APPENDICES

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2 4.1 Materiality and Significance Framework for the Financial Year 1. 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 50(1), 55(2) and 66(1)] 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 in consultation with the external auditors. Public entities are required to include the Materiality and Significance Framework in the Strategic Plan to be submitted to its Executive Authority. [TR ] Further, the Materiality and Significance Framework must be detailed in the public entity s annual report. [TR ] 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 Museum has sought guidance from, inter-alia SAAS (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 misstatements. 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 for a public sector perspective: The following SAAS guidance is pertinent to the Museum: In an audit of financial statements in 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 above) is therefore, assessed as not being conclusive or wholly appropriate to a public entity such as Robben Island Museum. 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 RIM Applicability Gross Revenue 0.25% - 1% Applicable; being Grants received, ticket sales and interest income Gross Surplus 0.25%1% - 2% Applicable; being excess of grants over operating and capital expenditure Net Surplus 2.5% - 5% Applicable; being construction funding not applied during financial year Equity 2% - 5% Not Applicable Total assets 0.5% - 2% Applicable; being construction cost (plus capitalised research and development cost and office infrastructure.) - 1% 2. Broad Framework for Robben Island Museum RIM will be dealing with this framework under two main categories, being quantitative and qualitative aspects. 2.1 Quantitative aspects Materiality level The Museum assesses the level of a material loss as being R257,379; being 0.25% of gross budgeted expenditure. Motivation It is recognized that different levels of materiality can be set for different classes of transactions. RIM has, however, taken the approach of setting a more conservative materiality level that will be used for all classes of transactions. 77

3 Factors considered In determining the said materiality value as 0.1% of gross expenditure (operating cost plus capital expenditure), RIM took into account factors that include: Nature of RIM s business: Revenue: Funding for the Museum primarily comprise grants received from the Department of Arts and Culture; own generated income from tourism activities (ticket sales), memorabilia shops together with interest earned on investments in deposit accounts as well as grants from donors. Expenditure: Given the nature of RIM 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. Statutory requirements applicable to RIM: RIM is a project funded by the Department of Acts and Culture; approval for its formation having been obtained in terms of sec 38(1)(m) of the PFMA. The Museum has been listed as a PFMA Schedule 3A public entity. The Council of the Museum is required to execute the mandate in terms of the Cultural Institutions Act. The Museum 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 RIM In assessing the control risk RIM concluded that a materiality level of 0.1% of expenditure is appropriate and prudent. This assessment is based on the fact that a sound control environment is being maintained. In this regard cognizance was given to amongst other matters: Proper and appropriate governance structures have been established that include a Management Committee, CEO, CFO, COO, Internal Audit Unit and the Company Secretary; The COO and CFO and Risk Management positions have been created with specific risk management responsibilities; An audit committee that closely monitors the control environment of RIM was established; A three-year Internal Audit Coverage Plan, based on annual risk assessments being performed. This annually reviewed and agreed by the audit committee. 3. RIM General Approach to Qualitative Aspects Materiality is not confined to the size of the entity and the elements of its financial statements. The Museum recognizes that misstatements that are large either individually or in the aggregate may affect a reasonable user s judgment. Further, misstatements may also be material on qualitative grounds. These qualitative grounds include amongst others: New ventures that RIM may enter into. Unusual transactions entered into that are not of a repetitive nature and are disclosable purely due to the nature thereof affecting the decision-making of the user of the financial statements. Transactions entered into that could result in reputational risk to RIM. Any fraudulent or dishonest behaviour of an officer or staff of RIM. Any infringement of the RIM s agreed performance levels. Procedures/processes required by legislation or regulation (eg 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 Museum. The Museum further expands on these aspects under Annexure (below), to this document. The Policy contained in this framework will be appropriately presented in the Annual Report of the Museum as required. 78

