CapeNature Annual Report 2010 · 2015-05-29 · develop a risk profile for the organisation and to find innovative ways of mitigating the identified risks. ... Mark Botha and Aubrey

2009/10

Annual Report

2009/10

Annual Report

Contents

Chairperson's Report 1

General Review 5

Report by the Accounting Authority of the Western Cape Nature Conservation Board 6

?Our Vision and Mission 6

?Our Strategic Approach 6

o Our Strategic Goals 6

o Our Strategic Objectives 6

o Organogram 7

?Mandates and Governing Legislation 8

Review of Special Programmes and Projects 11

?Internationally-funded Projects 12

?Landscape-scale Conservation 13

o Stewardship 13

o Corridors, Natural Heritage Sites and Biosphere Reserves 16

?Socio-economic Development 18

o Community-Based Natural Resource Management (CBNRM) and Local Economic 18

Development (LED)

?Environmental Awareness, Education and Youth Development 22

?Integrated Catchment Management 25

o Fire Management 25

o C.A.P.E. Estuaries Programme 27

o Alien Vegetation Management (AVM) 30

?Wildlife Management 33

?Biodiversity Crime Unit 35

?Quality Management 37

?Ecotourism 39

Review of Support Services 43

?Scientific Services 44

?Law Support Services 47

?Marketing and Communications 48

?Human Resources 51

?Risk Management 53

?Information Technology and Information Systems 54

Quantified Report 57

Financial Review 67

? General Financial Review 69

? Statement on Corporate Governance 70

? Approval and Statement of Responsibility 76

? Report of the Audit Committee 77

? Report of the Auditor-General 78

? Statement of Financial Position as at 31 March 2010 82

? Statement of Financial Performance 83

? Statement of Changes in Net Assets 84

? Cash Flow Statement 85

? Accounting Policies 86

? Notes to the Annual Financial Statements 99

? Detailed Deferred Revenue 121

?Detailed Statement of Financial Performance YTD 122

Abbreviations and Acronyms 123

The following supplementary schedules do not form part of the

annual financial statements and is unaudited:

Chairperson's Report

One of South Africa's most effective business leaders shared some wisdom recently: an

organisation with a clear vision (shared and lived by staff and executive management)

and solid core values (at all levels) is better able to withstand and respond to external

challenges and internal organisational change. We can confidently say that CapeNature

has been able to negotiate several challenges and transitions in the period under review due

to the clarity of its leadership's vision and the values instilled throughout the

organisation.

This has been achieved primarily through the humility, effectiveness and

strategic leadership of the CEO and her institutional building approach.

However, we also need to recognise the contribution of the Executive

Management Committee for their efficient, effective and caring management of

the organisation, their prioritisation of responsiveness and relevance, and of

making a difference within a context of demanding challenges.

While it has indeed been the year of transitions at CapeNature, these have

been smoother than most previous periods. Board roles have changed, with

Aubrey Redlinghuis and Colin Johnston taking over as Chairperson and Vice-

Chairperson, respectively. This has ensured that continuity and institutional

memory have been retained in taking the organisation forward.

The year has seen a new era of Board governance and reflection. King III

brought with it some new perspectives and approaches. Important to mention

in this regard is that the Board engaged in a very productive training session on

the King III Report as an enabling exercise to respond to the new demands of

corporate governance. It should also be noted that for the first time the Board

conducted a formalised risk assessment process to focus our activities and

sharpen our pencils in corporate governance. The underlying rationale was to

develop a risk profile for the organisation and to find innovative ways of

mitigating the identified risks. Also, the first independent Board performance

review was conducted – yielding greater insight into how we utilise each

member's strengths, and how we maintain our focus on pursuing

CapeNature's best interests. The outcome of the performance evaluation of

the Board will be interrogated and deliberated on with a view to deciding on an

appropriate action or an improvement plan to enhance the performance of the

Board in the interest of efficient and effective corporate governance of the

organisation.

The Board and the Executive Management had the opportunity to engage and

interact with the Standing Committee during a visit to the De Hoop Nature

Reserve. Mention should also be made of the visit of members of the Board to

Vensterklip with a view to evaluating some of the projects in which CapeNature

is involved. This also provided an opportunity for Board members to

experience how the community interacts with the organisation. Subsequent to

this evaluation exercise, a report was submitted at a Board meeting for

discussion and consideration.

November 2009 also saw CapeNature engaging in an intensive Biodiversity

Review exercise. The two-day workshop generated fresh and exciting ideas

concerning the core business of the organisation. The outcome of the review

exercise will be pursued in the interest of a pro-active response to the

challenges of environmental and global climate change. The Board will have to

engage meaningfully and innovatively with some of the outcomes of the

workshop and review its potential impact on the core business of the

organisation.

CapeNature Annual Report 2009/102

CapeNature performed well, given the general budget Similarly, addressing some of the key land-use and property

squeeze of government, managing to hold on to the lion's development issues which result in most of the loss of

share of its budget allocations. The review of public entities in biodiversity in the Province, needs further support. We have

the Province is a timely reminder that we need to continually a small, professional team doing sterling work, but they will

think of innovative ways to perform our services to the public need more technical capacity and political support to steer

more efficiently and effectively and to find greater alignment this development in the right direction.

between our strategic planning and resource allocation.

We have embarked on a rethinking and redevelopment of the

The Executive Management team is stable. Although Lindeni tourism infrastructure in the Kogelberg – one of the bigger

Madlala, the CFO, resigned for personal reasons at the end projects CapeNature has undertaken. We believe we will

of the financial year, we were able to recruit a successor and have some excellent new products to offer the growing

maintain continuity in a critical position and period, avoiding market by the end of 2010.

any hiatus which has accompanied similar transitions in the

past. We are aware, however, that conservation challenges CapeNature finds itself in a period of positive change, with a

remain and we need to be responsive as we strategically strong commitment to improving biodiversity management

position the organisation. and society's engagement with nature within and beyond our

reserves.

Although we were rather lucky with the weather this year,

wildfires are increasing in their intensity and frequency. We As some members' terms come up for renewal, we wish the

believe CapeNature's response to the threats they pose new Board and Executive all the best for the year ahead. A

keeps improving. Our investment in catchment management word of thanks has to be conveyed to them for the giving of

is beginning to pay dividends, with improving collaboration their time, expertise, energy and enthusiasm in executing

between operational programmes and more effective their governance role. A special word of thanks goes to the

deployment of resources. These inextricably linked issues former Chairperson, Mark Botha, for the strategic leadership

will be an ongoing risk to water security in the Western Cape. he played in taking CapeNature forward. Our best wishes

accompany the outgoing Board members and we wish them

The unique habitats, species and natural heritage of the all the success in their future endeavours.

Fynbos and associated ecosystems are being secured

through CapeNature's Stewardship Programme, but it is Warm regards

clear that to build on our achievements the organisation will

need significantly more resources and personnel. Mark Botha and Aubrey Redlinghuis

3


General Review

Report by the Accounting Authority

Vision

Mission

Strategic Approach

A quality driven public entity conserving the unique natural heritage resources

of the Western Cape for the benefit of all.

To establish biodiversity conservation as the foundation of a sustainable

economy in the Western Cape thereby creating benefits and opportunities for

all.

During the 2009/10 financial year, the organisation continued to focus on the

following strategic goals:

?Providing cutting-edge leadership and innovative approaches to

biodiversity management and environmental integrity.

?Improving corporate sustainability and high impact.

?Promoting socio-economic development through the conservation

economy.

?Demonstrating an impact on and contribution to the reconstruction and

development of social capital.

During 2009/10, the organisation focused on achieving the following strategic

objectives:

?Improve the reach and quality of biodiversity management.

?Secure differentiated revenue streams.

?Develop policies, systems and processes to support service delivery.

?Enhance institution building.

?Establish and maintain partnerships.

?Develop and implement strategies to facilitate equitable access to and

participation in the conservation economy.

?Demonstrate impact on and contribution to youth and community

development and environmental awareness.

Strategic Goals

Strategic Objectives


OrganogramCurrent Organisational Design as at 22 April 2010

MINISTER FOR LOCAL GOVERNMENT, ENVIRONMENTAL AFFAIRS AND DEVELOPMENT PLANNINGMinister Anton Bredell

BOARD

CHIEF EXECUTIVE OFFICERLucille Meyer

CHIEF RISK OFFICER

BOARD SECRETARY

OFFICE MANAGER

– Ebrahiem Hardy

– Lee Wallace-Malyon

– Zohra Parkar

CHIEF FINANCIAL OFFICERVacant *

Exec. SecretaryBabalwa Sikumba

SENIOR FINANCE MANAGERS

Fulaphi Khoza & Sandy Floris

SUPPLY CHAIN MANAGER

Thobeka Moraka

ADMINISTRATION MANAGER

Nolundi Puzi

EXEC. DIRECTOR: BUSINESS DEVELPOMENT

Sheraaz Ismail Exec. Secretary Samantha Potts

SENIOR TOURISM & MARKETING

MANAGER Vacant

TOURISM PPP OFFICER

Mahbobah Jacobs

SENIOR MANAGER IT/IS

Arno Scheepers

PROJECT CO-ORDINATOR:

TOURISM DEVELOPMENTWilfred Williams

REGIONAL MANAGER –

SOUTHvacant

REGIONAL MANAGER –

NORTHvacant

NORTH WEST Elbe Cloete

(acting)

BREEDEBERGMorris Floris

BOLANDDian Dreyer

CAPE METROMandisa Mdala

OVERBERGTierck Hoekstra

LANGEBERGHennie Africa

GARDEN ROUTEMbulelo Jacobs

KAROOIvan Donian

OCCUPATIONAL HEALTH & SAFETY

Mariaan Naude

QUALITY MANAGEMENT

Gail Cleaver-Christie

ALIEN VEGETATION MANAGEMENTBen van Staden

HR UTILSATION & DEVELOPMENT

MANAGER Vacant

CORPORATE MENTORSHIP

MANAGER Chris Martens

EXEC. DIRECTOR: OPERATIONSFanie Bekker

Exec. Secretary Yolanda Slarmie

EXEC. DIRECTOR: HUMAN RESOURCES

Nazeem JamieExec. Secretary Nuraan Floris

LAW SUPPORT SERVICES

Deon Hignett

WILDLIFE MANAGEMENT

Jaco van Deventer

FIRE MANAGEMENTZane Erasmus

CBNRM AND LED

Melikhaya Pantsi

SCIENTIFIC SERVICES

Dr. Ernst Baard

BIODIVERSITY CRIME UNIT

Paul Gildenhuys

YOUTH DEVELOPMENT

Trevor Farr

CONSERVATION STEWARDSHIP

Kerry Purnell

BIODIVERSITY CORRIDORSJenifer Gouza

EXEC. DIRECTOR: BIODIVERSITY Dr. Kas HammanExec. Secretary

Kim Gabriel

7

* Mr Allan Preston was appointed as CFO on 1 May 2010

Legislative and other mandates

Constitutional mandates

Legislative mandates

CapeNature is the public entity responsible for “nature conservation” in the

Western Cape. It discharges this mandate in terms of Schedule 4 of the

Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) which

sets out functional areas of concurrent national and provincial legislative

competence.

CapeNature is the executive arm of the Western Cape Nature Conservation

Board (WCNCB), established in terms of the Western Cape Nature

Conservation Board Act, 1998 as amended. The mandate and functions of

CapeNature are derived from the Western Cape Nature Conservation Board

Act. The Act has three general objectives:

a) To promote and ensure nature conservation and related matters in the

Province;

b) To render services and provide facilities for research and training in

connection with nature conservation and related matters in the Province;

and

c) In pursuing the objects set out in paragraphs (a) and (b), to generate

income, within the framework of any applicable policy determined by the

responsible Minister or the Provincial Cabinet.

Western Cape Nature Conservation Board Act, No. 15 of 1998

The following are the key national and provincial statutes relevant to the

implementation of the mandate of nature conservation and include all

amendments to these acts and ordinances and any regulations promulgated

there under. Note that the list below excludes all other relevant legislation to

which public entities as employers, implementers of government mandate and

managers of public finance are subject.

International Conventions, Protocols and Policies

?Convention on International Trade in Endangered Species (CITES) of Wild

Fauna and Flora (1975)

?Convention on Biological Diversity (1992)

?The Ramsar Convention on Wetlands of International Importance (1972)

?World Heritage Convention concerning the protection of world natural and

cultural heritage (1972)

?Convention on the Conservation of Migratory Species of Wild Animals

(1979)

?Southern African Development Community (SADC) Protocol on Wildlife

Conservation and Law Enforcement in the Southern African Development

Community (1999)

?International Union for the Conservation of Nature (IUCN) Policies and

Procedures relating to the protection of species of wild fauna and flora

(Species Specialist Groups, Working Groups, etc.)


National Legislation New Legislation and potential impacts

?Constitution of the Republic of South Africa (Act No.108 The following legislation is either new or pending and it is

of 1996) envisaged that this legalisation will impact on CapeNature. A

?National Environmental Management Act (Act No.107 of brief summary of the implications are outlined below in order

1998) of threat and impact (highest to lowest):

?National Environmental Management Biodiversity Act ?Threatened or Protected Species Regulations, 2007

(Act No.10 of 2004) ?Alien and Invasive Species Regulations, 2009 (still in

?National Environmental Management: Protected Areas draft form)

Act (Act No.57 of 2003) ?CITES Regulations, 2009 (in final draft)

?Mountain Catchment Areas Act (Act No.63 of 1970) ?National Environmental Management: Integrated

?National Forests Act (Act No.84 of 1998) Coastal Management Act (Act No.24 of 2008)

?Conservation of Agricultural Resources Act (Act No.43 of

1983) The implications of the above-mentioned legislation are far-

?World Heritage Convention Act (Act No.49 0f 1999) reaching and will have a significant impact on CapeNature's

?Marine Living Resources Act (Act No.18 of 1998) budget requirements as well as service delivery capacity.

?Environment Conservation Act (Act No.73 of 1989) The biggest challenge remains the training of all personnel

?National Water Act (Act No.36 of 1998) involved with the implementation of said legislation for

?Sea-shore Act (Act No.21 of 1935) appointment as Environmental Management Inspectors and

?National Veld and Forest Fire Act (Act No.101 of 1998) the costs of said training, which is currently R12,500 per

?National Heritage Resources Act (Act No.25 of 1999) person. Secondly, the existing staff complement will have to

?Sea Birds and Seals Protection Act (Act No.46 of 1973) be enlarged (in fact almost doubled) in order to deal with the

?Disaster Management Act (Act No.57 of 2002) additional legislative requirements. Thirdly, there will be a

major financial outlay with regards to the necessary

Provincial Legislation equipment which is required to perform certain statutory

?Constitution of the Western Cape Act (Act No.1 of 1998) functions such as the marking of rhino horns and cycads.

?Western Cape Nature Conservation Board Act (Act Finally, all CapeNature legislation, policies and procedures

No.15 of 1998) related to the above-mentioned will have to be updated and

?Western Cape Planning and Development Act (Act No.7 brought into line with the national standard.

of 1999)

?Land Use Planning Ordinance (Ordinance No.15 of

1985)

?Nature Conservation Ordinance (Ordinance No.19 of

1974)

9


Review of

Special Programmes

and Projects

Internationally-funded Projects

CapeNature has developed strong partnerships with our international donors

over the last few years. The recommitment of some of these donors, namely

Critical Ecosystem Partnership Fund (CEPF), Conservation International (CI)

and the World Wide Fund for Nature– South Africa (WWF-SA), re-affirms their

support for the conservation work that CapeNature is undertaking.

CEPF has committed to support the development of a Landscape Level

Conservation Programme within CapeNature that seeks to consolidate and

support the work done within Biodiversity Corridors, Biosphere Reserves and

World Heritage Sites as well as the consolidation of the Knersvlakte

Conservation Area. CI plays a key role in the support of corridor development

and project implementation and is an important partner in catalysing support

for landscape level conservation issues such as stewardship incentives,

learning and community development. WWF-SA is an equally important

partner in areas such as stewardship support, land acquisition and projects

supporting healthy ecosystem functioning.

CapeNature is proud of its association with the Cape Action Plan for People

and the Environment's (C.A.P.E.) Biodiversity Conservation and Sustainable

Development (BCSD) project for the past six years. The fact that the main

objectives of the BCSD project fitted perfectly into CapeNature's core

objectives for the conservation of the Cape Floristic Region and certain

elements of the marine environment, made it possible to integrate, implement

and sustain most of these initiatives. The great successes achieved with other

BCSD projects such as fine-scale planning, estuary management, Marine

Protected Areas, invasive aliens and various aspects of catchment

management can be attributed to the co-operative governance philosophy that

is now embedded in all C.A.P.E. decision-making and implementation

processes. Integrating the management of these systems effectively and

efficiently into the economy of the Western Cape is a challenge facing all

C.A.P.E. partners, from catchment to coast.


13

Key achievements Landscape-scale Conservation

Objectives

?Stewardship negotiators continued to forge ahead:

seven new Contract Nature Reserves and two new To ensure that biodiversity survives sustainably in a changing Biodiversity Agreements were signed. The number of climate, Landscape-scale Conservation aims to identify key Contract Nature Reserves now totals thirty-eight and biodiversity areas and to link or expand these sites. The goal equals 52,961.35 hectares; nineteen biodiversity is also to manage such sites to conserve natural processes agreements (12,228.29 hectares) and twenty-five and biodiversity, while providing tangible benefits to the local voluntary sites (20,458.95 hectares). communities and shareholders.

?The CapeNature Protected Area Expansion Strategy for

the Western Cape was completed in draft form and

awaits finalisation. An extension has been granted on the

due date and the finalisation of the document is The Stewardship Programme of CapeNature is tasked with prioritised for the end of August 2010. providing cutting-edge leadership and innovative approaches to biodiversity management and environmental ?The Conservation Action Priority Map (CAPMap) was integrity, achieved through improving the reach and quality of reviewed and refined using feedback from users - who biodiversity management to enhance biodiversity protection contributed to organising and re-scoring the document - and conservation in areas outside the CapeNature Protected to give a better and much more focussed stewardship Area Network. One of the main ways of ensuring this portfolio: CapeNature now has a better idea of the protection and conservation is through the establishment of extreme limitations of stewardship resources and the Stewardship Sites. need to match priorities closely to available resources.

One objective for the Programme for the 2009/10 financial ?Another key achievement was the notarisation of year was to establish sixteen new Stewardship Sites. Contract Nature Reserves. Attorneys were appointed to Another strategic objective of the programme was to ensure notarise thirty-eight reserves; of these, nineteen were rigorous conservation planning in the Western Cape within submitted to the Minister for Local Government, the bounds of the national legislative framework. A further Environmental Affairs and Development Planning for objective was to develop a protected area expansion strategy permission to start the public participation process.(the CapeNature Protected Area Expansion Strategy for the

Western Cape) for the region. In collaboration with national ?Funding was made available to secure the services of a and provincial departments, the Strategy is aimed at Land Surveyor on a one-year retainer to draw the facilitating the establishment of an adequate and diagrams for twenty Contract Nature Reserves, as well representative Protected Area Network (incorporating as to appoint a lawyer, also on a one-year retainer, as terrestrial, freshwater and marine priorities). CapeNature additional capacity to expedite the turnover of contracts sees the establishment and management of a provincial being processed.protected area system - which is aligned with the National

Protected Area Expansion Policy - as a key strategic

approach to the conservation of the globally significant

biodiversity of the region.

A final objective was to review and refine the Conservation

Action Priority Map (CAPMap) in order to produce a more

streamlined product for CapeNature. This will focus

stewardship priorities and attention on top sites (bearing in

mind the capacity constraints for achieving conservation

targets for the province). The CAPMap will inform the final

CapeNature Protected Area Expansion Strategy for the

Western Cape which will provide a portfolio of priorities for

every area (Stewardship, State Land and Forestry, etc.).

