initiating criminal prosecution by reporting the matter to the SAPS or any other relevant law

enforcement agency; and

d) Any other appropriate and legal remedy available.

4.7. Managers are required to ensure that losses or damages suffered by Freedom Park as a

result of all reported acts committed or omitted by an employee or any other person are

recovered from such an employee or other person if he or she is found to be liable for such

losses.

4.8. The CEO will, upon receiving a report of fraud from an external person, write to the person

making the report:

Acknowledging that the concern has been received

Indicating how he proposes to deal with the matter and whether any initial enquiries have

been made;

Giving an estimate of how long it will take to provide a final response; and

Informing them whether any further investigations will take place, and if not, why not.

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4.9. Freedom Park accepts that those people, including employees who reported the alleged

fraud need to be assured that the matter has been properly addressed. Thus, subject to

legal constraints, information about outcomes of any investigation will be disseminated on

a "need to know" basis.

4.10. Freedom Park will ensure that a fraud and corruption information system is

developed for the following purposes:

a) Recording all allegations;

b) Tracking progress with the management of allegations;

c) To facilitate the early identification of systemic weaknesses and recurring risks, and inform

managers and employees of systemic weaknesses/risks;

d) Provide feedback to employees and other whistle blowers on the management of

allegations; and

e) To provide minimum information on fraud and corruption to designated stakeholders;

4.11. In line with Parliamentary Cabinet Memorandum regarding the minimum anti-

corruption capacity for departments and organisational components in the Public Service,

Freedom Park will provide the DPSA with the following minimum information at the end of

each financial year:

a) Number of allegations of corruption received and corruption cases detected per defined

categories as defined in the Prevention and Combating of Corrupt Activities Act, 2004 and

service delivery areas;

b) Number of allegations and cases referred to in (a) above:

i. Handled in terms of disciplinary procedure;

ii. Referred to law enforcement agency or other body;

iii. Not investigated for disciplinary purposes or not referred;

iv. Description of corruption risk areas; and

c) Report on the performance of its minimum anti-corruption capacity as part of its annual

report.

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5. CONFIDENTIALITY

5.1. All information relating to fraud and corruption that is received and investigated will be

treated confidentially. The progression of investigations will be handled in a confidential

manner and will not be disclosed or discussed with any person(s) other than those who

have a legitimate right to such information. This is important in order to avoid harming the

reputations of suspected persons who are subsequently found innocent of wrongful

conduct.

5.2. No person is authorised to supply any information with regard to allegations or incidents of

fraud and corruption to the media without the express permission of the CEO.

6. PUBLICATION OF SANCTIONS

6.1. The CEO will decide whether any information relating to corrective actions taken or

sanctions imposed, regarding incidents of fraud and corruption should be brought to the

direct attention of any person or made public through any other means.

7. PROTECTION OF WHISTLE BLOWERS

7.1. An employee who reports suspected fraud and corruption may remain anonymous should

he/she so desire.

7.2. No person will suffer any penalty or retribution for good faith reporting of any suspected or

actual incident of fraud and corruption which occurred within Freedom Park.

7.3. All managers should discourage employees or other persons from making allegations,

which are false and made with malicious intentions. Where such allegations are

discovered, the person who made the allegations must be subjected to firm disciplinary, or

other appropriate action.

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8. APPLICATION OF PREVENTION CONTROLS AND DETECTION MECHANISMS

8.1. In respect of all reported incidents of fraud and corruption, management is required to

immediately review, and where possible, improve the effectiveness of the controls, which

have been breached in order to prevent similar irregularities from taking place in future.

9. CREATING AWARENESS

9.1. It is the responsibility of all managers to ensure that all employees are made aware of, and

receive appropriate training and education with regard to this policy.

10. ADMINISTRATION

10.1. The custodian of this policy is the CEO and is supported in its implementation by all

managers of Freedom Park.

10.2. The CEO is responsible for the administration, revision and interpretation of this

policy. This policy will be reviewed annually and appropriate changes applied should these

be required.


Signature: ___________________________ Date:


Signature: ___________________________ Date:


Signature: ___________________________ Date:

Documents

ANNUAL PERFORMANCE PLAN 2018/19 - Freedom Park · The Charlotte Mannye Maxeke; commemoration, the Emancipation of the Indentured Slaves, the Russian Names Hand Over, the SADC Annual