4 Definitions and Abbreviations Accounting Authority Executive Authority Entity Robben Island Museum Council Department of Arts and Culture Robben Island Museum PFMA Public Finance Management Act (Act 1 of 1999 as amended by Act 29 of 1999) Treasury Regulations Public Finance Management Act, 1999: Amendments of Treasury Regulations in terms of Sections 76 as published in Government Gazette No Annexure: Detailed/Specific RIM Responses to Requirements 4.1 RIM 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 reasonable discoverable, which in any way influence the decisions or actions of the executive authority or that legislature. Further/Specific Requirements (PFMA sections 5a) None Quantitative (amount) RIM Response Any fact discovered of which the amount exceeds the determined materiality figure as calculated under par 2.1 RIM Response: Qualitative RIM Response 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 4.2 RIM 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 Requirements (PFMA sections 5a) (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 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. Quantitative (amount) 1. Losses through criminal conduct: any loss identified will be disclosed. 2. Losses through irregular, fruitless, wasteful expenditure Where combined total exceeds the planning materiality figure used by the external auditors for the year under review. RIM Response: Qualitative All identified losses through criminal conduct 79

5 4.3 RIM Response to Information to be submitted by Accounting Authority Requirements General/Principal Requirements (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 obtain approval from the executive authority and inform the National Treasury accordingly. Further/Specific Requirements (PFMA sections 5a) (b) participation in a significant partnership, trust, unincorporated joint venture or similar arrangement. (c) acquisition or disposal of a significant shareholding in a company. (d) acquisition or disposal of a significant asset. (e) Commencement or cessation of a significant business activity. Quantitative (amount) A cut-off figure of R50,000 Qualitative aspect is more relevant Qualitative aspect is more relevant Qualitative aspect is more relevant RIM Response: Qualitative Any participation, outside of the approved strategic plan and budget Any acquisition or disposal, outside of the approved plan and budget 1. Any asset that would increase or decrease the overall operational functions of the Museum outside of the approved strategic plan and budget 2. Disposal of the major part of the asset of the Museum Any business activity that would increase or decrease the overall Operational functions of the Museum, outside of the approved strategic plan and budget. 80

6 4.2 RIM Statement of Progress on the implementation of the recommendations of SCOPA This document is a summary of progress on the implementations of the recommendations contained in the twenty-fifth Report of the Standing Committee on Public Accounts on Robben Island Museum, dated 08 June The left-hand column reflects the contents of the SCOPA report. The Standing Committee on Public Accounts (SCOPA), heard and considered evidence on the Annual Report and the Report of the Auditor- General on the financial statements of the Robben Island Museum (RIM) for the financial year ending 31 March 2006, tabled in Parliament and referred to it. The Committee noted the qualified audit expressed by the Auditor-General. However, the Committee raised concerns that needed urgent interactions with the Accounting Officer of the entity and therefore reports as follows: SCOPA Recommendation Statement of Progress 1. Special Projects The Auditor-General reported on several issues that led to a qualified audit opinion. These issues include the inadequacy of controls over journals, the incorrect accounting treatment of leases and the ineffective project management controls exercised by RIM over grant income received for special projects. Action not taken by RIM senior management during the financial year. SCOPA therefore recommends that the Accounting Officer ensures that: (a) Adequate policies and procedures are developed and to deal with the financial issues within the entity. (b) All financial staff is properly trained to perform their function. (c) Compliance with the relevant laws and regulations is strictly monitored and corrective action is taken where deviation is detected. 2. Property, Plant and Equipment The Auditor-General reported on several weaknesses identified which led to non compliance with the prescriptions. These include the following: IAS 16: Residual values and the useful life of assets were not reviewed at year-end; The collection procedures for revenue for the year under review were inadequate; and An insufficient number of quotes were obtained in accordance with the SCM policy. SCOPA therefore recommends that the Accounting Officer ensures that: (a) Proper monitoring controls to ensure that they comply with IAS, treasury regulations, RIM financial policies and procedures and PFMA are timeously. (b) Relevant staff is adequately trained to deal with the compliance issues reported on. (c) Compliance with the relevant policies and procedures should be monitored by management. 3. Capacity and Skills The committee is dissatisfied with the situation at Robben Island Museum. Based on the Auditor-General's report the entity seems to have relapsed and this is fuelled by the apparent capacity constraints and lack of financial skills at the entity. Action not taken by RIM senior management during the financial year. During the year appropriately skilled individuals were recruited to oversee the financial function, these included an Interim Chief Financial Officer and a qualified financial manager. Finance staff have enrolled in various University courses to further their financial knowledge and to keep up to date with any changes in accounting practice. 81