Stewardship Programme


?2009/10 has also been a year of contributing to the planned targets of the Annual Performance Plan. The new

conservation economy through job creation. proformas have been sent out to all extension staff and there

Stewardship negotiators, together with the Table are at least twenty-seven stewardship negotiations in various

Mountain Fund, were successful in securing funding stages of completion to be signed early in the 2010/11

from Pioneer Foods to create employment for three financial year.

contracting teams to implement management plans on

Contract Nature Reserves and Biodiversity Agreements A constant challenge for the Stewardship Programme is the

in the Boland and West Boland on a one-year pilot number of staff employed being too few to reach provincial

project. and national biodiversity conservation targets. These issues

were presented in detail in the CapeNature Stewardship

?“The Land Reform and Stewardship Initiative”, an Business Case, with solutions in the Stewardship

exciting project implemented by the Department of Land Implementation Plan; however, funding to implement these

Affairs and the South African National Biodiversity plans has not yet been made available.

Institute, was rolled out in this period. This initiative aims

to focus on applying stewardship status to land reform A key external factor that may also have impacted on the

areas with biodiversity value to benefit the affected organisation's ability to reach targets within the APP is the

communities and the environment. Three pilot sites were unwillingness of some land owners to enter into legal

selected, of which two are already current Stewardship agreements for fear that in the long term their land might be

Programme projects. expropriated.

?Due to the ever-changing needs and environments of

stewardship, it is essential that there is continuous In the upcoming financial year, the Stewardship Programme

training and mentorship. This was continued through the aims to secure a further ten Stewardship Agreements, which

Peer Learning Workshop at Malagas, the Mentorship will bring CapeNature close to the maintenance phase i.e. a

and Coaching Programme as well as through inter- cap of seventy-eight agreements - to which the organisation

provincial learning opportunities. is committed to maintaining given current capacity.

(Maintenance includes conducting annual audits and

updating the management plans for each agreement, as well

One of the key challenges facing the Stewardship as visits to provide support and advice.)

Programme in the year under review was the slow turnaround

time for processing stewardship contracts. This was due to The Programme aims to continue with ongoing maintenance

the organisation's Law Support Component being heavily of the thirty-eight existing Contract Nature Reserves and

under-capacitated (this lack of capacity was exacerbated by nineteen Biodiversity Agreements (57 stewardship sites);

the position of Senior Manager of that component being each site needs to be audited and management plan

vacant for much of the period). The Law Support Component revisions need to be written on an annual basis.

and Stewardship Programme have worked together

continuously to overcome the lack of capacity and some of CapeNature also aims to finalise the Protected Area

the vacant posts have now been filled. Expansion Strategy and Action Plan and roll-out its

implementation in 2010/11.

Another challenge was the inability to find a suitable

consultant to draw up and finalise the CapeNature Protected Other ongoing Stewardship Programme activities planned for

Area Expansion Strategy for the Western Cape. the upcoming year include the continuous focus on staff

training, the developing of informative fact sheets, facilitating

The State Attorney made changes to the Power of Attorney the annual peer learning workshop and Stewardship

and Notarial Deed proformas; this affected the Programme's Reference Group meetings, and updating the Stewardship

ability to meet the required time frames with regard to the Operational Procedures Manual.

Looking ahead to 2010/11

Key challenges

15

Nature Reserve Highlights

Biodiversity and Business Working Together

Conservancy knowledge exchange in the Karoo

Of all human activity, ostrich farming has the most detrimental impact on the

biodiversity of the Klein Karoo. Together with the South African Ostrich

Business Chamber (SAOBC) and other role players in the ostrich industry as

part of the Gouritz Initiative (GI) Project, CapeNature initiated a Biodiversity

and Business Project. CapeNature's involvement resulted in a CEPF funded

project that spanned fifteen months and ended in September 2009. CEPF

contributed R920,000, Eden District Municipality R140,000 and TMF

R80,000. CapeNature, the SAOBC and Department of Agriculture

contributed substantial levels of staff resources to the project. These in-kind

and co-funding contributions will continue.

This project had three outputs that were all successfully achieved:

At farm level: facilitating improved veld management through

management plans;

At industry level: development of a biodiversity management strategy

for the ostrich industry; and

At biodiversity and business level: engaging in effective liaison between

like-minded biodiversity conservation initiatives.

The first knowledge exchange for conservancies in the Karoo Area was held

on 27 February 2010 at the Buffelsdrift Game Lodge.

The objectives were:

To establish a platform for Conservancies to share their knowledge and

experiences;

To establish a network between Conservancies and other partners; and

To build capacity within the Conservancies to conserve biodiversity in

the Karoo area.

Delegates from seven different Conservancies, as well as partners such as

the Endangered Wildlife Trust and the Cape Leopard Trust, were present

while six guest speakers held the audience captive with a variety of

presentations including holistic farming practices, protected environments,

livestock management and biodiversity crime.

?

?

?

?

?

?

Corridors, Natural Heritage Sites and Biosphere Reserves

Programme

Objectives

Key achievements

CapeNature has played a leading role in the planning and development of

landscape level conservation initiatives through its Corridors, Natural Heritage

Sites and Biosphere Reserves Programme. Landscape level conservation is a

key mechanism to create connectivity in a fragmented landscape, where that

fragmentation and degradation of habitat and ecosystems has been largely

human-induced. These initiatives - such as corridors - focus on linking

CapeNature’s formally protected areas with high biodiversity areas that are not

currently formally conserved. These include productive, agricultural

landscapes. Landscape-scale conservation also acts as mitigation and

adaption mechanisms against anticipated climate change impacts. Because

these activities are largely focused on the landscape, partnerships with

landowners, communities, governmental and non-governmental agencies as

well as local authorities are essential in making this approach work. The

successful implementation of these landscape-scale initiatives have also

resulted in the investment by donors in CapeNature.

The Programme had three main objectives for the 2009/10 financial year: the

appointment of a Programme Manager, the development of a corridor policy

and an implementation strategy and the refinement of one biodiversity corridor.

CapeNature is pleased to report that, with the exception of one (the

development of a corridor policy and an implementation strategy), all of the

objectives of the Programme for the period under review were reached; in fact,

targets were exceeded with additional objectives reached.

?A Programme Manager was successfully appointed in July 2009.

Following his resignation soon thereafter, another Programme Manager

was appointed in December.

?While progress was made, work on a corridor policy and an

implementation strategy was hampered by the absence of a Programme

Manager for large swathes of time.

?The implementation action plan for the refinement of the Greater

Cederberg Biodiversity Corridor has not yet been completed. It will be

finalised as soon as the corridor policy is concluded. Two corridors (Groot-

Winterhoek and the Olifantsberg), sub-sections of the Greater Cederberg

Biodiversity Corridor, were completed with the use of area wide planning.

?The Programme also hosted a fundraising workshop to support

fundraising efforts within the organisation as part of its drive to support

financial sustainability.


17

?The Programme was showcased at the annual

Biodiversity Expo in Kirstenbosch National Botanical The Corridors, Natural Heritage Sites and Biosphere

Gardens, Cape Town to great success: the aims were to Reserves Programme plans to complete projects in several

raise awareness about landscape level conservation key areas in the 2010/11 financial year. In terms of policy

and promote the Year of Biodiversity. development, the plan is to finalise the corridor policy and

implementation strategy. The Programme will also implement

several climate change focused projects, as well as build the

One key challenge experienced and alluded to above was the peer learning and knowledge exchange to encourage

appointment of the Programme Manager. The Programme sharing of ideas and capacity-building, in the year ahead.

has only had a full time manager for a few months of the year

under review. This had a direct impact on the development of In terms of capacity-building, the Programme plans to

the corridor policy, which will only be developed completely in develop a fundraising strategy and submit fundraising

the 2010/11 financial year. proposals in order to achieve sustainability, and provide

support to governance structures of the Programme.

Finally, on the ground, the Programme plans to refine one

biodiversity corridor.


Key challenges


The Groot Winterhoek Freshwater Corridor

While the expansion of protected areas have up to now

focused on terrestrial biodiversity issues, the launching of the

Groot Winterhoek Freshwater Corridor, a project co-funded by

the WWF and TMF, shifts the focus towards freshwater

systems. The project is situated between the Cederberg and

Groot Winterhoek Wilderness and is focused on biodiversity

to guide stewardship actions on the ground. Key project

objectives include awareness raising and prevention of

habitat degradation. The West Coast Working for Wetlands

project is a key partner in the latter. Future stewardship sites

will be secured to implement management actions aimed at

freshwater biodiversity conservation.

Socio Economic Development

Objectives

Key achievements

Sustainable conservation cannot happen without the involvement of local

communities. In order to ensure sustainability, communities need to

experience the social economic benefits of conservation. They also need to be

empowered to manage their own natural resources in a sustainable way.

During the 2009/10 financial year the Community-Based Natural Resource

Management (CBNRM) and Local Economic Development (LED) Programme

had four key objectives, the first of which was job creation. The Programme

was tasked with facilitating job creation projects with a focus on Integrated

Catchment Management projects and on Small, Medium and Micro

Enterprises (SMME) Development.

A second objective was facilitating access to protected areas in order to

increase community conservation awareness, including outreach campaigns

for Natural Resource User Groups (NRUGs) and the establishment and

strengthening of Protected Areas Advisory Committees.

Another objective of the Programme was to encourage compliance to

conservation legislation through capacity-building in the NRUGs.

The final objective was to build partnerships with private sector, government

and non-governmental organisations on Programme initiatives.

?The CBNRM and LED Programme played a major role in contributing to

the development of the Integrated Catchment Management (ICM) Manual,

particularly in sections relevant to contractor recruitment, training and

development, and health and safety. The Programme provided

implementation support and guidance (including the rolling out of a

contractor capacity-building programme that consisted of Basic Fire

Fighting, Basic First Aid, Health and Safety, Brushcutter Operator and

Herbicide Applicator modules) as well as best operating practice and

monitoring and evaluation assistance to all recipients of the ICM projects

budget.

Community-Based Natural Resource Management

(CBNRM) and Local Economic Development (LED)


?CapeNature provided job opportunities as well as SMME development opportunities, as demonstrated below:

No. of Projects

EPWP

Working for Water, Working for Wetlands, Working on Fire,

Coastcare, DEAT Driftsands, DEAT Whale Trail

Livelihood

A 'livelihood' is considered to consist of the assets, activities

and entitlements that enable people to make a living. e.g.

traditional plant nursery, Buchu, Aloe, wood cutting, donkey cart

in Cederberg

Services

Services provided e.g. cleaning, gate guards, garden services.

Operational services e.g. erosion control, invasive alien

clearing, not funded through an EPWP project.

All Integrated Catchment Management projects.

Youth participation

Female participation

Disabled persons participation

Total Person Days

Quarter 1

68

26

5

37

918

618

25

32,340

Quarter 2

79

31

4

44

1,302

718

28

42,479

Quarter 3

147

30

4

113

1,338

857

28

53,104

Quarter 4

143

29

5

109

3,579

2,317

95

57,751

Annual

Total

437

116

18

303

7,137

4,510

176

185,674

?In terms of access to protected areas, the Programme focused on creating an enabling policy environment for access to

protected areas for cultural, traditional and religious purposes. This was done through contributing to the writing of three

important pieces – the first being the protocol for the processing of applications to gain access to CapeNature protected areas for

consumptive (sustainable harvesting) and non-consumptive (spiritual and cultural activities) utilisation activities and purposes.

The purpose of this protocol was to establish an easy to understand yet formal procedure which could be followed and applied by

all staff members throughout CapeNature areas. Adding to the protocol, the Code of Conduct for Natural Resource User Groups

was developed; the purpose of which is to regulate the relationship between CapeNature community conservation staff

members and Natural Resource User Groups. A third document developed was the Natural Resource User Groups' Guide to

Conservation Legislation, to enlighten Natural Resource User Groups about legislation relating to conservation.

The table below indicates the number of people who gained formal access to CapeNature managed protected areas in the period

under review:

Access to protected areas for consumptive and non-consumptive purposes

Access for cultural and traditional purposes

Cultural activities refer to initiation sites and Rastafarian activities

Traditional activities refer to traditional healing, patients and trainees

Access for sustainable harvesting

Access for spiritual purposes

Spiritual activities refer to ancestor and healing of abused citizens

Total

Number of people

in 2009/2010

44

400

315

759

Number of people

in 2008/09

517

395

314

1,226

! Implementation of People and Parks Programme

The Programme continued its efforts in ensuring the implementation of the People and Parks Programme, a national

Department of Environmental Affairs led initiative aimed at promoting and ensuring compliance to the Protected Areas Act (Act

57 of 2003) and which seeks to promote sustainable utilisation of protected areas for the benefit of people in a manner that would

19

preserve the ecological character of such areas and Co-ordinated by the Programme, the purpose of the visit

promote participation of local communities in the was to build partnerships with other nature conservation

management of protected areas. The Programme is agencies and learn from their approaches and

happy to report that the close working relationship experiences in implementing the People and Parks

between the Programme and both provincial and Programme in their regions. The visit enlightened all

national People and Parks Programme participants parties about the importance of co-operation,

continued during the year under review. collaboration, diligence, sound project planning and

management as well as the inevitable need of improved

On the provincial level, the work of the Natural Resource co-operative governance. Part of the visit included

User Groups-appointed Western Cape People and interaction with community structures and partners,

Parks Steering Committee continued at programme and looking at successes and lessons learnt in implementing

at area levels: both Steering Committee members and Community Based Natural Resource Management

Programme staff strengthened relations through projects, People and Parks projects and value added

strategic planning sessions and quarterly meetings. industries projects.

Western Cape People and Parks Steering Committee

members participated in two community meetings held in ! Protected Area Advisory Committees

Pretoria. The Programme held two Provincial People and The CBNRM and LED Programme continued its support

Parks NRUGs meetings as well as the Provincial People to areas in establishing and strengthening Protected

and Parks strategic planning meeting in the reporting Area Advisory Committees. Updating the terms of

year. On the national level, Programme staff participated reference for the establishment of Protected Area

in four national People and Parks Programme meetings Advisory Committees took centre stage. Three Protected

in Pretoria during the reporting year. Area Advisory Committees were established in the

Boland area; specifically, for Kogelberg Nature Reserve,

! Capacity-building for Natural Resource User Groups Jonkershoek and Limietberg Nature Reserves whilst

(NRUGs) and Community Conservation Staff members Ezemvelo Environmental Forum was launched as a

A highlight of the year under review was a knowledge Protected Area Advisory Committee for Driftsands

exchange visit by the People and Parks Steering Nature Reserve in the Cape Metro Area. A Memorandum

Committee for the Western Cape and CapeNature of Understanding to formalise the relationship between

Community Conservation Staff to the Eastern Cape CapeNature and Ezemvelo Environmental Forum was

Parks Board and National Department of Water Affairs. also signed during the reporting year.

Partnership

Hessequa

Municipality

Theewaters-

kloof

Municipality

Roggeland

Farm

Intervention

This project is implemented by CapeNature with funding received from the Western Cape

Department of Social Development. The Hessequa Municipality has also played a major role by

providing an office and warehouse space for the factory. To date, the municipality has spent more

than R40,000 in renovating, painting and tiling the office. The project beneficiary, Albertinia Aloe

Tappers Co-op, is being assisted with product and business development. The application for

funding from the Department of Trade and Industry Co-operative Incentives Scheme is being

managed by Fountain Enterprise cc through the Red Door voucher system.

With assistance from CapeNature, a group of traditional healers from Grabouw under the

umbrella of Vukani Traditional Healers Association have secured about 1,2 hectares of land from

Theewaterskloof Municipality. The Programme is currently assisting project beneficiaries to

establish a food/medicinal plant garden.

With assistance from CapeNature, a group of Rastafarians under the umbrella of Nyahbinghi

Herbal Council in Paarl secured five hectares of land from Mr. Dannie Malan who owns

Roggeland farm. The Programme is currently assisting the project beneficiaries to establish a

food/medicinal plant garden. Red Door has been roped in as a business support institution to

support the beneficiaries with business plans, business set up, etc.

Project

Albertinia

Aloe Project

Grabouw

Food/

Medicinal

Plant Project

Paarl Food/

Medicinal

Plant Project

?Partnerships


?Community Awareness and Enjoyment of CapeNature Protected Areas

In the reporting year, the Programme facilitated a number of celebrations within the protected areas – notably on

commemorative days – in order to expose, engage and connect with group members (those groups who participated in these

open days have confirmed their belief and support to sustainable conservation principles). For example, the Programme held

Heritage Day celebrations in the Hottentots Holland Nature Reserve under the theme “Celebrating South African Craft, our

Heritage”, at which various cultural groups shared the stage showcasing their dances and songs.

The Programme experienced slow progress in the establishment of the Protected Area Advisory Committees that are central to the

community oriented approach and a requirement of the Protected Areas Act due to unwillingness to travel the long distances to

meetings (farmers to townships and town folk to reserves) and costs involved in transportation to these meetings. Poor attendance

at these meetings resulted.

The CBNRM and LED Programme will continue to focus on facilitating job creation and SMME development in all of CapeNature's

areas. The Programme will also continue to implement the People and Parks Programme, including supporting the establishment of

Protected Areas Advisory Committees. Other institutional support for the year ahead will include completion of the People and

Conservation Standard Operating Procedures Manual, volunteer management, as well as continuous assessment and report

writing on Programmatic issues.

Key challenges



The restoration of natural vegetation and empowerment of local communities

This project seeks to restore transformed Spekboomveld in the Groenefontein Nature Reserve, to link the upliftment of

communities with environmental needs as was identified through conservation planning and landscape initiative projects

(Gouritz Initiative, SKEP and STEP), to establish partnerships between government organisations, business, local

communities, non-governmental organisations and research institutions, and to create meaningful job opportunities for

unemployed local people.

Approximately 100 hectares of Spekboomveld experienced severe degradation through over-grazing. Working for

Woodlands, in collaboration with the Gamtoos Irrigation Board and Rhodes University, launched a project to restore degraded

and lost Spekboomveld. Two experimental plots in partnership with CapeNature were established on Groenefontein Nature

Reserve during April 2009. A large-scale restoration project is envisaged and funding for the first contract was provided by

Columbit as a contribution from industry to off-set the carbon released into the atmosphere by the company's processing

plants within South Africa. The project aims to establish more partners and funding streams to restore additional degraded

habitat.

A ceremonial planting with Columbit and CapeNature representatives was held

on 15 December, 2009 as an example of what can be done in a

private-public partnership.

Driftsands Organic Nursery

The Nursery at Driftsands Nature Reserve is up and running!

Fresh, organic produce was harvested and sold to members of the

community. Jobs were also created through the DEAT Driftsands

project – fifteen for the nursery, eight for the hiking trail and bus

parking and three for the construction of the electric fence. The

construction of the plant nursery is complete. The nursery provides

skills and job opportunities to surrounding communities: in

2009/10 it created 23 jobs.

21

Environmental Awareness, Education and Youth

Development

Objectives

Key achievements

CapeNature has incorporated youth service learning into its daily operations

and is a leading service provider for youth service programmes in conservation

as well as environmental education.

The Youth Programme saw the development of human capital for the

conservation industry/economy as one of its objectives. The Programme was

tasked with the creation of spaces for nature based environmental awareness;

specifically, two centres per region (one in conservation management and one

in ecotourism).

Much of the Youth Development Programme's efforts were focused on

developing human capital for the conservation industry/economy in the year

under review. Facilitating and capacitating the National Youth Service

Programme (NYSP) and its internship extension programme.

?The National Youth Service Programme (NYSP)

The NYSP mentors youth while adding value to biodiversity management

in the region. The initiative, being in its third cycle, contributed more than

32,824 human hours towards conservation management, contributions to

essential tasks that enhanced the biodiversity management of reserves;

however, the overall value and success of the NYSP can also be

measured in the participants' personal growth and development, as well as

in the quality of the service that they deliver.