7 SCOPA Recommendation Statement of Progress The Committee therefore recommends that the Accounting Officer ensures that: (a) appropriately skilled individuals are recruited; and (b) all financial staff are trained with regards to the recent developments in accounting practices that require entities such as RIM to comply with regulations as set by Generally Recognised Accounting Practice (GRAP). 4. Internal control weaknesses (page 33, paragraph 4 of 2005/2006 Audit Report) The Auditor-General reported on a number of control weaknesses. These include: - Inadequacy of controls over journals; - Incorrect accounting treatment of leases; and - Ineffective project management controls exercised by RIM over Grant income received for a special project. The Committee therefore recommends that the Accounting Officer ensures that: (a) Adequate policies and procedures are developed and to deal with the financial issues within the entity; (b) All financial staff are properly trained to perform their functions; and (c) Compliance with the relevant laws and regulations is strictly monitored and corrective action be taken where deviation is detected. 5. Non-Compliance with Generally Recognised Accounting Practice (GRAP) (page 34, paragraph 6.1 of 2005/2006 Audit Report.) The Auditor-General reported that RIM had not prepared its financial statements in accordance with GRAP and cited the following weaknesses: - Inadequate disclosure of accounting policies; - Terminology changes were not effected; and - Cash flow statement was prepared not using the prescribed method. The Committee therefore recommends that the Accounting Officer ensures that an appropriate policy framework to ensure that the financial statements are prepared in accordance with the relevant regulations is urgently developed and. 6. Cash Management policy (page 34, paragraph 6.2 of 2005/2006 Audit Report) The Auditor-General reported that no policies and procedures existed to ensure effective and efficient cash management. During the year journal entries were reviewed and authorised by the Interim Chief Financial Officer, the treatment of leases was correctly calculated and updated policies and procedures were within the finance department. Steps were taken in conjunction with the Audit Committee and Internal Auditor to ensure that the financial statements are prepared in accordance with GRAP in regard to accounting policy disclosure, terminology and the preparation of the cash flow statement. During the year updated policies and procedures where within the finance department. Bank reconciliation were performed on a weekly basis which were reviewed and authorised by the Interim Chief Financial Officer. Finance staff have enrolled in various University courses to further their financial knowledge and to keep up to date with any changes in accounting practice. 82

8 SCOPA Recommendation Statement of Progress The Committee therefore recommends that the Accounting Officer ensures that: (a) a cash management policy and related procedures are urgently developed, approved and ; (b) relevant staff is adequately trained to deal with cash management; and (c) compliance with the relevant policy should be monitored by management. 7. Compliance with prescriptions (page 34, paragraph 6.3 of 2005/2006 Audit Report) The Auditor-General reported on several weaknesses which led to non compliance with the prescriptions. These include the following: - Not reviewing the residual values and useful lifer of assets; - An entity should assess at balance sheet date whether an asset or group of financial assets are impaired. No evidence could be obtained that the amounts were impaired due to events that occurred after the initial recognition of debtors; - Not performing bank reconciliations on a weekly basis; - Inadequate collection procedures for revenue; and - Obtaining insufficient number of quotes in accordance with the Supply Chain Management policy. Bank reconciliation were performed on a weekly basis and were reviewed and authorised by the Interim Chief Financial Officer. Updated policies and procedures were within the finance department. During the year requisitions and payments to suppliers were reviewed and authorised by the Interim Chief Financial Officer. The Committee therefore recommends that the Accounting Officer ensures that: (a) there are proper monitoring controls in place to ensure compliance with Treasury Regulations, RIM financial policies and procedures and the PFMA; (b) the staff is adequately trained; and (c) compliance with the relevant policies and procedures is monitored. 8. Internal audit (page 34, paragraph 6.4 of 2005/2006 Audit Report) The Auditor-General reported that the internal audit function was ineffective for the 2005/2006 financial year. The committee therefore recommends that the Accounting Officer ensures that: (a) an internal audit plan, internal audit charter and fraud prevention plan is urgently developed, approved and ; (b) a rolling three-year strategic internal audit plan and risk assessment is urgently approved and ; (c) Internal Audit Unit adheres to the audit plan; and (d) Audit Committee carries out its oversight function. Following the Audit Report mentioned, a tender for the co-sourcing of the internal audit function was issued. Ngubane & Co. (service provider) was subsequently appointed in November A service level agreement was entered into with the service conditions captured in a revised Audit Committee Charter approved by the Audit Committee. A Strategic Risk Assessment was conducted in February 2007, out of which a three-year strategic internal audit plan and an annual operational plan were drafted. The Audit Plan and Audit Strategies were amended throughout the two-year period based on Audit Committee input and the results of the Auditor-General findings. The Internal Audit function completed all areas in the amended plan approved by the Audit Committee for The Auditor-General has rated the internal audit function as effective for the financial year. 83

9 SCOPA Recommendation 9. Mayibuye collection (page 34, paragraph 6.5 of 2005/2006 Audit Report) The Auditor-General reported that the collection at the Mayibuye Centre is not recorded on the asset register and the catalogues are incomplete. The Committee therefore recommends that the Accounting Officer ensures that the management implements proper control procedures to ensure that all assets, including the collections, are recorded in the asset register and applicable catalogues for safeguarding. 10. Ferries (page 18 of the 2005/2006 Annual Report) The Committee noted of that the Autshumato contract was not renewed and that RIM had entered into a contract with Far Ocean Marine to build a 300 pax catamaran that was supposed to be completed by February 2007 for R25 Million. The Committee therefore recommends that the Accounting Officer within 60 days after the tabling and adoption of this report by the National Assembly, submit to the Committee: (a) a report detailing the stage of completion of the new ferry and when it will be put to use; and (b) all minutes and documentation relating to the Autshumato contract including the dates when the contract commenced and when it was due to be terminated. Statement of Progress Action not taken by RIM senior management during the financial year. The ferry was completed and delivered on 29 February

10 4.3 Report on the state of conservation of the Robben Island World Heritage Site State Party report on the state of conservation as at 30 January 2009 Robben Island (South Africa) (C916) By the Government of the Republic of South Africa January 2009 Detailed progress report on the initiation and implementation of ICMP projects and activities The following report sets out progress, as at 31 January 2009, towards the implementation of those projects and activities that are envisaged in the ICMP to have been during 2007 and The emphasis in this report is on the Integrated Conservation Management Plan (ICMP) Programme of Action (ICMP: , 2007, 83-86) submitted to the WHC. However, other areas of progress - not explicitly set out in the Programme of Action - that are relevant to the ICMP have also been dealt with. It is assumed that the recommendations of the February 2004 IUCN-ICOMOS-ICCROM Monitoring Mission to the Robben Island World Heritage Site have been incorporated into the ICMP. In approaching this report it is important to take note of the organizational context that prevailed at the Robben Island Museum during 2007 and 2008; this context is dealt with in more detail section 2.1 below. Furthermore, in compiling this report it has become clear that there is a need for an annual review of the ICMP action plans and timeframes in the light of changing circumstances Built environment restoration projects The current ICMP ( ) foregrounded the recent Political Imprisonment Landscape. The first phase of projects identified for rehabilitation were the Maximum Security Prison, Sobukwe Complex, Administration Building and the harbour parking area and road to the Lime Quarry. Work on these projects has progressed well. 1. Maximum Security Prison including Visitors' Centre, gardens, sports fields and Kramat Funding for rehabilitation secured Restoration of Sections A, B, C, D, E & F of Maximum Security Prison completed Restoration of Kramat completed Rehabilitation of Visitor's Centre, Section G, Hospital, Kitchen, Hall and fencing in process Development of a phased, integrated interpretation, visitor and use plan across multiple spaces including Zink Tronk, Ou Tronk and quarry routes. See 1.8 below for Interpretation and Visitor Planning March Sobukwe Complex Funding for rehabilitation secured Rehabilitation work to the complex completed Research and exhibition development Installation and launch of exhibition February 2009 March Storage Space (Old Power Station) Funding for Phase 1 rehabilitation secured Principal Architect appointed to finalise the specification for the rehabilitation of the building and the fitting thereof to be used as appropriate storage space Phase 1 rehabilitation Secure funding for Phase 2 Phase 2 rehabilitation November 2009 November