The NYSP received numerous applications: over 300 applications were

processed, with most of the candidates from the Witzenberg, Drakenstein,

Theewaterskloof, Eden, Overstrand, and Winelands Municipal Districts.

Twenty-seven of thirty-one participants completed the programme with six

receiving Certificates of Excellence, fifteen attaining Certificates of

Competence and six receiving Certificates of Participation at graduation.

Working with educators and other stakeholders, participants got constant

acknowledgement for having a positive attitude, confidence in their own

abilities, leadership skills and being well mannered. Participants also

received positive feedback from reserve management staff. The

Programme is proud to note that the NYSP managed to operate with only

two dedicated staff members - with the support of CapeNature reserve

staff.

?NYSP Internship Programme

The Youth Development Programme continued to manage, run and

expand the NYSP Internship Programme. This is a new and exciting pilot

internship programme which provides further developmental opportunities

for ten NYSP graduates and adds another important dimension to its


capacity-building efforts. The Department of biodiversity hot spots and poverty nodal areas to ensure

Environmental Affairs and Development Planning has that environmental education is accessible to different

come on board as a partner in this pilot programme and communities across the Province. A target of ten centres

has contributed funding for a further ten posts, also to be by 2009 was set for the Youth Programme to implement.

located within CapeNature areas. In 2005 the Programme was tasked to identify and

renovate five sites into fully functional, multi-purpose

The intention with the trainee posts is to ensure that Youth Centres of Learning. The venues are designed to

CapeNature retains a number of top achievers after they be full residential sites that provide a new standard of

have graduated (as vast investments have already been environmental design sensitivity, disability access and

made in them), and that these trainees are kept within the functional working spaces to house NYSP and

conservation sector and are available to CapeNature environmental awareness efforts and serve as the main

and other conservation agencies (to be absorbed into platform for our youth development efforts in these

vacant posts and other project posts as these become regions. The R4,8 million allocated by DEA&DP for this

available through the normal HR process). task was, however, only sufficient to renovate one youth

centre.

The internships provided NYSP graduates access to

further structured personal development opportunities ?Renovations Completed

and also acted as temporary employment with a view to The Programme is proud to report that in the period

retain the graduates within the conservation sector. under review, the renovation of the Grootvadersbosch

These trainees were placed into different developmental Nature Reserve Youth Centre (outside Heidelberg) was

programmes co-ordinated by the Youth Development completed. This centre provides accommodation for

Programme, on reserves where accommodation was twenty-four learners (with the potential to double this

available, and tasked with activities that contribute to capacity) and boasts full disability access, a lecture hall

biodiversity management - in turn revitalising, and recreational space. CapeNature is very pleased to

capacitating and transforming CapeNature. Interns were report that the centre's innovative green design has

placed on reserves and in stations where they could gain allowed for a significantly lower footprint – particularly in

further practical experience in their particular fields of water and energy savings. In Grootvadersbosch, we

interest. There was active mentorship and guidance by have truly created a campus of learning on the reserve.

Programme staff. Interns and supervising managers

entered into Internship Agreements, co-ordinated and The Vroljikheid Nature Reserve Youth Centre (outside

supported by the internship programme team. This team McGregor) was upgraded and a design plan for the

also arranged regular contact sessions to assess the Witfontein Nature Reserve Youth Centre (outside

progress and development of each intern. Supervising George) was completed. Finally, some feasibility work

managers assisted with further training and was done around the possibility of constructing a new

development of them. youth centre near Clanwilliam.

The Programme also looked for potential employment

opportunities that could provide exit opportunities for the Lack of dedicated support in financial management

interns: to date, four of the 2008/09 graduates have hampered the performance of the management team of the

secured contract posts within CapeNature; one with Youth Development Programme in all projects in the period

SANParks. Others have applied for various vacancies under review, but the Programme is pleased to report that a

and are awaiting the outcome of the interview processes. motivation for a dedicated Finance Manager to support the

Youth Development Programme has been approved (subject

?Environmental Awareness Centres to the availability of sufficient operational funding). It is hoped

Other objectives attained by the Youth Development that this post will be filled in the coming year in order to

Programme were the creation of spaces for improve the efficient management of all projects.

environmental awareness. As far back as 2003,

CapeNature identified the need to fast-track the Another challenge experienced in the reporting year was in

establishment of environmental awareness centres in the area of human resources: staff shortages hampered

Key challenges

23


delivery, reduced effectiveness and restricted efforts in providing a wide range of learning opportunities to our trainees. It is

imperative that all posts be filled prior to the implementation of these projects to ensure effective delivery.

In order to fulfill its objective of building competencies and networks in environmental education, the Youth Development

Programme will participate in a multi-disciplinary network to facilitate the development of environmental education skills of forty

teachers across the Province in the year to come. The Lead Teachers' Programme is about passionate teachers taking the lead,

volunteering for capacity-building courses to improve their ability to facilitate environmental education programmes for their

learners. The best products from this programme will be showcased at a national conference in September 2010.

The Youth Development Programme will also work on securing alternative funding streams in the year ahead by entering into

partnership agreements with Non-profit Organisations, where the latter bring their implementation funding into projects of common

interest, with the objective of reaching programme targets via external funding.



Marine Week

Clean-up initiatives

Careers Expo

CapeNature successfully hosted another Marine Week

within the Betty's Bay MPA and Bird Island, Lambert's Bay.

The Betty's Bay MPA activities were done in collaboration

with Harold Porter Botanical Gardens. All in all, 290 students

(future conservationists!) from neighbouring schools were

reached and learned about the importance of MPA, rocky

shore diversity and the penguin colony.

Two clean-up campaigns were completed (with the City of

Cape Town's Solid Waste Department) around the Driftsand

Reserve. Both campaigns were visibly successful, allowing

participants to play a role in a quick, inexpensive

environmental solution.

CapeNature participated in the SABC Careers Fair, where

the programme reached 600 learners over three days. The

organisation shared some information about careers in

conservation with the learners and won the trophy for Best

Environmental Stand.

25

Integrated Catchment Management

Objectives

Key achievements

?

Approximately 60% of the water used by agriculture, the manufacturing industry

and domestic users in the Western Cape comes from mountain catchment areas

(MCAs). CapeNature manages these MCAs, either directly, as state land, or

indirectly as private MCAs. To ensure proper management of these areas,

CapeNature has adopted a catchment-to-coast approach to conserve these

critical ecosystems.

The Fire Management Programme's overall objective is to sustain biodiversity

and ecological systems through the integration of effective and efficient fire

management activities. Specific objectives for the period under review included

capacity-building (providing specialised Fire Management training to new

recruits, Conservation Managers and Field Rangers); developing partnerships

with other role players involved in veldfire management; negotiating contracts

for delivering services such as the construction of firebreaks, aerial fire-fighting

and fuel reduction controlled burns; and policy development (setting Fire

Management policy and providing guidelines for managers to adhere to the

regulations of the National Veld and Forest Fire Act).

Secured, strengthened and sustained key partnerships

In the period under review the Programme successfully secured,

strengthened and sustained several key partnerships. The Programme

once again secured fire-fighting resources in the form of 220 trained,

equipped and experienced fire-fighters on eight CapeNature Reserve

bases during the fire season through the renewing of the Memorandum of

Understanding (MoU) between CapeNature and the Working on Fire (WoF)

Programme. This partnership proved to be both effective and necessary.

During the period under review, they were involved in fighting over one

hundred wildfires in CapeNature protected areas. Out of the fire season,

WoF ground crew assisted in the construction of firebreaks and the

management of prescribed burns.

In terms of return on investment, the relationship with WoF has proven to be

valuable for CapeNature. Without requiring any financial contribution from

the organisation, the value of the partnership was worth an estimated

R19 million. CapeNature contributed towards the partnership by providing

infrastructure (bases) as well as administrative and mentorship support.

Fire Management

Photo: © Andrew Hagan 2010. All rights reserved. www.andrewhagen.co.za

It is clear that the partnership is mutually beneficial. In the This lack of capacity at the Catchment Manager level is

period under review, CapeNature proved one of the most exacerbated by the fact that recently appointed Reserve

steadfast partners to Working on Fire (WoF) in the Managers do not have the required fire management

country - reflected in the results of the annual audit of the experience or training. This presents a number of critical

more than one hundred national WoF bases, in which challenges, especially when these staff members are

two CapeNature bases, Uniondale and Walker Bay, required to manage large, wild veldfires. These challenges

finished in the top ten. were solved by sending managers on training courses as

soon as they had been recruited, organising ad-hoc training

Partnerships were further entrenched in the reporting courses such as Fire Report Methods and Procedures, and

period when an agreement was reached with Volunteer rendering support where possible at wildfire operations.

Wildfire Services (VWS) to establish a fire-fighting base

at the Jonkershoek Nature Reserve near Stellenbosch. Over expenditure is a constant challenge to CapeNature, and

In terms of the agreement, thirty-seven volunteer fire- the 2009/10 financial year was no exception. While it is

fighters worked in close co-operation with CapeNature possible to estimate and refer to long-term climatic forecasts,

staff on all wildfire operations. Even though the it is always difficult to predict the number, frequency, extent

volunteers' base was established only late in 2009, they and intensity of wildfires or indeed the type of fire season we

have already been involved in five wildfire events in the can expect. Ultimately, Fire Managers have the unenviable

reporting period. In fact, CapeNature is so pleased with task of dealing with wildfires where the risk to life and property

the VWS partnership that the model used to establish the may not be self-evident. They constantly have to balance the

Jonkershoek base will be used to establish similar value of resource commitment with the potential a fire may

satellite volunteer bases on other reserves in the Boland have of getting out of control. On the other hand, committing

and Southern Cape in the future. maximum resources to a small fire may result in “overkill”

tactics, a waste of resources. And, of course, all decisions are

Continuous Training taken with the safety of the fire-fighters being of paramount

The Programme also places a very strong emphasis on importance - regardless of monetary costs. Wild- fires are

training. For example, CapeNature is the only becoming larger, and fire management operations in the

organisation in the country where all Senior Managers Western Cape remain labour intensive. As long as these

involved in wildfire operations have undertaken the conditions persist, fire management expenditure will always

Intermediate and Advanced Incident Command System be excessive.

(ICS) course presented by a consortium of instructors

from the United States and WoF. This tradition continued

in the period under review where the newly appointed Filling all four of the Catchment Manager posts will have a

Catchment Managers took the lead in setting ICS positive impact on fire management practice in CapeNature;

standards for the Province. They have co-founded the however, the focus in 2010/11 will be on the extension of fire

Provincial ICS Work Group, which is setting standards management training to all levels of conservation

for application by other role players in the province. The management in CapeNature.

Programme Manager represents the Province on the

National ICS Work Summit, where standards for the In June 2010, the first of a series of FireWise Communities

country are set in line with international standards. training initiatives is to be launched. In this exciting initiative,

Reserve, Community, and Tourism Managers will all be

trained in running FireWise Projects within their respective

Notwithstanding the many achievements, the Fire fields of management. These projects will include exercises

Management Programme also faced many challenges in the in fire risk assessment and mitigation, as well as the drafting

reporting period. Insufficient capacity remains the most of plans to secure livelihoods and assets against wildfires.

critical challenge to Fire Managers - particularly during the The objective is to encourage the local communities to accept

fire season, and while Catchment Managers have fulfilled a responsibility for fire management wherever possible, but

valuable role in extending skilled and experienced expertise especially where the protection and prevention of wildfires is

to the Conservation Managers involved in Fire Management involved.

on all CapeNatures Reserves; of the four Catchment

Manager posts, only three have thus far been filled.

?


Key challenges



Volunteers aid CapeNature in time of need

The 2008/09 fire season saw CapeNature starting what was to

become a long-term relationship with volunteers around the

Jonkershoek Nature Reserve, partnering with the organisation

and the local community. This enthusiasm has since been

channelled into establishing a volunteer group in Jonkershoek,

specifically looking at fires. The volunteer group was based on

the Cape Town-based Volunteer Wildfire Services (VWS) and is

affiliated to them. The Jonkershoek VWS started training in June

2009 and by November of that year had thirty seven trained and

equipped firefighters ready for the 2009/10 fire season. During

the 2009/10 fire season, 936 volunteer hours were worked on

fires in the Boland area – a truly astonishing result that

showcases the power of volunteerism and of public-private

partnerships!

27

C.A.P.E. Estuaries Programme

Objectives

Key achievements

?

?

Integrated Coastal Management Act 24 of 2008 as

having the mandate to manage estuaries and their

surrounds. Initially, the co-funded Estuary Management

Plan concept was developed with the aim of securing The C.A.P.E. Estuaries Programme had several objectives

funding and support from government departments for the 2009/10 year. These included capacity-building

mandated with estuary management. These (maintaining and improving the co-operative management

departments were subsequently made part of the style and developing and improving estuary management

Estuary Management Plan developmental process, and training courses), policy development (reviewing estuary

then encouraged to manage the Estuary Management management plans for the first six priority estuaries,

Plan developmental process themselves (with the completing five new co-funded estuary management plans

support of the C.A.P.E. Estuaries Programme). By and developing co-management estuary policies),

including all such organisations in decision-making and institutional support (for the estuary management process),

budgeting for various estuary management scenarios, sourcing and securing co-funding for estuary management

CapeNature is effectively creating management capacity plans and training programmes, developing information

within the Province and the country in this relatively new systems (an integrated estuary database) and integrating

management field. In the period under review, management teams (specifically, estuary management into

CapeNature worked with the Eastern Cape Parks Board, the Regional and Provincial coastal committees).

SANParks and the Nelson Mandela Metro to develop

their estuary management capacity to the point where

they are able to develop Estuary Management Plans Capacity-building: Maintaining and improving the

(EMPs) for their priority estuaries on their own. C.A.P.E. Estuaries Programme's co-operative

management stylePolicy development: Reviewing first six Estuary

The effective implementation of the co-operative Management Plans (EMPs) and the Generic Estuary

governance style of management aims to develop the Management Planning Framework (GEMPF)

estuary management capacity within government The first six Estuary Management Plans developed for

departments – provincial and national - identified by the priority estuaries in South Africa in line with the

Integrated Coastal Management Act and the guiding GEMPF were

reviewed by stakeholders and specialists at a C.A.P.E. Estuaries

Programme Review Workshop and a report that supports the continued

existence of the Programme – on the basis that the effective management

of estuaries sustains valuable business and biodiversity located along our

coastlines - was made available. It was noted in the report that the

Programme encapsulates the ideal integrated and inclusive methods

needed to successfully manage these complex ecosystems.

Policy development: Developing five new co-funded Estuary

Management Plans

The process, aimed at developing an additional five co-funded Estuary

Management Plans, was initiated in the year under review. The successful

implementation of these plans will indicate that the Estuary Management

Plan process developed within the C.A.P.E. Estuaries Programme has

been accepted by the mandated authorities as the way forward. This will

indicate that the style of management has been accepted by all

government departments responsible for estuary management. A total of

21 co-funded and co-managed EMPs are in varying stages of completion

indicating the success of the programme.

Sourcing co-funding for Estuary Management Plans and training

programmes.

The C.A.P.E. Estuaries Programme was very successful in raising funding

for EMPs and training programmes. The aim was to access funding from

organisations already involved with estuary management – and in doing so

to simultaneously raise awareness and capacity within these

organisations. Funding was secured to develop an additional five co-

funded EMPs during 2010. (Additional funding to complete the necessary

co-managed EMPs has been committed to the Programme from co-

funding organisations.) The Programme is very pleased to report that

funding for the continuation of the estuary management training

programme during 2011 has also been secured.

Developing an integrated estuary database

While various organisations each have their own database on estuaries, it

was decided that having one national hub where all information on

estuaries is secured and maintained would be most beneficial to protect

these areas. In the year under review, the C.A.P.E. Estuaries Programme,

in association with the Department of Environmental Affairs (Oceans and

Coastal Management) and the South African Environmental Observation

Node (SAEON) continued with the development of what is provisionally

termed the National Estuaries Database.

Institutional building: Integrating estuary management into regional and

Provincial Coastal Committees

The initial aim of the C.A.P.E. Estuaries Programme at its establishment

was to develop a GEMPF and six Estuary Management Plans; however,

currently more than twenty-one estuary plans are in various forms of

?

?

?

?


29


Working for Wetlands

The Expanded Public Works Programme driven West Coast

Working for Wetlands Project has succeeded in poverty

alleviation and increasing biodiversity. During the period of

implementation, an impressive eighty per cent of the

Verlorenvlei RAMSAR site catchment was cleared of alien

vegetation, creating 26 job opportunities with previous

contractors now being privately employed on farms in the

catchment to help landowners with alien vegetation clearing.

Further, a comprehensive guideline for wetland

management, aimed at raising awareness about the impacts

of farming activities on these important biozones, was

developed as a key resource for landowners along the

Verlorenvlei wetland.

completion and it has become evident that a regional and

provincial estuary management structure is necessary to

implement the effective management of these plans.

Further, each Local Authority and District Authority is

responsible for the management of several estuaries.

These local management structures need to integrate with

the management structure of provincial and national

departments. The latter also have management regions,

which, along with Provincial Coastal Committees, must

implement integrated management of coastal areas,

including estuaries.

The design and structure of the different management

interactions was discussed in the year under review and

will be fine-tuned during the remainder of 2009. An

Estuary Manager position, funded by the Table Mountain

Fund, was designed to test methods of setting up a

regional estuary management structure and management

process, and will soon be active within the Overstrand

Local Municipality.

Though the C.A.P.E. Estuaries Programme is being managed

by dedicated officials, they are all employed on a contractual

basis. The sustainability of the Programme is therefore linked

to contracts that need to be renewed on an annual basis.

The integration of World Bank with CapeNature procurement

processes proved to be quite a challenge in the year under

review; however, good progress was made with CapeNature

Human Resources and Finance staff actively participating and

supporting this process.

Catchments and estuaries provide crucial goods and services

to the marine environment, which in turn sustain massive

consumptive and non-consumptive industries. The value of

the goods and services that estuary systems provide is

substantial. Most, if not all, development along the coastline

takes place around estuaries as they are a source of fresh

water as well as a sheltered environment in which people can

settle. In the year ahead, the Programme will endeavour to

identify these values and make clear this relationship between

functional catchments and estuaries to the provision of high

value goods and services. A Catchment to Coast management

concept will be developed to assist managers in prioritising

actions to maximise the value of each system.

Key challenges


Alien Vegetation Management (AVM)

Objectives

Key achievements

?

?

One of the objectives of the Alien Vegetation Management Programme in the

2009/10 financial year was to complete Management Unit Clearing Plans to

accurately and fully depict the extent of invasive plants in all reserves, mountain

catchment areas and contract stewardship areas.

A second objective was to embark on a process that would result in the full-time

employment of all persons funded under the Department of Water Affairs'

Working for Water funding arrangement.

Targets set in the Annual Performance Plan were 55,982 initial hectares and

94,272 follow-up hectares, to be cleared. However, the funder only approved

the Annual Plan of Operations after the final date of submission for the Annual

Performance Plan. The approved funded hectares to be cleared were 22,266

hectares for initial clearing, and 72,882 hectares for follow-up. CapeNature

succeeded in exceeding these funded targets by 41% (initial) and 21% (follow-

up).

Finally, the AVM Programme aimed to create an enabling environment and

functional process to allow the institutional and operational integration of the

Fire Programme and AVM, the functional integration of the CBNRM and LED

Programme with the AVM Programme's training unit and that of Social

Development.

Advocacy and knowledge enhancement

Promotional material ranging from posters, roll-up banners and other

materials depicting the most aggressive invaders in the Western Cape and

management efforts was developed as part of the target and to assist in

future environmental education efforts. All material was developed in

conjunction with other units and programmes within the organisation. The

Communication Unit assisted with desktop design and layout while the

Conservation and Project Managers were tasked with producing high

resolution photographs taken in the field and/or at events.