11 4. Bluestone Quarry Funding for Phase 1 rehabilitation secured Consulting engineer appointed to finalise the specification for rehabilitation of the quarry wall and walkways Phase 1 rehabilitation Secure funding for Phase 2 Phase 2 rehabilitation November 2009 November Routes Physical construction included in the specifications for the Bluestone Quarry (Point 4 of this table) and Limestone Quarry (Point 6 of this table) projects Incorporation into a phased, integrated interpretation, visitor and use plan across multiple spaces including Zink Tronk, Ou Tronk and quarry routes (see 1.8 below) 6. Limestone Quarry None EIA and research Incorporation into a phased, integrated interpretation, visitor and use plan across multiple spaces including Zink Tronk, Ou Tronk and quarry routes (see 1.8 below) 7. Harbour Area (including parking) Project completed. June Administration Building Rehabilitation completed Occupation of the building. February Ou Tronk and Workshops Research conducted Secure funds for rehabilitation Rehabilitation Incorporation into a phased, integrated interpretation, visitor and use plan across multiple spaces including Zink Tronk, Ou Tronk and quarry routes (see 1.8 below) 10. Zink Tronk Research conducted Incorporation into a phased, integrated interpretation, visitor and use plan across multiple spaces including Zink Tronk, Ou Tronk and quarry routes (see 1.8 below) November 2010 November Built environment and historic vessels ongoing maintenance An overarching preventative conservation programme is crucial given that there are approximately 700 diverse structures to be maintained on an ongoing basis. We are in the process of developing such a programme in conjunction with the Department of Public Works (DPW). In the interim, maintenance projects are being on a project-by-project basis and this process is being facilitated by interacting regularly with DPW management. 1. Preventative Conservation Programme Regular progress meetings with DPW Maintenance process agreed with DPW for planned and unplanned maintenance Service level agreement with DPW finalised Review of DPW service level agreement and annual maintenance programme 86

12 2. Maintenance projects completed or underway: Harbour Buildings Nelson Mandela Gateway Jetty 1 Historic vessel: Dias Historic vessel: Susan Kruger Historic vessel: Blouberg Walkway to Maximum Security Prison Guesthouse Medium Security Prison Complex WW2 guns and bunkers Exterior refurbishment completed Exterior refurbishment completed Roof repair logged with DPW Roof repair Refurbishment completed Refurbishment completed Refurbishment completed Refurbishment completed Initial scoping of projects plans and partners Initial scoping of project Development of interpretation and use plan; refurbishment Development of interpretation and use plan; refurbishment November 2009 November 2009 Initial scoping of project Refurbishment November UWC/Robben Island Mayibuye Archives projects The Council of the Robben Island Museum has taken a decision to restructure the Mayibuye Archives department located at the University of the Western Cape (UWC) - in order to resolve the challenges faced in this important part of the institution. In parallel, a number of activities have been identified for implementation prior to the conclusion of the restructuring process to secure the archive, stabilize staffing and to lay a foundation for the restructuring. Good progress has been made in achieving these. An overarching preventative conservation programme is crucial given that there are approximately 700 diverse structures to be maintained on an ongoing basis. We are in the process of developing such a programme in conjunction with the Department of Public Works (DPW). In the interim, maintenance projects are being on a project-by-project basis and this process is being facilitated by interacting regularly with DPW management. 1.Transforming the archives into a fully-fledged department The Archives Manager post has been filled The former International Defense Aid Fund (IDAF) Director has been contracted to assist the Manager in strategic planning, fundraising, etc. The new structure makes provision for posts in all the key areas of the archives Finalise 2009/10 structure (see below) July Finalise structure Structure and staffing budget for has been finalized. The structure makes provision for 6 additional posts at Mayibuye Job descriptions for all posts have been drawn up Restructuring process according to Labour Law prescriptions Finalise structure by appointing 6 additional staff members March 2009 July