CapeNature did not finalise the Management Unit Clearing Plans as

planned; instead, the AVM Programme decided to integrate them with

various scientifically developed spatial planning processes that would give

us a more accurate result in terms of our planning targets. This was due to

the fact that it was realised that for CapeNature to arrive at a product that

would accurately depict the extent of invasion, the Programme would have

to redraw the terms of reference - from a single focus on invasives spread to

a comprehensive spatial image of all factors, including fire history and

demographics.

Institutional strengthening processes

The year started on a high note when Conservation and Project Managers,

Quality Controllers and Finance Administrators met to do annual planning


31

and team building to great success and enjoyment, setting follow-up clearing and 73,929 person days. This success

clear strategic direction for the year ahead. can be directly attributed to the exceptional commitment

from CapeNature's Executive and our contracting teams.

To demonstrate CapeNature's commitment to institutional

strengthening processes, the organisation's Executive Besides fresh clearings, it was proven yet again that

mandated the Programme Management to investigate regular maintenance is essential to keep areas free from

ways and means to include the Working for Water (WfW) invasives. Through repeated follow-up in areas of

Project Manager and Quality Controllers into the between one to five per cent infestation, the Programme

establishment on a permanent basis. In one of the most showed that it is winning the battle against invaders. This

exciting achievements, the permanent absorption of all was evident in areas such as the Palmiet River Valley in

persons suitably qualified was achieved in July 2009. This the Kogelberg Nature Reserve - restored to near pristine

has given a new sense of belonging to many employees. condition. In many other areas the programme observed

that the consistent process of eradication created

These staff members have invested many hours of hard sufficient competition between endemic fynbos and

work into the AVM Programme and the organisation invasives. To a degree, the operational approach that has

recognises that its most valuable resource is the confined dense acacia thicket infestations to riparian

contracting entities that are assigned to field operational zones and dunes (e.g. Jackalsriver, Botriver, Goukamma

clearing tasks. The clearing assignments happen in and De Hoop) has successfully prevented the spread of

hostile areas that ask for higher commitments to safety relatively "stable infestations" into surrounding adjacent

and motivation than other work. Their commitment and natural areas.

dedication can be measured in the number and quality of

contracts completed within set time frames without any CapeNature's long-term strategy of tackling lighter

disabling injuries. The Programme is happy to report, infested areas (which, in most cases, cover larger land

therefore, that contracting entities have become areas thereby posing the threat of rapid spread if not

development partners in the sense that they are assisting treated) has proved a worthwhile investment of

in the capacity-building of their workers. The Programme's resources. The new challenge is to maintain these gains

Five Star Safety Record testifies to the fact that by embarking on elevated or redefined operational

contractors are serious about their work. To demonstrate methods that would (on scientifically calculated intervals)

CapeNature's commitment as business partners, and in conduct such operations.

another achievement in institutional building, the AVM

Programme extended awards of appreciation and

certificates of recognition to various categories of One of the key challenges experienced was due to the

contractors who contributed to the Programme's third emergence of the Integrated Catchment Management (ICM)

consecutive year of success in the management of operational model. While the Programme's contracting

invasives. entities were ready to take up the opportunities contained

within the ICM, and the ICM Steering Committee had

CapeNature acknowledges the power of partnerships. developed all the relevant policies enabling identification of

The AVM Programme established a partnership with the

Centre for Invasion Biology, in which the organisation was

able to assist with the placement of one of their students

conducting a Masters level research project on emerging

contractors. [The research was focused on WfW

contractors and their levels of dependence on the

Extended Public Works Programme (EPWP). A poster

with some of the findings was produced; the report is

scheduled to be concluded in 2010].

Increase in biodiversity

In the 2009/10 financial year, the Programme delivered

31,408 hectares of initial clearing, 88,222 hectares of

Key challenges

?

labour potential, transferring of skills and the establishment of In order to gain further control of the problem of invasive

effective, new income streams to communities, the vegetation and sustain the current gains, it is imperative to

Programme did not make provision for the retraining of new get buy-in to the value of invasive plant management from

contracting entities – even while the Programme assisted neighbouring landowners in order to prevent enormous

them with the transfer to ICM contracting. impacts from their properties. For the next year, the

Programme and other strategic partners wish to attempt to

A second key challenge experienced by the Programme was launch an integrated control process that would include

the scheduling of tasks, which proved very inconsistent - various approaches (such as elevated landowner advocacy

leaving contractors without employment in critical times. drives and stepping up biological control release to heavily

Cited as a hard lesson, this gave CapeNature the opportunity invested areas, especially riparian zones).

to develop an Integrated Reserve Operations Plan.

The issue of limited resources and the challenge of growing

Finally, alien seeds are proving far more resilient than infestations accentuate the need for innovative management

indigenous seeds to fires. The former are able to tolerate interventions. Limited resources do not allow for the complete

higher temperatures (this is exacerbated by fires using higher eradication of all invasives in our mandated areas. It is thus

fuel loads). Going forward, this poses serious challenges to essential to employ newly-developed prioritisation tools to

indigenous re-growth, planned operations and availability of determine where best we should invest the resources and

funds. efforts. The process in 2010/11, therefore, will involve

completing wall-to-wall mapping to accurately calculate the

extent and nature of infestation and to further enable a time-

Despite the many negatives impacts, some invasive species based measurement tool that would guide in planning on

have considerable value, and many have some form of systematic rehabilitation efforts.

economic benefit associated with them. While CapeNature

recognises that benefiting from invasive species is in conflict The AVM Programme is looking forward to benefit from

with the Programme's stated mission, the reality cannot be numerous partnerships and collaborations. These include its

ignored, especially for our poorer communities. For 2010/11 Small Business Development Component, which has several

the AVM Programme would like to embark on a finely co-operation agreements with the Small Enterprise

developed strategy to optimally utilise excess biomass with Development Agency and the Provincial Department of

value chain initiatives. For example, these benefit streams Economic Affairs, and which will result in business

could be accessed in areas like De Hoop (Bredasdorp) and workshops, exposure and more contracting opportunities.

Zoar (Swartberg) that have secured harvesting sites for fire- Finally, the EPWP Phase Two selected CapeNature

wood. contractors in the Breedeberg area to form part of their

intensive, two-year contractor development process to

commence in April 2010.



New invasive species identified

CapeNature is adding to the body of knowledge of flora in the

Western Cape. Waterval Nature Reserve Field Rangers

discovered a “new” alien invasive species, Melaleuca species

(Paperbark Tree), and with the help of SANBI's Emerging Weed

Unit compiled an implementation plan for the eradication of the

species. They also did a survey to determine the spread of this

invader.


Wildlife Management Programme

Objectives

Key achievements

Human activity continues to threaten the world's wildlife. The pressures of

development, commercial exploitation, illegal trade in fauna and flora, sport and

conflict with human populations negatively impact on the wildlife of the Western

Cape.

The main objective for the Wildlife Management Programme for the 2009/10

financial year was to enhance the security of wild animals living or passing

through agricultural land. CapeNature desires farmers and farm workers to

implement only management options that are humane, selective and

ecologically acceptable, and within the legal framework of environmental

legislation. CapeNature is working to stop the unselective killing of wildlife that

causes losses to the agricultural environment. Implementation of these

guidelines will contribute towards sustainable biodiversity conservation.

As such, the Programme set specific goals in awareness raising and advocacy.

These included to:

a. conduct at least ten awareness raising workshops/trainings with farmer

unions, farm workers and CapeNature staff on the holistic principles when

dealing with damage causing animals; and

b. get organised agriculture's buy-in i.e. they accept co-responsibility for the

management of damage causing animals.

?The Wildlife Management Programme played a leading role in the drafting

of the National Norms and Standards on Damage Causing Animals, of

which the Holistic Management Principles developed by CapeNature

formed the basis of the document. The focus is placed squarely on the

prevention of stock and other losses to the agricultural community - instead

of the killing of biodiversity. CapeNature is of the firm belief that the long

term benefits of this approach will achieve better and more sustainable food

security and reduce losses to biodiversity.

?The Programme successfully conducted nine awareness raising meetings

with agricultural unions, in which participants were educated and informed

in the necessity and importance of CapeNature’s work.

?The Programme widely publicised CapeNature and the work of the

programme using different forms of media, including seven press releases

and four radio interviews.

?Wildlife Management was responsible for training human and ecologically

sustainable wildlife management to six different groups of farmers, farm

workers and CapeNature staff.

33



Community Interaction

Animal deterring devices (Jakkalsjaer)

Livestock protection collars

Trap cages

Through an area-wide planning process done in collaboration

with the Department of Agriculture, a need for damage causing

animal awareness was identified in the local communities of the

Wupperthal area. With the Department of Agriculture and the

Wildlife Management Programme of CapeNature, the GCBC

subsequently set up a Damage Causing Animals Outreach

Programme that would enable communities to identify problems,

better manage livestock and crops, decrease incidents of

conflict through preventative measures and restore the natural

ecosystem processes of natural predator prey relations.

Garden Route Conservation Services implemented the use of

an animal deterring device known as the “Jakkalsjaer”. This

device was loaned out to landowners that experienced damage

caused by Bushpig, Bushbuck and Black Eagle and a

satisfactory percentage success rate was reported back to the

Component.

Numerous collars were issued to two landowners that reported

stock losses caused by caracal. The use of these collars was

also successfully promoted amongst landowners reporting stock

losses.

Trap cages were supplied to at least twenty-nine landowners to

assist with the management of damage-causing wildlife in the

Garden Route area.

?The Programme worked with the agricultural

industry to reduce harm to damage causing animals. This

was done through attending meetings with stakeholders

(Agri Western Cape – three) and consulting on

compilation of protocols that, while currently in draft, will

become the Memorandum/Protocols of Understanding

on the Management of Damage Causing Animals. The

agricultural industry is on board and accepting co-

responsibility for the management of damage causing

animals.

The main challenge experienced during the reporting year

was one of capacity. The only individual working on the

Programme is the Programme Manager and it is impossible

for him to tend to all the exciting opportunities and important

priorities presented in this field of work.

The Wildlife Management Programme plans to capacitate

CapeNature staff to be able to perform wildlife management

tasks. The Programme will continue to provide training to

farmers, farm workers and communities on how to implement

the holistic principles on damage causing animals.

One of the key goals for the next financial year is to get the

Translocation Policy rolled out after the current public

participation process is successfully completed. The

Programme wants to train all CapeNature staff on how to

implement the policy and ensure that all decision-making and

actions are in line with the policy.

Finally, in pioneering work for South Africa, CapeNature's

Wildlife Management Programme will work to see the

Memorandum/Protocols of Understanding on the

Management of Damage Causing Animals implemented in all

agricultural unions in the Province. Implementation thereof will

contribute to better food security.

The focus will be on the creation of smaller management units

within the agricultural community that will focus on better

animal husbandry - instead of unselective killing of predators

after losses have occurred. Better husbandry will translate into

fewer losses of livestock and, in turn, better food security.

proactively

Key challenges


Biodiversity Crime Unit

Objectives

Key achievements

CapeNature's Biodiversity Crime Unit strives to turn back the tide of

environmental crime in the Province.

Biodiversity is the level of variation of animal, plant and all other life forms in a

defined area. The health of an ecosystem can be directly ascribed to the level of

its biodiversity. The Cape Floristic Region has one of the highest diversity of

biodiversity on Earth and CapeNature is committed to the conservation of this

unique floristic region. The Biodiversity Crime Unit (BCU) makes a significant

contribution to effectively conserve this special area sustainably.

The Biodiversity Crime Unit's target for the 2009/10 financial year was the

finalisation of four biodiversity crime cases with a 100% conviction rate.

The Biodiversity Crime Unit achieved key successes both in advocacy,

investigation and enforcement in the period under review.

?Advocacy

In terms of advocacy, the Unit played a leading role in the finalisation of the

Consolidated Translocation Policy, which was made public in March 2010

for public comment. This policy will provide guidelines for the movement of

certain game and other species, thereby contributing to more effective

biodiversity conservation in the region.

?Investigations

The Unit was also active in investigating biodiversity crimes. The BCU was

involved in the investigation of eight ivory cases involving a total of

approximately 1,85 tons of ivory figurines, jewellery and stamps (this

amounts to approximately 46,000 items). Five of these cases are still in the

court process or under investigation. Two cases were withdrawn due to the

accused absconding after being granted bail by the court. One case was

finalised in the Beaufort West Magistrates' Court.

The Biodiversity Crime Unit was also involved in the investigation of three

cases involving rhinoceros products. One person was sentenced to R250

000 or five years imprisonment - of which R220 000 or two years was

suspended. Two of these cases are still in the court process.

During the 2009/10 financial year, the BCU was directly responsible for the

registration of twelve criminal cases, of which two were finalised

successfully in court. Of the remaining ten cases, two cases have been

temporarily withdrawn due to the fact that the accused (in both cases,

foreign nationals) absconded after being granted bail by the court, and one

case docket was misplaced in the relevant court. The remaining eight

cases are either in the court process or under investigation.

35

Of the remaining nine criminal cases registered in terms of the Nature

Conservation Ordinance, the BCU was involved to some extent in the

investigation of four of these cases. These cases were used as capacity-

building opportunities for the area staff involved.

?Enforcement

During the 2009/10 financial year, CapeNature personnel issued twenty-

seven J534 fines in terms of the Nature Conservation Ordinance and fifty-

three J534 fines in terms of the Marine Living Resources Act. Nine of the

former and forty-three of the latter were paid. The Unit was also

instrumental in the issuing of a J175 (a summons in a criminal case), which

was duly paid.

The lack of capacity and skill of some Conservation Services staff is of

paramount concern to the Biodiversity Crime Unit. An intervention needs to be

activated to provide proper skills development within CapeNature – most

notably with regards to permit inspections, species identification, legislative

knowledge and other spheres of Conservation Services activities. The

intervention will strengthen the BCU and allow it to devote more time to its core

function, namely biodiversity crime prevention.

Another challenge to the BCU's capacity has its roots in the Unit doing

supportive work for other components of CapeNature. The BCU plays a major

role in drafting and writing letters, policies as well as Memoranda of

Understanding on behalf of other components of the organisation. Due to the

legal, technical nature of such documents, the process has become extremely

time-consuming and owing to the fact that other component staff mostly do not

have the experience and/or training in this sphere, the Unit is often tasked with

requests for this kind of technical support.

The Biodiversity Crime Unit is in the process of appointing a new officer who will

be based in the Jonkershoek office, with the Programme Manager, and will aid

in creating capacity within the Unit.

The Unit also plans to appoint another officer to be based in the George Area

Office, also to increase capacity as that office is currently under capacitated.

(This appointment is, however, dependent on available budget.)

Key challenges



37

Quality Management

Objectives

Key achievements

The Quality Management Programme aims to support the highest standards for

the organisation. It achieves this through thorough assessment, monitoring and

reporting.

In the 2009/10 reporting year, the Programme's specific objectives included

implementing the Biodiversity Monitoring System and ensuring that all

CapeNature-managed Protected Areas improved their Management

Effectiveness Tracking Tool (METT) scores.

?Implementation of the Biodiversity Monitoring System

One achievement of which the Quality Management Progamme is

extremely proud was the successful implementation of the Biodiversity

Monitoring System (BMS). This significant milestone included: refining the

tools required to gather information, compiling a manual and conducting

training sessions in all eight areas. The final BMS indicators were

presented at the 2009 Biodiversity Review and the 2009/10 BMS Report

was submitted to the Department of Environmental Affairs and

Development Planning.

?Quality reporting, monitoring and assessing

The Programme continued to meet its quality reporting, monitoring and

assessing objectives. These included presenting CapeNature's 2008 METT

results to the Biodiversity Review in November 2009. The presentation

provided an overview of the general results and preliminary analyses of the

detailed results.

The Quality Management Progamme's preliminary analyses of last year's

data found some interesting results that are of value to the organisation.

Although METT is designed to track progress at individual management unit

level, rather than reporting on collective performance at an organisational

level, it was found that the following three indicators were commonly

represented as those that require organisational attention to promote

improvement at a management unit level: (1) effective communication, (2)

management planning, and (3) effective research and monitoring.

The Programme identified certain issues with the collection and

interpretation of CapeNature's 2008 METT data that skewed the results

and is working on correcting these errors for future studies. Areas within

the analyses and interpretation, such as the grouping of clusters, provided

inaccurate results due to primarily different land statuses and funding

frameworks.

A national revision of the METT-South Africa format for all protected areas

listed in the Protected Areas Register is underway by the DEA, and

CapeNature is participating in a leading capacity and collaborating with the

Department in using our organisation's data as a case study to inform the

revision. This process includes standardising the analyses and

interpretation of METT-SA results and identifying those sections in the

content which led to misinterpretation. Since the initiation of the revision,

the Quality Management Programme has also taken on the responsibility

to re-evaluate the 2008 results to accurately reflect and correct these

misinterpretations.

Most of the Quality Management Progamme's work consists of information

collection and analysis – and this is an exact and time-consuming process,

which needs to be well informed from the beginning and closely tracked for

accuracy of methodology and interpretation. Unsurprisingly, therefore, one of

the biggest challenges was in the collection of information required both for the

Biodiversity Monitoring System and quarterly reporting.

One factor that affected the Quality Management Programme's ability to reach

its targets was the decision by the DEA to refine the METT-SA. This resulted in

CapeNature taking the decision to delay the completion of any METTs until the

finalised version from the DEA is released; the target to complete METTs for all

CapeNature-managed Protected Areas was therefore not achieved. As noted

above, however, CapeNature has played a leading role in this refinement.

In the year ahead, the Quality Management Progamme is looking forward to

further refine and improve the Biodiversity Monitoring System and to conduct

METT analyses for all CapeNature-managed Protected Areas.

Key challenges



Ecotourism

Objectives

Key challenges

Key achievements


The Tourism Infrastructure Unit continued to provide

support to a number of tourism maintenance and

upgrading projects, including the building of boardwalks, CapeNature is working actively on significant developments viewing decks, furniture and décor, installation of jungle-and the upgrading of existing tourism infrastructure. Our gyms and retro-fitting various accommodation units platform of products is well planned and appropriately utilising green technology in order to reduce positioned in the landscape to be environmentally sensitive CapeNature's impact on the environment. and sustainable. The income generated from tourism

initiatives is plowed back into the conservation of the ?Tourism Road Signage Auditprotected areas.

In consultation with the Department of Economic

Development and Tourism, CapeNature embarked on a

tourism road signage audit. All reserves that offered CapeNature aims to offer and operate quality tourism tourism activities formed part of this detailed audit. The facilities to domestic and foreign visitors. The Tourism road signage application process will start early in the Infrastructure Development Programme is tasked with new financial year.developing and implementing a range of new and upgraded

tourism products in line with the CapeNature Strategic

Tourism Plan. CapeNature has a large number of products placed in a wide

geographical area. Lack of capacity to implement and

manage these initiatives resulted in delays. To mitigate ?Optimising partnershipsagainst this, the Programme appointed two Tourism The Mountain Club of South Africa (MCSA) conducted Managers in the third and fourth quarters.detailed hiking trail audits of twenty-three one-day and

overnight hiking trails in the Hottentots Holland, Lengthy public participation and EIA processes that are Jonkershoek, Kogelberg, Limietberg and Swartberg legislative mandates have also contributed to the delays Nature Reserves. The audit focused specifically on experienced with the proposed developments. The lengths issues pertaining to health and safety and included the of these processes are out of CapeNature's control.review of emergency procedures, trail grading, trail

markers, trail construction and maintenance, maps and In a proactive measure, the Programme is in the process of booking procedures. CapeNature has established an in-finalising a Standard Operating Procedure document with house task team that has already started to implement the Department of Public Works that will ensure that some of the recommendations as contained in the CapeNature can draw from the relevant expertise that Hiking Trail Audit Report and will continue to do so in the resides within that department. It is hoped that these 2010/11 financial year. processes will result in the more efficient and effective

implementation of infrastructure projects. ?Tourism Infrastructure Development and Upgrades

Detailed architectural plans and feasibility studies were

conducted for potential tourism developments at Rocher In the year ahead, the Tourism Infrastructure Development Pan, Grootvadersbosch, Salmonsdam and De Mond Programme will continue with renovation, refurbishment, Nature Reserves. All these developments were planned upgrading and construction of new facilities. In terms of and designed to ensure minimum impact to the planning, the Programme aims to complete the architectural environment and utilising current green building best designs, planned layout and reserve zonation and sensitivity practice. Environmental consultants have been analysis for the Grootvadersbosch, De Mond and Algeria appointed to conduct the Environmental Impact Nature Reserves.Assessments (EIAs). If these assessments are

approved by the National Department of Environmental The Programme is very excited to announce that the Affairs, it is envisaged that construction of these tourism developments at Kogelberg and Rocher Pan Natures products will start in the new financial year.Reserves will be completed by the end of the 2010/11

financial year.