13 3. Review and implement the relationship and agreement with UWC 4.Provision of new building to house the archives in a single space 5.Conservation including climate controls for current spaces 6. Special projects: Auditing and creating inventories and database IDAF sort and catalogue Digitisation and conservation of Robben Island Recreation Committee material Education and public programming 7.Risk management Process has been initiated in several meetings between RIM and UWC Funding request has been communicated to DAC Climate controls installed Several key collections have been catalogued Director of SA History Online contracted to develop digitization approach and to conceptualise the Public Knowledge Portal Project which is aimed at making the archives available online and through the schools curriculum A fire-protection system was installed in the Art, Artefact, Poster and Banner Archives A formal joint meeting between RIM management and UWC management to review the relationship has been agreed upon Secure funding in conjunction with UWC Finalise plans Construction Occupation Investigation of database approach and technologies in conjunction with other archives Finalisation of catalogue Digitisation strategy Public Knowledge Portal concept document Implementation of digitization and Public Knowledge Portal projects Overall archive risk assessment Formulation of risk management strategy Implementation of risk management strategy 8.Acquisitions strategy None Development of an acquisitions strategy 9.Collections management 10. Investigate partnership opportunities Various collections management activities were undertaken. See above progress (rows 1 8) Partnership on database approaches and technologies is underway Initial investigation into student learnership partnerships with educational institutions 11. Resource mobilization National Lottery funding (R ) secured and used for fire protection system and preservation materials Additional R made available for ICT, database development, preservation materials and exhibitions for Exhibitions and product development Plans have been tabled for a series of exhibitions during 2009 Closer integration with RIM Exhibition Unit collections management activities Further partnership activities Further fundraising activities Further exhibitions and product development July 2009 July 2009 March 2010 November 2011 March 2012 June 2010 December 2009 December

14 1.4. Natural environment projects alien fauna and flora management The Robben Island landscape is a reflection of how different communities have altered the landscape to suit their needs at the time of occupying the Island. Exotic fauna and flora was introduced to the Island during these periods of occupation. Based on the interconnectedness of the altered landscape these alien fauna also forms part of the narrative of the Island and as such cannot be completely removed. However, because of their invasive nature their populations will be managed to avoid negative impacts on the space. 1. Large herbivores Some animals have been removed through capture and translocation process Removal of additional Fallow Deer in partnership with CapeNature and the Western Cape Societies for the Prevention of Cruelty to Animals (SPCA) 2. Feral cats Cat numbers reduced to approximately 4 3. European Rabbits Population reduced by 2200 by 15 December 2008 using a capture-and-euthanase method 4. Black Rats Desktop study completed Monitoring of the situation Monitoring and removal of the remaining population Assessment of the population size in conjunction with University of Cape Town Implementation of programme to further reduce rabbit numbers in partnership with the Western Cape SPCA and the State Veterinary Service Sterilization of a small manageable population Identifying appropriate methodology for Robben Island Implementation of the programme in conjunction with appropriate partners February 2009 March Pets All pets removed from Robben Island During the period when the Island was used as a place to house the infirm and people suffering from leprosy approximately trees were planted on Robben Island. Eucalyptus plantations were also planted during the period when the Island was fortified and these plantings changed the landscape irrevocably. Some of these areas form an important part of the memory of people and others have become nesting sites for endangered avifauna species. As part of the management of the site, where the exotic vegetation causes a fire hazard or infringes on the integrity of the building sites these trees are being cleared to ensure the safety of the heritage and natural resources. 6. Alien clearing programme and firebreaks Firebreaks are maintained once a year The alien clearing and rehabilitation programme will resume in 2009 monitoring and management in conjunction with relevant partners such as SANBI and SANParks 89