39

Finally, in a long-awaited upgrade, the paving at Algeria campsite will be

completed to ensure visitor comfort and contribute to the upgrading of one of

CapeNature's top income generators.

?The Public Private Partnership (PPP) Office signed seven Public Private

Partnership concession agreements (for the De Hoop Opstal, Melkamer

and Koppie Alleen sites).

?Another achievement in the year under review was receiving approval and

sign-off on the Whale Trail II Public Private Partnership development from

both the MEC for Environmental Affairs and Development Planning, Anton

Bredell, and the MEC for Finance, Economic Development and Tourism,

Alan Winde. The programme also received TAIII approval from the

National Treasury for this development.

Job Opportunities created:

?In total the Private Party refurbished thirty-two houses, including the

furnishing thereof and an additional twenty-one staff houses.

?To date the Private Party spent approximately R25 million on the

project including start up costs.

?The approximate contribution to the local economy in the area is

R170 000 per month.

?Staff was employed primarily from the local communities. At present

DeHoop Collections employs approximately forty-six staff –

Restaurant (16), Tourism (4), Housekeeping (13), Laundry (2),

Maintenance (5) and Development (6).

?As soon as the full product is operational these numbers will increase

significantly, with an anticipated eighty to one hundred people being

employed full time and another twenty to thirty casual staff.

Negotiating Public Private Partnerships is a complex and tedious procedure.

While many negotiations go smoothly, some take a long time to finalise – such

as the negotiations with the Private Party on De Hoop Opstal, Melkamer and

Koppie Alleen sites. Other challenges experienced included managing internal

stakeholder relations around Private Party access to the De Hoop sites and

obtaining timely approval from both Provincial and National treasuries for

developments.

The Public Private Partnerships Office will look to identify new PPP

opportunities within the vast CapeNature portfolio. The office will also guide,

nurture and build capacity at an operational level to manage and implement the

De Hoop PPPs and the Whale Trail II PPP.

Public Private Partnerships (PPP)

Key achievements

Key challenges




Eco Lodges

Manor House

Using the same basic design principles as the popular Tierkloof Bush Camp,

two new Eco Lodges were constructed on Gamkaberg - Sweet Thorn Lodge,

which has six beds, and Fossil Ridge, which has four beds. In the tradition of

CapeNature, both are comfortable yet rustic and consist of Safari Style tents

(sleeping two persons each), ablution buildings, splash pools and an open

air kitchen/ lounge with adjacent lapa.

Sweet Thorn is situated adjacent to a thicket of the same name in an area of

low scrub where the open expanse of the Klein Karoo and vistas of the

distant Swartberg can be experienced to their fullest. Fossil Ridge, named

after a nearby ridge containing ancient marine fossils, is more secluded with

enhanced close-up views of the cliffs and surrounding bush.

The lodges have been constructed with the specific aim of demonstrating

environmentally friendly lifestyle methods to visitors. The idea is to provide

them with a first class nature experience while at the same time creating

awareness about treading lightly on the environment. Examples include the

use of solar power for water heating, lighting, toilet fans and pool pumps.

Recognising the arid environment, waterless toilets have been installed and

only environmentally friendly cleaning materials will be used on site.

The lodges were also carefully constructed along a network of pathways in

order to minimise the impact on the surrounding environment. In addition,

more than seventy native trees have been planted at the Sweet Thorn site

due to the fact that it was previously a stock kraal and had been moderately

disturbed. As far as waste management goes, visitors will be encouraged to

separate their waste on site in dedicated bins and this will be channelled into

the existing recycling system on the reserve.

T h e r e w e r e m a j o r

achievements with regards to

the maintenance and upgrades

of tourism facilities, and Manor

House at Assegaaibosch

Nature Reserve is a case in

point. This magnificent building

was given a new exterior look

by treating and painting the

exterior and boundary walls.

New furniture was purchased

and the lounge area and two

bedrooms were refurnished.

41


Review of

Support Services

Scientific Services

Objectives

Key achievements

As a Unit, Scientific Services is tasked with drafting policy documents on

conservation issues, developing and maintaining databases, doing

installations of biodiversity information systems and providing expert opinion

on biodiversity and best land-use.

The Unit's specific objectives for the 2009/10 financial year included to provide

biodiversity input into Western Cape land-use planning and decision-making;

to produce a draft Western Cape conservation plan; to produce a Protected

Area Expansion Strategy for the Western Cape; to maintain and update three

biodiversity knowledge management systems (the State of Biodiversity

database, the CapeNature Geographical Information System and the

CapeNature Fire Database), to develop an Invasive Alien Plant database; and

to do the annual Geographical Information System (GIS) installations.

?Land-use advice

During the reporting period a total of 837 development applications were

processed by the land-use advice team. This represented a 100%

achievement of target. Further, written comment was supplied on Spatial

Development Frameworks for two local municipalities and specialist input

was provided for the Winelands District Municipality Biosphere Reserve.

?Draft Western Cape Conservation Plan

This target has not been fully met due to readjustments of conservation

planning outputs as well as CapeNature not being able to appoint a

Conservation Planner. The C.A.P.E. Fine-scale Planning and

Mainstreaming Task Teams confirmed in February 2010 that the following

elements of the provincial plan are already in place: a) all six C.A.P.E. fine-

scale plans (FSPs) and eleven associated Critical Biodiversity Areas

(CBA) Maps per municipality, b) Great Karoo FSP, c) Little Karoo FSP, d)

Garden Route FSP, e) outdated versions of the Cape Lowlands FSPs, f)

CapeNature's Integrated Biodiversity Layer and Conservation Action

Priority Map. CapeNature is confident that, in partnership with the

Western Cape Department of Environmental Affairs and Development

Planning, these elements will soon be consolidated into the Conservation

Plan.

?Western Cape Protected Area Expansion Strategy (PAES) and Action

Plan

The CapeNature Conservation Action Priority (CAP) Map (available as

electronic GIS layer) was produced and updated. In a major shortcoming,

the CAPMap will be regarded and utilised as the PAES until the project has

been finalised. It is noted that due to CapeNature's legal obligations in this

regard, the CAP Map should not be seen as a surrogate for the PAES.


?Maintain and update three biodiversity knowledge ?Integrated Catchment Management – Knowledge

management systems (GIS, Biodiversity Database Management

and Fire Database) The Knowledge Management Model was refined and

Scientific Services is happy to announce that the implementation initiated. Most of the key staff

Department achieved its objectives in this regard. A total appointments were made and a major achievement has

of 9,232 new biodiversity records were received from been the constitution of the CapeNature Regional

field stations and entered into the central biodiversity Ecological Support Team (R.E.S.T.). This team will draft

database for the reporting period. The CapeNature GIS a management plan and regional annual plans of

also generated new “All-Fires” and “Veld Age” layers operation to establish and maintain a scientifically-based

which capture all fires and updated the veld age knowledge management system in support of

distribution mapping for protected areas during the conservation management throughout CapeNature.

reporting period. These products were distributed

during the August 2009 GIS installations. All major ?Monitoring of priority species and other key

developments on the Fire2009 system were completed management interventions

in the reporting period; all fire records captured in a Monitoring of selected priority plant and vertebrate

central SQL database and the ACCESS databases were species continued during the reporting year, and no

rolled out to all reserves during the annual installations. major problems were reported. It has been established

Fire reports were captured on the database. beyond any doubt that the Cape Vulture population at

Potberg in the De Hoop Nature Reserve is the only

?Develop an Invasive Alien Plant (IAP) database population in the Western Cape, the only such

Invasive alien plant mapping was completed for twelve population in South Africa and the African continent,

nature reserves; the mapping of six more reserves is which maintains a positive population growth. This is a

underway. All data has been collated in the IAP major achievement in light of all other populations

database and the development of an ecological showing declines as a result of environmental pressures.

reporting module of the Working for Water: Water This is attributable to the sustained long term scientific

Information Management System, is also underway. monitoring of the population, management support and

the support and co-operation of private landowners in

?Undertake all CapeNature GIS installations the region.

All 2009/10 GIS installations and GIS training

interventions were completed. The Environmental Impact Assessment for the

Rondegat River Invasive Alien Fish Project was

?Other systematic conservation planning activities completed in the review period and fieldwork will start in

All CBA Maps for the designated municipalities were the new fiscal year. This pilot project aims to restore the

completed, and are being taken up into local authority indigenous freshwater fish population of a stretch of the

(municipal) forward planning initiatives (through the river, located in the Cederberg.

C.A.P.E. Component 5.2). In addition, four Biodiversity

Sector Plans were developed for 1) Saldanha Bay,

Bergrivier, Cederberg and Matzikama municipalities, 2)

Witzenberg, Breede Val ley and Langeberg

municipalities, 3) Hessequa and Mossel Bay

municipalities and 4) the Overberg. Biodiversity Sector

Plans comprise of a CBA Map, land-and-resource use

guidelines and a suite of other nationally defined

components such as the CBA Map, shape files and a

biodiversity profile of the area.

45

Key challenges


Overall, it has been a relatively successful year for Scientific Services. One

key challenge that remains is the fulfilling of a very important land-use advice

function, which is hampered by the low capacity in the Land-Use Advice team.

Because the Department of Environmental Affairs and Development Planning

relies heavily on the input of this unit, Environmental Assessment Practitioners

(EAPs) engage regularly and often up to three times on a single application

with the Unit to ensure their development applications are ecologically

acceptable.

Another challenge is that it is becoming increasingly difficult to attract and

retain skilled scientific staff because of remuneration opportunities elsewhere.

Finally, CapeNature was not able to appoint a conservation planner in the year

under review. This is significant since the finalisation of the Western Cape

Conservation Plan and updating of systematic conservation planning outputs,

such as CBA maps, are contingent on this appointment.

The roll-out and final implementation of the Regional Ecological Support Team

is a different and more innovative way in which Scientific Services will

approach their professional scientific support function during the next financial

year. The implementation of the R.E.S.T. management plan will allow for a

steady flow of biodiversity and other data, information and knowledge towards

improved support for conservation management.

Scientific Services will also continue supplying its specialist input to Western

Cape provincial land-use planning and decision-making, and will implement

the Rondegat River Invasive Alien Fish Project.

The team further envisages analysing the wall-to-wall invasive alien plant

mapping of reserves and other areas to advise the Operational Directorate on

priority clearing operations, and will start work on at least three threatened

vertebrate species biodiversity management plans.

Apart from continuing the core business of Scientific Services during the next

financial year, the Unit wishes to expand their conservation efforts and to

submit to UNESCO by February 2011 (via the Department of Water and

Environmental Affairs) the extension nomination for the Cape Floristic Region

Protected Area World Heritage Site.

Finally, Scientific Services will continue with the implementation of the

recommendations of the CapeNature State of Biodiversity Report 2007 in the

upcoming year.


Scientific Services Publications and Presentations: 2009/10

Scientific peer-reviewed/popular articles, theses, reports produced 22

Oral papers delivered at international conferences 4

Posters presented at international conferences 3

Oral papers delivered at national conferences 15

Posters presented at national conferences 3

Key challenges Law Support Services

Objectives


Key achievements

?

?

?

The Law Support Services Component has had an extremely

challenging 2009/2010 financial year. The Component

operated under severe budgetary constraints.The Law Support Services Component offers legal

mentorship to all departments and programmes of Specifically, the Component was unable to implement or

CapeNature, protects the interests of the organisation from a integrate various national and provincial policy and legislative

legal perspective and assists external stakeholders to meet mandates drafted by or assigned to CapeNature. To date,

their legal needs through processing permit applications and certain unfunded national legislative mandates resort with the

issuing ordinance permits in an accurate and timeous Component.

fashion. In the year under review, the Law Support Service

Component had set objectives for itself that spoke to

efficiency: a 100% response rate to biodiversity The intention is to address budgetary constraints in the

administration permit applications and the issuing of 4,000 upcoming year. This could be done through sourcing funding

ordinance permits. and cutting expenses. The Component will tap into alternative

resources, partners and organisations in order to fund its

strategic goals. The Component will also reduce Although working under severe budgetary constraints, the

unnecessary administrative and bureaucratic processes and Component managed to achieve many of its stated

layers by amending the ordinances. Strict measures to save objectives.

money will be implemented – such as limits on Processing of biodiversity applications and the issuing of

telecommunications and vehicle accounts.permits

The Component achieved the organisational objectives Both for budgetary and work-flow/efficiency reasons, the Law

for the reporting year regarding the processing of Support Services Component will restructure the component

biodiversity applications and the issuing of permits in the year to come by appointing more staff and managers -

(4,181 ordinance permits were issued).subject to budgetary constraints - and replacing or re-

Reportingappointing people to better suited posts.

In terms of reporting, the Component submitted the

nationally required CITES Annual Report and Hunting Finally, the Component intends to facilitate and support an

Industry Report accurately and timeously to the relevant audit of all radio repeaters and communication equipment on

authority (DEA). high sites.

Human capacity-building

The Component was also active in human capacity-

building. The vacant Senior Manager and Legal Adviser

posts were filled, and a number of staff members were

involved in several experiential sessions and field

excursions with conservation staff, including

participation and assistance on field inspections.

Training was provided by the Fauna and Flora

Component to newly appointed conservation services

staff on legislation and the permitting system.

47

Marketing and Communications

Objectives

Key achievements

?

?

?

The Marketing and Communications Department is tasked with improving and

enhancing communications with internal and external stakeholders in order to

provide a positive experience for visitors and to build the CapeNature brand.

Hosting the Inaugural Annual Staff Awards

The Marketing and Communications Department improved

communications with internal stakeholders and contributed to

organisational strengthening through hosting the first Annual Staff Awards

in the year under review. The Awards, hosted on 31 March 2010, provided

a platform for employees to receive recognition for outstanding work

through an employee nomination and selection process, and proved to be

very successful. The Annual Awards also contributed to the institutional

building initiatives of the organisation.

Branding and Interpretation Roll-Out

As part of improving visitors' experiences to our reserves as well as to

increase the organisation's brand presence, The Marketing and

Communications Department rolled out 345 signs including name boards,

directional signage and safety signage in various reserves.

The Marketing and Communications Department recognises the

importance of interpretation for increasing environmental awareness and

visitors' enjoyment of our reserves. Interpretation was developed for

Goukamma and Rocher Pan Nature Reserves and educational marine

information boards were purchased for Goukamma, Stilbaai, Betty's Bay,

Dassen Island and Rocher Pan.

Targeted Marketing and Communications Campaigns

The Marketing and Communications Department continued with relevant

and intuitive communications campaigns – targeted at local communities

located close to our nature reserves in order to build better relationships

and raise awareness. The campaign consisted of public service

announcements, advertisements and interviews on various conservation

and tourism themes. CapeNature also continued its innovative community

radio campaign to communicate relevant conservation messages to the

wider Western Cape public.


Station Name

Eden FM

Radio KC

Radio

Namakwaland

Valley FM

Whale Coast FM

Radio Atlantis

Coverage Areas

Riversdale, Swellendam, Riviersonderend, Mossel

Bay, George, Knysna, Wilderness, Sedgefield,

Dysselsdorp and Oudtshoorn

Paarl Valley, including Paarl, Wellington, Saron,

Hernon, Gouda, Franschoek, Stellenbosch,

Kraaifontien and the Boland area.

Nuwerus, Bitterfontein, Vanrhynsdorp, Niewoudtville,

Klawer, Citrusdal, Graafwater, Elands Bay,

Strandfontein, Lutzville, Lamberts Bay and

Clanwilliam. Parts of Vredenburg and Saldanha

Worcester, Rawsonville, Wolseley, Tulbagh,

Roberson, De Doorns and 900 surrounding farms.

Betty's Bay, Hawston, Vermont, Kleinmond, Onrus,

Hermanus, Stanford, Gansbaai and Kleinbaai.

Atlantis, Langebaan, Cape Town, Abbotsdale,

Mamre, Philadelphia, Tableview, Malmesbury,

Darling and Klipheuwel

Approximate

Listenership

Readership

127,000

67,000

33,000

50,000

30,000

23,000

Languages

Afrikaans: 70%

English: 20%

Xhosa:10%

Afrikaans: 70%

English: 20%

Xhosa: 10%

Afrikaans: 70%

English: 30%

Afrikaans: 80%

English: 5%

Xhosa: 15%

Afrikaans

English

Xhosa

English

Afrikaans

Xhosa

Age

Group/

Gender

20 - 45

16 - 49

Men: 49%

Women: 51%

8 - 80

7-60+

Men: 50%

Women: 50%

16 - 50+

Men: 49%

Women: 51%

To ensure direct interaction and marketing opportunities to Communications Department is no exception. To this

new target audiences, the Marketing and Communications end, the Department saw and grabbed the opportunity to

Department engaged in several mall activations throughout join forces with tour operators and Destination Marketing

the year at Paarl Mall, Airport Mall Belhar, Tygervally Mall, Companies to attract clients and grow respective

Vangate Mall in Athlone and an intervention with M-Kem businesses. In September 2009, the Department

Pharmacy on Senior Citizens’ Day. launched an exciting, new initiative in the Tour Operator

Agreement to add value to associated tour operators and

Creating Exposure and Income from Filming Rights tourism partners. Custom-made for tour operators, the

The Marketing and Communications Department aims to agreement addresses key areas which will assist them to

provide income for the organisation through the better sell CapeNature products. Since the inception of

facilitation and marketing of commercial filming rights the agreement, CapeNature has grown a database of

within CapeNature's protected areas. These rights can 157 tour operators that is now receiving regular

be traded for exposure (thereby increasing exposure of communication regarding various tourism products.

the organisation's products and services) or income. The

Department explored opportunities for trade exchange to

ensure exposure for the organisation through

programmes like Pasella and 50/50 to the estimated

value of R7,2 million and received income of R564,110 –

this within an industry that remains under tremendous

pressure from the global economic crisis.

Increasing Visitors: Implementing the Tour Operator

Agreement

CapeNature encourages partnerships wherever

mutually beneficial – and the Marketing and

?

?

49

?

?


Partnerships

CapeNature has an ongoing partnership with Cape Town Routes

Unlimited (CTRU) and collaborated with CTRU in two campaigns:

The Festive Season Welcome Campaign during December 2009 was a

partnership between CapeNature and the Department of Economic

Development and Tourism - CTRU. The campaign was aimed at raising

awareness around tourism in the Western Cape, focusing on local visitor

services and provincial gateways.

As part of the MOU agreement with CTRU, CapeNature participated in a

joint marketing initiative called December Travel Tips. The interesting

travel tips brochure is distributed throughout the Western Cape and at all

CapeNature Reserves.

Marketing Recognition: Travel and Trade Expo – Beeld Show Award

The Head Office Marketing Team once again flew the CapeNature flag

high and with great pride, scooping the second place award in the Activities

and Adventure category at the Beeld Holiday Show in February 2010.

Exhibition stands were scored against the following criteria: first

impressions, staff interaction, stand design, demonstration, housekeeping

and product knowledge. The show is classified as one of the largest trade

shows in South Africa and sees over 19,000 visitors stream into Gallagher

Estate in Gauteng. Tourism destinations, activities and adventures from all

over the country were on display, giving CapeNature the ideal platform to

market the unique outdoor experience of the region.

The Marketing and Communications Department has set many objectives for

the year ahead. These include some of the current initiatives, such as providing

a positive experience to all visitors and ensuring consistent and uniform

marketing and brand standards across all reserves and continuing to expand

into new and emerging markets.

A key theme in our sales and marketing strategy going forward, is targeting. We

will ensure that all efforts are aimed at the right audience for maximum effect.

With this in mind, the Department will implement five new databases (leisure,

tour operators, outdoor adventure, academics and pensioners) into a

structured Customer Relationship Management (CRM) database system.

On the communications side, the coming year will see improved internal

communication channels to staff in all the regions. The Department will also

work on external campaigns; specifically, to improve the existing community

radio campaign to focus on environmental calendar days and include

newspaper initiatives to reach the target audience for the International Year of

Biodiversity. Finally, the Department has set a goal to develop ten new

communication tools for conservation in the 2010/11 year.


Human Resources

Objectives


Key achievements

?

Key challenges

that significant strides have been taken to achieving

embedment. The challenge as an institution remains

bringing about a high degree of alignment so that the

contribution of people in each and every activity along the The Human Resources Department's key objectives for the value chain becomes a key differentiator. 2009/10 financial year were focused on the institution

building strategy in order to create an enabling environment Another key challenge lies in keeping pace with remuneration to enhance the organisational culture at CapeNature. The trends in the Public Service, especially given a number of Department wanted to ensure fair and competitive benefits recent resolutions (including, for example, the Occupation and remuneration, integrate and align organisational and Specific Dispensation), and finding funding for these trends.employee performance and provide training and

development opportunities that promote team work and

growth.For the year ahead, the Human Resources Department will

continue to focus on embedding its performance

management system. Through this system, as well as a Remuneration, training and integrationleadership development programme (currently under The Human Resources Department made great strides development), the Department hopes to gain the highest in achieving the above objectives, most notably in the possible levels of commitment from the employees towards fields of remuneration, training and integration. Excellent organisational goals, while simultaneously building progress was made regarding pay parity with the rest of employee loyalty.the Public Service, while the Department launched its

very own mentorship programme. The Department also The Human Resources Department recognises that brought the full suite of VIP Payroll and Leave employees respond to rewards and investment. To this end, Management in-house – allowing for greater integration in the coming year it will work to ensure that competitive and accuracy.reward strategies and programmes are in place at

CapeNature, as well as give effect to skills retention,

succession planning and talent management. Through a In order to maximise the benefits from employees as an variety of programmes and initiatives, the Department will institution, organisations need to align and achieve create an enabling environment for effective performance congruence between individual and organisational goals; management. Finally, in the year to come the Human however, CapeNature has not yet completed the process of Resources Department will take responsibility for providing embedding a new electronic performance management capacity-building opportunities which enhance strategic system. The Department recognises the in-depth corporate objectives.groundwork that accompanies such a process, and notes

CapeNature Workforce Profile as at 31 March 2010

Occupational level

Top Management

Senior Management

Middle Management

Junior Management

Semi-skilled

Unskilled

TOTAL

African

-

3

5

13

13

7

41

Male Female

Coloured

2

5

16

29

95

87

234

Indian

-

-

-

1

-

-

1

White

2

14

29

13

3

4

65

Total

4

22

50

56

111

98

341

African

-

2

8

10

13

4

37

Coloured

1

3

12

30

44

27

117

Indian

-

-

1

-

-

-

1

White

-

3

24

23

14

-

64

Total

2

8

45

63

71

31

220

TOTAL

5

30

95

119

182

129

560

51

Recruitment for the period 1 April 2009 to 31 March 2010

Occupational level

Top Management

Senior Management

Middle Management

Junior Management

Semi-skilled

Unskilled

TOTAL

African

-

1

2

6

4

4

17

Male Female

Coloured

-

1

3

6

8

32

50

Indian

-

-

-

1

-

-

1

White

-

-

3

4

-

2

9

Total

0

2

8

17

12

38

77

African

-

-

-

5

6

3

14

Coloured

-

3

2

8

15

17

45

Indian

-

-

-

-

-

-

0

White

-

1

3

5

-

-

9

Total

0

4

5

18

21

20

68

TOTAL

0

6

13

35

33

58

145

Resignations of permanent staff for the period 01 April 2009 to 31 March 2010

Occupational level

Top Management

Senior Management

Middle Management

Junior Management

Semi-skilled

Unskilled

TOTAL

African

-

1

-

1

-

1

3

Male Female

Coloured

-

1

-

2

2

1

6

Indian

-

-

-

-

-

-

0

White

-

2

1

-

-

1

4

Total

0

4

1

3

2

3

13

African

1

1

-

-

1

-

3

Coloured

-

1

1

1

2

3

8

Indian

-

-

1

-

-

-

1

White

-

-

2

-

-

-

2

Total

1

2

4

1

3

3

14

TOTAL

1

6

5

4

5

6

27

Contract staff employed for the period 01 April 2009 to 31 March 2010

Occupational level

Top Management

Senior Management

Middle Management

Junior Management

Semi-skilled

Unskilled

TOTAL

African

-

-

1

4

-

11

16

Male Female

Coloured

-

1

-

4

3

18

26

Indian

-

-

-

-

-

-

0

White

-

1

4

3

-

-

8

Total

0

2

5

11

3

29

50

African

-

-

2

2

4

7

15

Coloured

-

1

4

5

8

12

30

Indian

-

-

-

-

-

-

0

White

-

1

-

4

-

-

5

Total

0

2

6

11

12

19

50

TOTAL

0

4

11

22

15

48

100

Discipline interventions for the period 1 April 2009 to 31 March 2010

Disciplinary Action

Verbal Warning

First Written Warning

Final Warning

Dismissals

TOTAL

African

-

2

1

1

4

Male Female

Coloured

1

4

3

4

12

Indian

-

-

-

-

0

White

-

-

-

-

0

Total

1

6

4

5

16

African

-

1

-

-

1

Coloured

-

1

1

1

3

Indian

-

-

-

-

0

White

-

-

-

-

0

Total

0

2

1

1

4

Induction of staff for the period 01 April 2009 to 31 March 2010

Period

Quarter 1

Quarter 2

Quarter 3

Quarter 4

TOTAL

Number of Sessions

8

9

4

1

22

Number of Staff

181

172

50

18

421


Risk Management

Objectives

Key achievements

During the year under review, the Risk Management function was established

within the Office of the CEO. Risk Management is designed to develop effective

policies, systems and processes to support the core business and enhance

service delivery. No specific objectives for the Department had been set at the

time of the submission of this report.

The Risk Management Support Service made headway in institutional capacity,

policy making and facilitation. Many of these achievements were

groundbreaking for the organisation.

?Institutional capacity building

One key achievement in institutional capacity-building was the

establishment of a functional Risk Committee at CapeNature. Operating in

accordance with the Board-approved Charter, this Committee will provide

independent counsel, advice and direction (in terms of risk management)

with respect to the identification, assessment, monitoring and management

of risks associated with the operations of the organisation. The Committee

is also mandated to assist the Board in creating an enabling environment in

which the practice of good governance and institutional values is embedded

in the day-to-day strategic and operational activities and decisions.

?Development and approval of a Risk Management Policy and Strategy.

Another achievement of the Risk Management Support Service was the

development and approval of a Risk Management Policy and Strategy. The

Policy and Strategy was developed and finalised in consultation with the

organisation's Executive Management, relevant Committees at Board level

and the Board itself. In its development, and in order to gain a

comprehensive and thorough perspective, consideration was given to the

Provincial Government of the Western Cape Enterprise Risk Management

Framework, the Public Sector Risk Management Framework and the King

III Report on Corporate Governance.

?Strategic Risk Assessment

The Risk Management Support Service also facilitated a Strategic Risk

Assessment with the Board and Executive Management of CapeNature.

The outcome of the assessment resulted in the identification of thirteen

strategic risks, covering most areas of the organisation. The assessment

reflected the current situational analysis and highlighted the urgent need to

effectively manage the risk of fire, more focused programme collaboration

to support and sustain biodiversity conservation, capacitated support

services and effective management of tourism infrastructure to support

sustainable revenue streams – amongst others.

53

Key challenges


Information Systems and Information Technology

Objectives

Key achievements

Being a newly created unit, time had to be spent to establish the necessary

structures (with respect to policy, strategy and oversight). Furthermore, the

position of the Chief Risk Officer had not originally been budgeted for and this

has impacted negatively in embedding Risk Management principles,

understanding and implementation within the organisation.

With the establishment of formal Risk Management structures during 2009/10,

the unit has undertaken the first steps in the operationalisation of the field within

CapeNature. The Strategic Risk Assessment has laid the necessary foundation

to take this process further. The outcome of this assessment, through the

prioritisation of identified strategic risks, will provide focus and direction on

specific areas at an operational level. This will result in operational risk

assessments which will focus on identifying processes per risk area and vice-

versa. documentation of the above processes and the identification of controls

and control gaps.

Greater efforts will be focused on the communication of Risk Management (and

related material) through awareness workshops, electronic media (including

the organisation's website) and print such as newsletters and pamphlets. In

terms of fraud prevention initiatives, the current Fraud Prevention Plan will be

revised and communicated - together with fraud prevention and related

material.

The Information Systems and Information Technology (IS/IT) Department

functions as CapeNature's in-house business solution providing a robust,

reliable and appropriate technology foundation that supports the organisation's

current and future needs. The Department empowers CapeNature to act more

effectively in pursuing its business objectives. As such, the IS/IT Department is

fully integrated into the organisation's strategic focus, plans and operating

processes.

?Rolling out of planned multiple information systems

The IS/IT Department oversaw an escalated momentum in the rolling out of

planned multiple information systems for the organisation in the year under

review. This included an online permit system, an internal e-

communications solution, an electronic payroll and an integrated

reservations system. The Department also made substantial progress in

delivering much-needed hardware across the organisation.


?Web-enabled permit system implemented

The IS/IT Department is very happy to report that a new As to be expected with projects of the scope described, the

web-enabled permit system was implemented and is at IS/IT Department experienced several significant challenges

the time of writing, fully operational, including at the in the 2009/10 financial year.

Bellville office. The advantages of the system are found

in terms of real time information accessibility and Funding and the continued sustainability thereof remain the

reporting accuracy: CapeNature law enforcement will be primary challenge for the IS/IT Department. The constant

able to verify any permit or report status of any permit growth in staff, new information systems (including the

holder in real time provided they have computer laptop accounting migration to CapeNature) is synonymous with

and internet access. The new system includes a full significant IT infrastructure growth and challenges. This

general ledger and financial reports in terms of the Public results in the continued escalation of IS/IT funds needed –

Finance Management Act and audit compliance. At the and these budgetary constraints have effects on project

time of writing, the Department was in the process of implementation and systems usage.

finalising the rollout to Scientific Services and Law

Support Services. One example is the delay of the implementation of the

broadband local area networks during 2009, it is envisaged

?Implementation of e-communications solution that this implementation will continue in the new financial year

The Department also successfully implemented a as it is essential for CapeNature staff to be able to use the

complete e-communications solution for CapeNature current and new information systems.

staff. This includes fast and reliable e-mail, shared

calendars, real time, online document collaboration and Even though more capacity in the Department is still needed,

a host of other benefits. The organisation also now fully the appointment of two new Senior IT Support Technicians

complies with archives legislation in terms of full e-mail has significantly reduced the Department's technical support

retention and archiving and the intervention has reduced capacity challenges.

an astounding 95% of previous e-mail and downtime

issues.

?Installation of VIP (Payroll and Human Resources) The IS/IT Department is looking forward to continuing to roll-

System at Head Office out multiple information systems for the organisation in the

In keeping with its mandate to aid the work of other year to come. The Head Office merger with Bellville will prove

components, the IS/IT Department successfully installed an important and challenging IS/IT project and will include a

a VIP (Payroll and Human Resources) System at Head required infrastructure change with the implementation of an

Office. The system is fully operational and already IT Virtualisation and Storage Infrastructure for Head Office.

proving to deliver significant operational, reporting, The Storage Area Network (SAN) will ensure the hosting of all

service and productivity benefits to the Payroll and current systems (including the migration to the new finance,

Human Resources Components. accounting and supply chain systems) in terms of the

required IS/IT infrastructure, compliance, stability, monitoring

?Electronic asset management system implemented and backups.

An electronic asset management system was also

implemented. In use by the Finance/Asset Component,

the system has proven to be a success at tracking and

recording organisational assets.

Key challenges


55


Quantified Report

2 0 0 9 / 2 0 1 0

Quarterly Outputs

Measurable

Objective

To ensure good

corporate governance

by providing support

to the Western Cape

Nature Conservation

Board (WCNCB).

To render sound

business process

support services.

To create an enabling

environment to

enhance the

organisational

culture.

To ensure fair and

competitive benefits

and remuneration for

all employees.

Integrate and align

organisational and

employee

performance.

Provide people

leadership, training

and development that

promote team work

and growth.

Performance Measure

or Indicator

Number of Board

meetings versus planned

annual schedule (n).

Unqualified Auditor-

General's Report.

Financial Management

Level 3.

An approved Institution

Building Strategy and

Plan.

A revised Employment

Equity Plan.

Reviewed CapeNature's

organisational structure

and address pay parity

issues.

Performance contracts

completed versus number

of employees (%).

Performance appraisals

completed versus number

of employees (%).

Work place skills plan

targets met versus

planned (%).

Target for 2009/2010 as per

Annual Performance Plan (APP)

One Board meeting and one Board

Committee meeting per quarter for

five Board Committees.

Unqualified Auditor-General's Report.

Financial Management Level 3.

An Institution Building Strategy and

Plan developed and an approved

Employment Equity Plan finalised.

Organisational structure and pay

parity addressed.

Annual performance contracts

completed for 95% of employees.

Annual performance appraisals

completed for 95% of employees.

100% of work place skills targets met

as per Plan.

2009/10 Financial year Actual output - validated

A total of 26 Board and Board Committee Meetings were held versus

26 planned. A total of six special Board and Board Committee

Meetings were held.

Additional capacity was appointed in line with the Institutional Building

Strategy.

The Annual Report was tabled.

All financial reports were submitted as per Treasury requirements.

Formal audit queries, as per the Follow-up Internal Audit Report -

July 2009 were resolved and recommendations are being

implemented.

IT equipment replacement life-cycle plan and disposal plan

implemented.

CapeNature has successfully embedded a positive organisational

culture by mobilising our employees behind a new revitalised vision.

This drive has delivered functional Employment Equity and Training

Committees. Employment Equity initiatives on various fronts will be

advanced with the relevant Acts.

The capacity-building initiatives have resulted in maximising the

positive impact of the strategic guidance and interventions which

emerged.

Continued efforts on the pay parity front has delivered market related

Total Cost of Employment for CapeNature employees hereby

improving the organisation's ability to attract and retain talent.

The Performance Management System (PMS) has been developed

and piloted with the Boland Area. Six Performance Management

Systems workshops were held with a total of 296 staff attending

training. Configuration of the Performance Management System has

begun.

Conducted Competency Definition Workshops throughout the

organisation. Workplace Skills Plan 2009/2010 has been submitted to

THETA on 29 September 2009. Numerous training interventions from

the Workplace Skills Plan 2009/10 have been implemented.

Programme 1: Administration

Sub-Programme 1.1: Office of the CEO

Strategic Objective 2.2: Develop policies, systems and processes to support service delivery.

Sub-Programme 1.2: Human Resource Management

Strategic Objective 2.3: Enhance institution building.


Sub-Programme 1.2: Finance and Corporate Services


59


A total of 837 land-use applications were processed.

100% applications responded to versus received.

No forward-planning requests. No comment on Spatial Development

Frameworks or Integrated Development Plans.

This target has not been met. Due to re-adjustment of conservation

planning outputs, a single, draft conservation plan could not be

produced.

The C.A.P.E. 5.1 Fine-scale Planning and 5.2 Mainstreaming Task

Team confirmed on 18 February 2010 that the following elements of the

provincial plan are in place: a) all C.A.P.E. 5.1 fine-scale plans (FSPs),

b) Overberg and Great Karoo FSPs, c) Little Karoo FSP, d) Garden

Route FSP, e) outdated versions of the Cape Lowlands FSPs, f)

CapeNature's Integrated Biodiversity Layer and Conservation Action

Priority Map.

The CapeNature Conservation Action Priority Map (electronic GIS

layer) was produced.

Biodiversity: A total of 9,232 new biodiversity records were entered into

the central database for the year.

A new All-Fires and Veld Age product was generated and distributed

during August 2009 GIS installations.

All major developments on the Fire2009 system was completed, all fire

records captured in a central SQL database and the ACCESS

databases were rolled out to all reserves during the August 2009 annual

installations.

Fire Reports were captured on the database.

Alien data collation: West Coast cluster: Three reserves complete,

Waterval underway. South West cluster: one reserve complete, three

underway. Breede River cluster: two reserves underway. Gouritz

cluster: all data has been collected and just needs reformatting.

Development of ecological reporting module: WfW are still negotiating

contract for WIMS.

All 2009 GIS installations and GIS training have been completed.

Annual total vegetation removed 119,630 ha (31,408 ha initial and

88,222 ha follow-up). The final approved Annual Plan of Operations

targets planned were as follows: 25,030 initial hectares and 79,652

follow-up hectares. These targets have therefore been exceeded by

14,948 ha.



Comments provided on 100% of

Environmental Impact Assessments,

other land-use applications and land-

use forward planning requests

(Spatial Development Frameworks or

Integrated Development Plans or

provincial requests) received.

Develop first draft provincial

conservation plan.

A Protected Area Expansion Strategy

and Action Plan is finalised for the

Western Cape.

Three biodiversity knowledge

management systems updated and

vetted (GIS system, SOB and Fire

databases).

Develop one new biodiversity

knowledge management database:

Invasive Alien Plant database.

Number of hectares cleared

according to approved Working for

Water Annual Plan of Operations:

Initial: 55,982 ha

Follow-up: 94,272 ha

Performance Measure

or Indicator

Comments submitted on

Environmental Impact

Assessments and other

land-use applications

versus received (%).

Comments submitted on

land-use forward

planning versus

requests received (%).

Number of new policy

instrument milestones

met (n).

Number of biodiversity

knowledge management

systems updated and

vetted (n).

Number of new

biodiversity

management systems

developed (n).

Number of initial

hectares of invasive

alien plants cleared (n).

Number of follow-up



Measurable

Objective

To facilitate effective

land use planning and

management.

To facilitate the

establishment of an

adequate and

representative

Protected Area

Network

(incorporating

terrestrial, freshwater

and marine priorities)

through effective

systematic

conservation

planning.

To maintain and

further develop a

Biodiversity

Information

Management System

for the Western Cape.

The conservation of

biodiversity and

ecological systems

through effective

integrated catchment

management.

Programme 2: Planning and Operations

Sub-Programme 2.1: Management and Support Services

Strategic Objective 1.1: Improve the reach and quality of biodiversity management.

Measurable

Objective

The conservation of

biodiversity and

ecological systems

through effective


management.

To combat

biodiversity crime in

the Western Cape.

To provide a

professional wildlife

management

support service.

To provide an

effective and

professional law

support service to

CapeNature and

other stakeholders.