15 1.5. Natural environment projects indigenous fauna and flora management The Management of the World Heritage Site has endeavoured to maintain small sustainable populations of indigenous fauna as it forms part of the cultural landscape. Furthermore the populations will be managed through either the removal of individuals or the introduction of new individuals to ensure that the genetic make-up of the populations is conducive to ensure a sound genetic population on the Island. The vegetation on Robben Island would most likely have been similar to the vegetation found on the west coast of the Western Cape region strandveld. It is our intention to replace the cleared areas with indigenous strandveld plants that will meet the needs of our various vertebrate and invertebrate species. 1. Small indigenous animal species General conservation activities undertaken 2. Honey bees The populations of honey bees are well managed with the assistance of the Agricultural Research Institute 3. Avifauna Monitoring of seabird populations together with our partners (Marine and Coastal Management, the University of Cape Town and EarthWatch International). Most of the populations have shown an increase in numbers Census of species management management management November Natural environment projects Marine environment Due to its isolation, and active protection as a prison, sought-after shellfish like abalone and crayfish numbers managed to increase significantly. With the advent of the Museum era poachers have been accessing this marine resource illegally for personal gain. The Robben Island management is working well together with the Water Wing of the South African Police Services and the Inspectorate of Marine and Coastal Management (responsible for the safeguarding of marine resources along the South African shoreline) to protect the marine environment with the result that a number of poachers have been apprehended. Robben Island is the recipient of large volumes of marine litter which wash up onto our shoreline from Cape Town. Regular collection of waste off the shoreline is done during the year which culminates in an annual coastal clean-up campaign to coincide with International Coastal Clean-up day in September. 1. Poaching management Closer working relationships with the authorities Numerous poachers have been arrested this year Improved monitoring of the 1 nautical mile limit 2. Coastal cleanup Two coastal clean-ups during the past 12 months cleanup activities 90

16 1.7. Bulk services projects To maintain its daily operations Robben Island is reliant on bulk services provided by the National Department of Public Works. These include the supply of potable water, waste removal services, electricity generation and water-borne sewerage. 3. Groundwater management No withdrawal from groundwater has been made for the past 2 years 4. Waste management A new 3-year contract was awarded to Wasteman to collect, sort, bale and dispose of all solid waste from Robben Island 5. Energy management Two new 1000kW diesel generators were installed Pumps will be installed to improve the hydraulics of the aquifer and to monitor the quality of the water waste management Evaluation of alternative energy provision February Interpretation and visitor management There is an integral link between the interpretation and visitor management plans for Robben Island. Our Interpretation and Visitor Management Plans both aim to convey the multi-layeredness of the site whilst at the same time conserving it. 1. Development of Interpretation Plan for new visitor experiences 2. Development of Visitor Management Plan for new experience Initial project based research undertaken Two coastal clean-ups during the past 12 months 3. Branding and Marketing Various branding activities undertaken 4. Product development and retailing 5. Education, exhibitions and public programming Various product development and retailing opportunities pursued in the Curio Shop and on the vessels Various projects undertaken Exhibitions programme for Development of integrated, phased interpretation and visitor management plan Implementation of the plan Further activities Further development Further development of public programming activities Implementation of programme November 2009 March

17 2. Other current conservation issues identified by the State Party 2.1 Overview of the organisational restructuring of the Robben Island Museum In 2003 Robben Island World Heritage Site was inspected twice in February and October by the South African World Heritage Committee. Concerns, raised in their reports, on the state of conservation of the site, led the Advisory Bodies of the World Heritage Committee (WHC) to come and inspect the site in February The report of the WHC Advisory bodies called for the nineteen conservation and management issues identified as threats to the site, to be addressed. To assist the site to comply with these recommendations, a once-off payment of R9.6 million was made to the Robben Island World Heritage Site in 2004 in addition to its annual allocation. State Party Interventions The State Party acknowledges the challenges experienced by the Robben Island World Heritage Site, hence the following interventions: The State Party developed a twelve-month turnaround strategy. An interim CEO was appointed to implement the turnaround strategy. The turnaround strategy will focus on a comprehensive restructuring which seeks to improve every aspect of the Robben Island Museum. Restructuring Process The strategy has been broken into three phases which are as follows: 1 st Phase was to stabilize the institution, which was the most pressing issue. 2 nd Phase would be to develop and implement a new strategy and organizational structure. 3 rd Phase would aim at consolidating all the processes and finally hand over to the permanent CEO. 3. Potential major restorations, alterations and/or new constructions within the protected area 3.1 Children s Recreation Area One of our historic vessels, the Proteus (not in use currently), will be removed from the water, placed on dry land in the harbour precinct, restored and used as part of an exhibition and recreation space that will especially cater for young people. 92

18