Biodiversity

Corridors to mitigate

the effects of climate

change, address

multiple socio-

political, economic

and ecological

objectives at corridor

level, and to meet

emerging

opportunities such

as ecosystem

service mechanisms.

Performance Measure

or Indicator

Number of initial



Number of follow-up



Percentage of

biodiversity crime cases

where the verdict is

guilty (%).

Number of awareness

raising interventions

regarding the application

of a holistic approach to

damage-causing wildlife

(n).

Biodiversity

administration permit

applications processed

versus received (%).

Number of Biodiversity

Corridors refined (n).

Existing policy

instruments reviewed/

amended (n).



Number of hectares cleared

according to approved Working for

Water Annual Plan of Operations:

Initial: 55,982 ha

Follow-up: 94,272 ha

Four biodiversity crime cases

finalised with a 100% success rate.

Conduct ten awareness raising

interventions regarding applying a

holistic approach to damage-

causing wildlife.

4,000 biodiversity administration

permit applications received and

100% processed.

One Biodiversity Corridor refined

using relevant spatial products.

Finalise the Corridor Policy and

compile an implementation strategy.


Post fire assessments were completed. Annual Plan of Operations (APO)

can now be revised to where work was planned but now burnt and where

post fire follow-up will be required for 2010/11. Drafting of APO to re-assign

new work. Commenced with mapping and drafting of Assegaaibos APO for

2010/11.

21 Ordinance cases registered; 19 under investigation or in the court

process and three finalised.

Three Marine Living Resources Act cases registered and pending.

27 Ordinance J534's issued and nine paid.

One Ordinance J175 issued and paid.

Three Provincial Notice J534's issued and one paid.

53 Marine Living Resources Act J534's issued and 43 paid.

One Off-Road Vehicles Regs J534 issued and pending.

Attended Rhino Horn court case in Mossel Bay.

Revised training presentations to cater for farmers and farm workers.

A total of 29 awareness raising interventions, including workshops, media

releases, radio interviews, meetings and training workshops took place

regarding the application of a holistic approach to damage causing wildlife.

A total of 4,181 administration permits were processed for the year, this

constituted 100%.

The Implementation Action Plan has not yet been completed but will be

finalised as soon as the Corridor Policy has been concluded.

Programme Manager that was appointed in Quarter 2 resigned shortly

thereafter. Another Corridors Programme Manager was appointed in

December 2009.

The Corridor Policy development process has been delayed as the project

grant proposal is in the process of being revised. The recruitment process

for technical and administrative support will then be taken up with

completion of the grant revision.





Measurable

Objective

Protected Areas

(including terrestrial,

freshwater and marine)

support relevant spatial

targets and are

effectively managed.

Priority biodiversity

(terrestrial and aquatic)

on private land is

conserved.

To implement policies,

procedures and

systems to ensure

compliance to the

Occupational Health

and Safety (OHS) Act.

(OS4909H Act).

To improve

management

effectiveness through

implementation of a

monitoring and

evaluation system for

CapeNature.

Performance Measure

or Indicator

Number of Protected Area

Management Plans

completed and

implemented (n).

Number of stewardship

sites secured (n).

Reviewed existing Health

and Safety Policy, and

adoption of health and

safety standards in

compliance with the OHS

Act.

Develop Environmental

Health and Safety

standards and procedures.

Biodiversity Monitoring

System (BMS)

implemented.

Trend in Management

Effectiveness Tracking

Tool for South Africa

(METT-SA) scores from

previous reporting period.



Four Terrestrial Protected Area

Management Plans completed,

aligned with the Protected Areas

Act and implemented.

Two Off-Shore Island Management

Plans completed.

Establish 16 new stewardship sites.

Review the Environmental Health

and Safety (EHS) Policy and

develop and implement an EHS

system.

Develop Environmental Health and

Safety standards and procedures.

Biodiversity Monitoring System

implemented.

Every CapeNature managed

Protected Area will indicate an

upward trend in METT-SA score

from previous reporting.


The four Garden Route Management Plans have been completed and

require an internal review process to be carried out. The Boland Area,

Gamkaberg and Kammanassie Management Plans are progressing,

albeit slow.

Two Off-Shore Island Management Plans are in progress.

A total of nine new stewardship sites were signed in this financial year,

seven Contract Nature Reserves and two Biodiversity Agreements.

Landowner commitment drives stewardship and the number of sites

signed is ultimately determined by willing landowners. Many

stewardship sites being negotiated with Municipalities and

communities have been in process for more than five years and are still

not signed. The financial climate and lack of incentives are other

factors contributing to sites not being signed in this financial year.

Occupational Health and Safety Manager was appointed. Strategic

Implementation Plan finalised and implemented.

An EHS System was procured from OHSACA. Corporate OHS

Committee meeting conducted and strategic actions agreed upon.

Worksite Analyses conducted and OHS Institutional Framework

stabilized in Garden Route, Overberg and Karoo Areas. OHS Worksite

analysis conducted at Outeniqua Nature Reserve. Corporate OHS

Committee appointments formalised in writing. OHS Committee

Procedural Guidelines drafted for signing off. Task Team conducted

Training Needs Analysis to establish priorities. OHS MCS Workshop

conducted (Karoo Area). Key OHS Risks addressed: Task team

developed generic questionnaire to assess status of Emergency

Response Facilities (Fire Prevention and First Aid Administration) and

Crisis Management Protocols in and around management

infrastructure, staff accommodation and tourism infrastructure.

Registers were compiled to be used as the Means of Verification for the

Biodiversity Monitoring System.

A training session was presented to the BMS coordinators on 7 May

2009. Training was also presented in the four clusters in May 2009.

Biodiversity Monitoring System implemented.

Due to the process being driven on a national level to refine the METT-

SA tool, CapeNature took the decision to wait for this process to be

finalised before completing METTs to maximise efficiency by not

having to duplicate work.




61


Measurable

Objective

Capacity of CapeNature

is strengthened through

appropriate partnerships.

Create access to the

conservation economy

through the

implementation and

management of

appropriate initiatives

and projects.

Environmental education

is provided to promote

an understanding of

biodiversity and the use

of the natural

environment as a vehicle

for learning and

development.

The conservation of

biodiversity and

ecological systems

through effective


management.

Performance Measure

or Indicator

Number of new

Memoranda of

Understanding (MoUs)

signed (n).

Number of volunteer

hours (n).

Number of person days

work created through a

range of projects (n).

Number of persons

accessing CapeNature

Protected Areas for

cultural, traditional,

spiritual, and sustainable

harvesting activities (n).

Number of learners

provided with

environmental education

opportunities (n).

Number of Youth Service

Programmes (YSPs) (n).

Number of applicants

versus planned (n).

Successful completion

rate (%).

Number of positions filled

(n).

Priority firebreaks

completed versus

planned (%).

Complete block-burns

versus planned (%).

Roads maintained versus

planned (%).



Six new MoUs signed per year.

8,000 volunteer hours worked per

year.

A total of 250,000 person days work

created per year.

Provide access to Protected Areas for

1,500 individuals for cultural,

traditional, spiritual and sustainable

harvesting activities.

25,000 learners provided with

environmental education

opportunities.

Two YSPs run according to plan for a

total of 60 applicants.

70% successful completion.

28 critical positions filled.

100% of planned firebreaks

completed.

100% of planned block-burns

completed.

100% of planned roads maintained.


Three MoUs were signed in this period (Working on Fire, Cape

Leopard Trust and Landmark Foundation) with a further three in

various stages of negotiation (SPCA, TMF and Agulhas

Landowners).

9,851 Volunteer hours were worked in this financial year.

185,674 Person days work was created through a range of projects.

Access provided:

Cultural activities: 44

Traditional activities: 0

Spiritual activities: 315

Access sustainable harvesting: 400

Total: 759.

Total number of youths provided with environmental education

opportunities: 31,220.

YSP cycle three implemented according to training plan.

Launched the new NYSP Internship programme, placed 20 interns in

various developmental positions within operations.

27 students graduated from the Youth Service Programme in

September 2009 (80%). 20 graduates recruited as interns in October

2009.

Three graduates of cycle 3 have been employed in contract posts.

21 critical posts were filled (two posts however are again vacant due

to one resignation and one dismissal). Therefore a total of 19 of the

21 posts are currently filled.

98% planned firebreaks completed (757 km completed vs 775 km

planned).

100% of planned block-burns completed (two planned block-burns).

98% of planned roads and jeep tracks were maintained (315 km

completed vs 320 km planned).

Strategic Objective 2.4: Establish and maintain partnerships.


Strategic Objective 3.1: Develop and implement strategies to facilitate equitable access to and participation in the conservation economy.

Strategic Objective 4.1: Demonstrate impact on and contribution to youth and community development and environmental awareness.

Sub-Programme 2.2: Special Projects: Planning and Operations


Measurable

Objective

The conservation of

biodiversity and

ecological systems

through effective


management.

Implementation of the

national People and

Parks Programme

and rollout of the

Western Cape

People and Parks

Action Plan.

Performance Measure

or Indicator

Alien vegetation

removed from priority

areas after fire versus

planned (%).

Number of wildfires (n).

Number of fire and

invasive alien plant

awareness programmes

conducted in

communities (n).

Number of individuals

trained in fire-fighting

(n).

Number of MoUs signed

regarding fire

management (n).

Annual revision of Fire-

fighting Policy and

Guideline document.

A CapeNature

Community Based

Natural Resource

Management (CBNRM)

and Local Economic

Development (LED)

strategy aligned to the

national and provincial

People and Parks

programme.



100% of planned invasive alien plant

removal from priority areas after fire.

Number of wildfires suppressed as

required.

Fire and Invasive Alien Plant

Awareness Programmes conducted

in 18 communities.

22 individuals trained in fire-fighting

Crew Boss, Fire boss and Incident

Command.

Three MoUs signed regarding fire-

fighting.

Complete annual revision of Fire-

fighting Policy and Guidelines

document.

Develop the CapeNature CBNRM

and LED strategy.

Implement the People and Parks

Action Plan.


167% of planned invasive alien plant removal from priority areas after fire

(4,573 ha eradicated vs 2,743 planned).

116 wildfires suppressed.

21 Fire and Invasive Alien Awareness Programmes conducted.

93 Individuals trained in fire-fighting Crew Boss, Fire Boss and Incident

Command Systems.

Four MoUs signed regarding fire-fighting.

Annual revision of Fire-fighting Policy and Guidelines document not

completed.

The final Draft of People and Conservation Strategy and Implementation

Plan (2009-2014) was completed.

The People and Parks 2009/10 Action Plan is being implemented.

Employment Equity and Awareness training is taking place.

People and Parks 2009/10 Action Plan developed and submitted to DEA.

The Natural Resource User Groups (NRUGs) Code of Conduct

developed and translated into three official Western Cape languages.

One MOU was signed with Ezemvelo Environmental Forum for

Driftsands. The NRUGs audits verification was completed for areas

such as Karoo, Garden Route, Boland, Cape Metro and southern Part of

Overberg area and southern part of Breedeberg. Three Protected Areas

Advisory Committees were established. Uhlula Consulting was

appointed to assist the Albertinia Aloe Project to develop products and

indentify machinery for manufacturing of products.

63

Sub-Programme 2.2: Special Projects: Planning and Operations


Strategic Objective 3.1: Develop and implement strategies to facilitate equitable access to and participation in the conservation economy.

Measurable

Objective

Improved and

enhanced

communication with

internal and external

stakeholders.

Ensure brand

consistency.

Develop a Marketing

Action Plan to attract

new and diverse

clients, maintain

existing clientele and

create brand

awareness amongst all

visitors.

Performance Measure

or Indicator

Enhanced profile of

CapeNature's business

through implementation of

a Communication Strategy

aimed at internal and

external stakeholders.

Percentage increase in

filming Revenue (%).

Number of signage rolled

out (n).

Number of interpretation

centers developed (n).

Positive trend in visitor

numbers (%).



Implement the Communication Strategy

according to plan.

Dispatch 40 media releases.

Increase filming revenue by 4% of the

2008/09 income by increasing marketing

efforts.

Signage rollout at seven reserves.

Four interpretation centers developed.

Increase visitor numbers by 10% per

annum.


Annual Staff Awards hosted in Cape Town on the

31 March 2010.

Ten newsletters were dispatched to staff throughout the reporting

year.

Dispatch 41 media releases for the year.

Filming received an income of R564,110 for the year. Exposure

value received by CapeNature from various filming clients is an

estimated R7,2 million.

345 signs rolled out for the reporting year.

Eight Interpretation centres and external interpretation signage

developed during the reporting year.

There was an 8% increase in visitor numbers. Total tourism

visitors = 175,406 (123,035 CRS day and overnight visitors;

48,686 WILDCARD users and 3,685 special events).

Total Income: R13,574,692.00 (0.56% increase).

Established partnership and signed MoU with Cape Town Routes

Unlimited to create a more efficient working relationship with

industry role players. Launched in main stream and community

newspapers, on CapeNature website and e-mailed to the tour

operator database received from Cape Town Routes Unlimited.

Launched main stream radio campaign with Heart 104.9. Re-

activated pensioner discounts through a senior citizens day event

with M-Kem Pharmacy. Advertised in 21 publications. Attended

two domestic tourism expos. Finalised Service Level Agreement

with Cape Town TV.

Roll-out of Winter Marketing Campaign includes print advertising

in O Magazine, Africa Geographic, WILD Magazine, Country Life,

Die Burger, Caravan and Outdoor, Weg, Women's Business

World and SA Mountain Sports. Radio Advertising on Cape Talk.

Direct marketing interventions with flyer hand-outs in key areas

and shopping centre promotions. Winter promotion was also

advertised on CapeNature, Cape Gateway and WILD card

websites. Campaign launched in September 2009 offering less

10% on all overnight accommodation and monthly sponsored

prizes. Promotion done in conjunction with Cape Union Mart to

promote Donkey Trail, in turn resulted in CapeNature increasing

database by 630 new newsletter subscribers. Participated in joint

marketing campaign with Cape Town Routes Unlimited during

December holiday season.


Programme 3: Business Development


Strategic Objective 2.1: Secure differentiated revenue streams.

Measurable

Objective

Identify and facilitate

Public Private

Partnerships

opportunities.

Develop and

implement a range of

new tourism products

in-line with the

Strategic Tourism Plan.

Performance Measure

or Indicator

Number of Public Private

Partnerships concluded

(n).

Number of new Public

Private Partnerships

opportunities identified (n).

Number of new tourism

products established (n).



Conclude the Whale Trail II Public

Private Partnership process.

One new Public Private Partnership

opportunity identified.

Develop four new tourism products at

Kogelberg, De Mond, Tweede Tol and

Rocher Pan according to the Tourism

Strategy, based on the approval of the

necessary environmental protocols.


Seven PPP concession agreements were signed for the

individual sites at De Hoop on 2 December 2009.

Provincial Treasury approval awarded, waiting on final written

approval from National Treasury.

Still awaiting the outcome of the Conservation Development

Framework (CDF) process at Keurbooms River Nature Reserve

from consultants.

Unit adequately capacitated. Final phase of CDF planning for

Rocher Pan, Salmonsdam, De Mond and Grootvadersbosch.

Maintenance and upgrades of existing products is on going.

All feasibility studies and architectural designs completed.

Service provider appointed to conduct basic assessment process

and seek necessary environmental approvals for Salmonsdam,

Rocher Pan and Grootvadersbosch. Kogelberg tender awarded

to GVK Siyazama subject to environmental impact assessment

approval from National Department of Environmental Affairs.

Tweede Tol private campsite completed and currently addressing

snag-list matters.

65

Sub-Programme 3.2: Special Projects: Business Development





Financial Review

General Financial Review 69

Statement on Corporate Governance 70

Approval and Statement of Responsibility 76

Report of the Audit Committee 77

Report of the Auditor-General 78

Statement of Financial Position as at 31 March 2010 82

Statement of Financial Performance 83

Statement of Changes in Net Assets 84

Cash Flow Statement 85

Accounting Policies 86

Notes to the Annual Financial Statements 99

Detailed Deferred Revenue 121

Detailed Statement of Financial Performance YTD 122

The following supplementary schedules do not form part of the Annual Financial Statements

and are unaudited:

Contents


The Western Cape Nature Conservation Board is a statutory organisation governed by the Western Cape Nature Conservation

Board Act of 1998, as amended, primarily engaged in nature conservation and biodiversity management as well as eco-tourism,

environmental education and environmental law enforcement.

The financial position of the business and activities of the Western Cape Nature Conservation Board is clearly reflected in the

attached financial statements. There was no major change in the nature of the business.

In the current financial year, the net deficit for the year amounted to R8,9 million (2009: surplus of R11,2 million). Deferred

revenue of R35,6 million (2009: R33,6 million) is a reflection of the organisation's success in attracting sponsors and funders for

specific projects. The funding for the projects is a mix of capital and operating funding.

The increase in operational costs is largely due to projects co-funded by the Board and the 16% rate increase by Government

Garage. During the current year employee benefits increased significantly as additional funds were received for Pay Parity and

Improvement in Conditions of Services.

The short-term financial position is sound, but in the medium and long term, the organisation's ability to meet all of its mandates

will be reliant on obtaining additional funding for core expenditure. Management believes that the Western Cape Nature

Conservation Board has adequate resources in place to continue to operate for the foreseeable future, but at current levels of

delivery.

Chief Executive Officer

General Financial Review

69

Compliance

The Western Cape Nature Conservation Board endorses the principles as set

out in the Protocol on Corporate Governance, and where applicable, the King

Report on Corporate Governance for South Africa 2002 (King II) and have

endeavored to comply with the principles incorporated in the Code of

Corporate Practices and Conduct.

The Western Cape Nature Conservation Board has a formalised system of

Corporate Governance as set out below.

Governing bodies

Board of Directors

The Western Cape Nature Conservation Board has a unitary board structure

that is made up of non-executive directors who are appointed by the Minister of

Local Government, Environmental Affairs & Development Planning in the

Western Cape. The Board meets at least once a quarter. Executive Directors

are appointed to run the organisation on a day to day basis.

The framework for the payment of Board members' remuneration is approved

by the Minister of Local Government, Environmental Affairs & Development

Planning in the Western Cape. Board members of The Western Cape Nature

Conservation Board attend an induction programme which is organised by the

Executive.

The Board has appointed six committees to assist in carrying out its

responsibilities.

Board committees

All committees carry out responsibilities on behalf of the Board and members

are appointed to provide expertise on matters pertaining to that committee's

mandate.

Board Audit Committee

The Board Audit Committee consists of non-executive Board members and

independent members. The chairperson is appointed by the committee and is

an independent member. The authority of the committee is detailed in an Audit

Charter which is reviewed and approved annually by the Board. The report of

the Board Audit Committee is included in the annual financial statements and

sets out the responsibilities covered by this committee.

Board Finance Committee

The Board Finance Committee consists of non-executive Board members and

is chaired by a non-executive member who is appointed by the Board. The

Committee reviews financial reports and cash flow projections, oversees

financial governance issues and recommends financial policies for approval to

the Board.

Statement on Corporate Governance


Board Human Resources and Remuneration Committee Materiality and Significant Framework

The Board Human Resources and Remuneration Committee A Board-approved Materiality and Significant Framework is in

consists of non-executive Board members and is chaired by a place. Its purpose is to regulate disclosures of material facts

non-executive member who is appointed by the Board. The to the Minister of Local Government, Environmental Affairs &

committee reviews and recommends annual staff Development Planning in the Western Cape, disclosure in the

remuneration increases, terms and conditions of Board Annual Financial Statements and approval from the

employment, the payment of incentives and bonuses, Minister of Local Government, Environmental Affairs &

general fringe benefits, remuneration policies and Development in the Western Cape for participation in certain

appointment of executive staff. transactions.

Board Business Development Committee Internal audit

The Board Business Development Committee consists of The internal audit function is performed by an appointed Audit

non-executive Board members and is chaired by a non- Company which is headed by a Chief Internal Auditor who is

executive member who is appointed by the Board. The accountable to the Board Audit Committee.

committee reviews and recommends the Board's Tourism

and Marketing Strategies, new product development and The Internal Audit functions in terms of an Internal Audit

explores further avenues for fundraising. Charter that is approved by the Board. The Charter defines

the purpose, authority and responsibility of the internal audit

Board Conservation Committee function. Internal Audit carries out its work in terms of a work

The Board Conservation Committee consists of non- plan which is based on the risk profile of the Board and which

executive Board members and is chaired by a non-executive is approved annually by the Board Audit Committee.

member who is appointed by the Board. The committee

considers reports on technical matters for advice to the The Internal Auditors have full access to the Chairperson of

Board, assists with strategic planning of the biodiversity the Board Audit Committee.

portfolio and further provides a supervisory function to

Executive Directors on conservation issues. Management reporting

Comprehensive management reporting disciplines are in

Board Risk Committee place. These include the annual preparation of a corporate

The Board Risk Committee consists of non-executive Board performance plan and budget which is approved by the Board

members and an independent member. The chairperson is and the Minister of Local Government, Environmental Affairs

appointed by the Board and is an independent member. The & Development Planning in the Western Cape.

authority of the committee is detailed in a Risk Charter which

is reviewed and approved annually by the Board. Monthly results are reported to management, and quarterly

results to the Board, Finance and Board Audit Committees,

Chief Executive Officer and Executive Directors Provincial Treasury and Department of Environmental Affairs

The Chief Executive Officer is appointed by the Board in and Development Planning in the Western Cape and

consultation with the Minister of Local Government, Funders of Special Projects.

Environmental Affairs and Development Planning. The

Executive Directors are appointed by the Board. Both the

Chief Executive Officer and Executive Directors are involved

in the day-to-day business activities of the organisation and

are responsible for ensuring that decisions, strategies and

objectives of the Board are implemented in accordance with

the approved corporate performance plan and budget.

71

Code of Ethics

The Board has a code of ethics which requires employees and the Board Members to observe high ethical standards to ensure that

business practices are conducted in a manner which is beyond reproach.

Non Financial Information

Employment Equity

The Western Cape Nature Conservation Board has achieved an overall black representation of 77%. Targets to improve the

representation of designated individuals on all job categories and levels have been set in the Employment Equity Plan (2009 – 2014)

This criteria will be applied as a target for all new appointments and promotions within the organisation. The process is monitored on

an ongoing basis and is evaluated regularly by the Board Human Resources and Remuneration Committee. Going forward, this

target will be further reviewed and refined.

Black economic empowerment

The Board is committed to the achievement of the objectives laid out in Government's Broad-Based Black Economic Empowerment

(BBBEE) strategy. The Board has policies and procedures in place which address preferential procurement practices which support

black economic empowerment.

Corporate social investment

The Board has a corporate social investment programme in place which sees the Board becoming involved in the community

through support, financial or in kind, of deserving causes, organisations, institutions or projects. The Board supports socially

constructive projects. Projects with a long-term multiplier effect are given preference.

Worker participation

A process has been activated where employees of the Board will participate in discussions on staff welfare and policy formulation

through the employee consultative forum.

INFORMATION ON THE NON-EXECUTIVE AND EXECUTIVE DIRECTORS OF THE BOARD

The non-executive and executive directors of the Board during the accounting period were as follows:


BOARD MEMBER

Mr M Botha

Chairperson until 31 January 2010

Ms Y Pandy

Mr H Kagee

Adv. M Mdludlu

Mr E Jefthas

Ms N Dilima

Mr J van der Merwe

Prof S Gool

Prof A Redlinghuis

Dr C Johnson

EXPERIENCE

Conservationist & Botanist

Social and Political specialist, Human

Ecologist

Lawyer

Legal specialist

Agri Business

Community Upliftment Projects

Legal specialist

Financial & education specialist

Geographer

Botanist & Zoologist

APPOINTMENT PERIOD

20/05/2005 - 31/05/2010

21/06/2004 – 30/06/2009

26/10/2006 – 31/10/2011

20/05/2005 - 31/05/2010

20/05/2005 - 31/05/2010

26/10/2006 – 31/10/2011

14/04/2008 – 28/02/2013

14/04/2008 – 28/02/2013

01/04/2009 – 31/03/2014

01/04/2009 – 31/03/2014

END OF TERM

30/06/2009

73

EXECUTIVE DIRECTORS

Ms L Meyer - CEO

Mr S J Bekker – Executive

Director: Operations

Dr K Hamman – Executive

Director: Biodiversity

Mr S Ismail – Executive Director:

Business Development

Ms L Madlala – CFO

Mr N Jamie – Executive Director

Human Resource

EXPERIENCE

BA, M.Ed, MBA

More than 20 years general management and human resource

management experience.

B.Sc. Forestry, B.Sc (Hons.) Cum Laude & M.Sc Socio-Ecology

Forest and Natural Scientist and Socio-Ecologist with more than 27

years experience in conservation & biodiversity management.

Ph.D. Natural Sciences

Natural and fresh water scientist with more than 30 years in

conservation & biodiversity management.

B-Admin and currently studying for a Masters in Tourism

Development

Eleven years experience in Tourism Development.

BComm Acct and BCompt NDP, completed articles

More than 15 years experience in financial management.

HDE

More than 15 years experience in the Human Resource Management

sphere.

RESIGNATION

28 February 2010

BOARD SECRETARY

Ms L Wallace-Malyon

EXPERIENCE

Qualification in Legal Secretarial Studies

More than 14 years experience as a Personal Assistant to CEO's in various sectors,

including administration management experience.

Board Members as at end April 2010


Member

J Jarvis

J Fairbairn

M Botha

Y Pandy

H Kagee

P Slack

A Redlinghuis

S Gool

28/05/09

*

*

@

*

*

*

N/M

N/M

30/07/09

*

*

*

EOT

*

*

*

@

20/10/2009

*

*

*

EOT

*

*

*

*

04/02/10

*

*

@

EOT

*

*

*

*

Board Audit Committee meetings

Member

H Kagee

Y Pandy

M Mdludlu

M Botha

S Gool

16/04/09

*

*

*

*

SAB

30/07/09

*

EOT

*

*

@

20/10/09

*

EOT

*

*

*

04/02/10

*

EOT

*

*

*

Board Finance Committee meetings

29/04/09

*

*

*

*

*

*

N/M

N/M

THE RECORD OF ATTENDANCE BY EACH BOARD MEMBER AT CAPENATURE ORDINARY BOARD AND BOARD

COMMITTEE MEETINGS FOR THE PERIOD UNDER REVIEW IS SET OUT IN THE TABLE BELOW:

* Attendance @ Absence with apology

EOT End of Term N/M Not a member at the date of the meeting

N/Q Not Quorate therefore unable to call a meeting SAB Sabbatical Period

Board meetings

Member

M Botha

Y Pandy

M Mdludlu

E Jefthas

H Kagee

J van der Merwe

S Gool

C Johnson

A Redlinghuis

N Dilima

29/04/09

*

*

*

*

*

*

SAB

N/M

N/M

@

28/07/09

*

EOT

*

*

*

*

*

*

*

*

27/10/09

*

EOT

*

*

*

*

*

*

*

*

26/01/10

*

EOT

*

*

*

*

*

*

*

*

Member

Y Pandy

M Mdludlu

N Dilima

M Botha

A Redlinghuis

C Johnson

13/08/09

EOT

*

*

@

*

*

23/11/09

EOT

*

*

@

*

*

04/12/09

EOT

*

*

@

*

*

15/02/10

EOT

*

*

@

*

*

Board Human Resources and Remuneration Committee meetings

12/05/09

*

*

*

@

N/M

N/M

Member

Y Pandy

M Botha

E Jefthas

J van der Merwe

M Mdludlu

A Redlinghuis

21/05/09

*

@

*

*

@

N/M

20/08/09

EOT

*

@

*

*

*

17/11/09

EOT

@

*

*

*

*

23/02/10

EOT

@

*

*

*

*

Board Business Development Committee meetings (previously named the Tourism, Marketing,

Partnership and Fundraising Committee)

75

Member

M Botha

N Dilima

M Mdludlu

J van der Merwe

E Jefthas

C Johnson

11/06/09

@

*

*

*

*

@

27/08/09

*

*

*

*

*

*

10/11/09

*

*

*

*

*

*

09/03/10

*

*

@

*

*

*

Board Conservation Committee meetings

Member

P Slack

H Kagee

A Redlinghuis

C Johnson

06/11/09

*

*

*

*

16/03/10

*

*

*

*

Board Risk Committee Meetings

Member

M Botha

H Kagee

M Mdludlu

E Jefthas

27/08/09

*

*

*

*

Board EXCO Committee Meetings


Approval and Statement of Responsibility

The Board (accounting authority) is responsible for the maintenance of adequate

accounting records and the preparation and integrity of the financial statements

and related information. The external auditors are responsible for reporting on the

fair presentation of the financial statements.

The Annual Financial Statements have been prepared in accordance with the

South African Statements of Generally Accepted Accounting Practice including

any interpretation of such Statements issued by the Accounting Practices Board,

with the prescribed Standards of Generally Recognised Accounting Practice

issued by the Accounting Standards Board replacing the equivalent Generally

Accepted Accounting Practice Statements. These Annual Financial Statements

are based upon appropriate accounting policies consistently applied and

supported by reasonable and prudent judgments and estimates.

Management have reviewed the Board’s budget and cash flow forecasts for the

year ended 31 March 2011. On the basis of this review, and in view of the current

financial position, the Accounting Officer and Executive Directors have every

reason to believe that the Board will be a going concern in the year ahead,

however this is dependent on continued future funding from Government. The

Board has continued to adopt the going concern basis in preparing the financial

statements.

To enable management to meet the above responsibilities, the Board sets

standards and implements systems of internal control and risk management.

These controls are designed to provide reasonable, but not absolute, assurance

as to the reliability of the annual financial statements and to adequately

safeguard, verify and maintain accountability for assets and to prevent and detect

misstatement and losses.

The controls contain self-monitoring mechanisms, and actions are taken to

correct deficiencies as they are identified. An effective system of internal control

therefore aims to provide reasonable assurance with respect to the reliability of

financial information and, in particular, financial statement presentation.

Furthermore, because of changes in conditions, the effectiveness of internal

financial controls may vary over time.

Nothing has come to the attention of the Board to indicate that any material

breakdown in the functioning of these controls, procedures and systems has

occurred during the year under review.

The Annual Financial Statements set out on pages 82 to 120, for the year ended

31 March 2010, which have been prepared on the going concern basis, were

approved by the accounting authority in terms of section 51 (1) (f) of the Public

Finance Management Act, 1999 (Act No. 1 of 1999), as amended, on

22 July 2010, and are signed on its behalf by:

Lucille Meyer Allan Preston

Chief Executive Officer Chief Financial Officer

Report of the Audit Committeefor the financial year ended 31 March 2010

77

The Audit Committee is pleased to present its report for the Deloitte and Touche has over the past year delivered value for

financial year ended 31 March 2010. money risk based assurance reviews as per the approved rolling

audit plan and has successfully partnered with the Board and

Appointment of Audit Committee Executive Management in the execution of the current year's

CapeNature is served by an Audit Committee appointed by the audit commitments. These reviews have communicated

Western Cape Nature Conservation Board. Since July 2005, the significant control breakdowns to the Board and Executive

committee has reported annually on the effectiveness of internal Management.

control and commented on the audited Financial Statements as

required by its formal Charter. An audit of IT, using COBIT, a benchmark IT Governance

framework, confirmed 1) the risk assessment rating of high as

Audit Committee responsibilities determined through a strategic risk assessment workshop held

The Audit Committee carries out its responsibilities in terms of by the Chief Risk Officer with the Board and Executive

Section 11 (8) of the Western Cape Nature Conservation Board Management, and 2), the KING III Readiness Level Assessment

(Act 15 of 1998) and section 77 of the Public Finance outcome that IT Governance is an area that requires attention.

Management Act (Act 1 of 1999) as amended by Act 20 of 1999

and Treasury Regulations 27.1.7 and 17.1.10 (b) and (c) and in A Performance Information Review showed several significant

terms of its formal Charter. shortcomings over the reliability and integrity of the performance

monitoring and metrics of CapeNature.

Committee Members and attendance

Committee members are required to attend at least four The Revenue Review identified gaps in the design of the controls

Committee meetings each year in terms of the revised Charter. operating over the collections of receipts. Completeness of

During the year to 31 March 2010, members attended as follows: transaction recording, a significant accounting control objective,

was not met.

Members Appointed No. of End of term/

Meetings resignation Corrective measures are being actively pursued by the Board

Independent Members and Executive Management as articulated in the management

J A Jarvis July 2005 5 responses to these observations.

(ex Chair 4/5 meetings)

J Fairbairn July 2005 5 Evaluation of the Annual Financial Statements

(new Chair 1/5 meetings) The Audit Committee has reviewed and discussed with the

P Stack Jan 2009 5 Auditor-General, PricewaterhouseCoopers and the Chief

Financial Officer, the audited Annual Financial Statements

Board Members included in CapeNature's Annual Report.

A Redlinghuis 2009 3

H Kagee 2006 5 The Committee concurs and accepts the Audit Opinion of the

M Botha 2005 3 31 .01. 2010 Auditor-General and is of the opinion that the Audited Annual

Y Pandy 2004 2 30 .06. 2009 Financial Statements be accepted and read together with the

S Gool 2008 2 25 .05. 2010 report of the Auditor-General.

All meetings were held in quorum with apologies for absence. Signed on behalf of the Audit Committee

The Effectiveness of Internal Control

An updated 3-year risk based Internal Audit Plan has been in

place since 2009. The newly started Risk Committee, Chaired by

an independent Audit Committee Member, has made further

inputs into the revised 3-year rolling plan during the 2009/10

financial year. The Risk Committee is tasked with making

recommendations to the Board around 1) identified risks that J.J. FAIRBAIRN

could pose a threat to the operations of CapeNature and 2) the Chairperson

implementation of risk management practices. CapeNature Audit Committee

Report of the Auditor-General

REPORT OF THE AUDITOR-GENERAL TO THE

WESTERN CAPE PROVINCIAL PARLIAMENT ON THE

FINANCIAL STATEMENTS OF THE WESTERN CAPE

NATURE CONSERVATION BOARD FOR THE YEAR ENDED

31 MARCH 2010

REPORT ON THE FINANCIAL STATEMENTS

Introduction

1. I have audited the accompanying financial statements of the

Western Cape Nature Conservation Board, which comprise

the statement of financial position as at 31 March 2010, and

the statement of financial performance, statement of

changes in net assets and cash flow statement for the year

then ended, and a summary of significant accounting

policies and other explanatory information, as set out on

pages 82 to 120.

Accounting Authority's responsibility for the financial

statements

2. The accounting authority is responsible for the preparation

and fair presentation of these financial statements in

accordance with the South African Standards of Generally

Recognised Accounting Practice (SA Standards of GRAP)

and in the manner required by the Public Finance

Management Act of South Africa, 1999 (Act No. 1 of 1999)

(PFMA) and section 11(2)(b) of the Western Cape Nature

Conservation Board Act, 1998 (Act No. 15 of 1998). This

responsibility includes: designing, implementing and

maintaining internal control relevant to the preparation and

fair presentation of financial statements that are free from

material misstatement, whether due to fraud or error,

selecting and applying appropriate accounting policies; and

making accounting estimates that are reasonable in the

circumstances.


79

Auditor-General's responsibility

3. As required by section 188 of the Constitution of the Republic of South Africa, 1996 and section 4 of the

Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and section 11(3) of the Western Cape

Nature Conservation Board Act, my responsibility is to express an opinion on these financial statements

based on my audit.

4. I conducted my audit in accordance with International Standards on Auditing and General Notice 1570 of

2009 issued in Government Gazette 32758 of November 2009. Those standards require that I comply

with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether

the financial statements are free from material misstatement.

5. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in

the financial statements. The procedures selected depend on the auditor's judgement, including the

assessment of the risks of material misstatement of the financial statements, whether due to fraud or

error. In making those risk assessments, the auditor considers internal control relevant to the entity's

preparation and fair presentation of the financial statements in order to design audit procedures that are

appropriate in the entity's internal control. An audit also includes evaluating the appropriateness of

accounting policies used and the reasonableness of accounting estimates made by management, as

well as evaluating the overall presentation of the financial statements.

6. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my

audit opinion.

Opinion

7. In my opinion, the financial statements present fairly, in all material respects, the financial position of the

Western Cape Nature Conservation Board as at 31 March 2010, and its financial performance and its

cash flows for the year then ended, in accordance with the SA Standards of GRAP and in the manner

required by the PFMA.

Emphasis of matter

I draw attention to the matters below. My opinion is not modified in respect of these matters:

Significant uncertainties

8. With reference to note 14 to the financial statements, the entity

has received six claims for damages. The entity is opposing the

claims. The ultimate outcomes thereof cannot presently be

determined and no provision for any liability that may result has

been made in the financial statements.


Restatement of corresponding figures

9. As disclosed in note 30 to the financial statements, the

corresponding figures for 31 March 2009 have been restated

as a result of errors discovered during 2010 in the financial

statements of the Western Cape Nature Conservation Board

at, and for the year ended, 31 March 2009.

Additional matter

I draw attention to the matter below. My opinion is not modified in

respect of this matter.

Unaudited supplementary schedules

10. The supplementary information set out in pages 121 and 122

does not form part of the financial statements and is

presented as additional information. I have not audited

these schedules and accordingly I do not express an opinion

thereon.

REPORT ON OTHER LEGAL AND REGULATORY

REQUIREMENTS

In terms of the PAA and General notice 1570 of 2009, issued in

Government Gazette No. 32758 of 27 November 2009 I include

below my findings on the report on predetermined objectives,

compliance with the PFMA and financial management (internal

control).

Predetermined objectives

11. No matters to report.

Compliance with laws and regulations


INTERNAL CONTROL

I considered internal control relevant to my audit of the financial

statements and the report on predetermined objectives and

compliance with the PFMA, but not for the purpose of expressing

an opinion on the effectiveness of internal control.


81

OTHER REPORTS

14. An investigation was conducted by an independent consulting firm into the alleged fraudulent activities of

a member of staff. The amount involved was R46 399. The investigation resulted in criminal

proceedings being instituted against the employee who was dismissed by the entity.

Cape Town

31 July 2010


WESTERN CAPE NATURE CONSERVATION BOARD

Statement of Financial Position as at 31 March 2010

Annual Financial Statements for the year ended 31 March 2010

Figures in Rand

Assets

Current Assets

Inventories

Prepayments

Trade and other receivables

Cash and cash equivalents

Non-Current Assets

Property, infrastructure, plant and equipment

Intangible assets

Total Assets

Liabilities

Current Liabilities

Finance lease liability

Deferred revenue

Provisions

Trade and other payables

Non-Current Liabilities

Finance lease liability

Post-retirement medical benefit

Deferred revenue

Total Liabilities

Net Assets

Net Assets

Net assets are represented by:

Revaluation reserve

Western Cape Nature Conservation Fund

Accumulated surplus

Total Net Assets

Note(s)

2

3

4

5

6

7

8

9

10

11

8

12

9

13

2010

1,821,431

14,305

9,512,388

52,889,947

64,238,071

27,351,674

951,228

28,302,902

92,540,973

134,320

19,894,582

-

32,282,806

52,311,708

36,579

3,746,000

15,664,965

19,447,544

71,759,252

20,781,721

12,061,088

1

8,720,632

20,781,721

2009

Restated

1,327,014

142,785

15,844,415

55,179,254

72,493,468

23,785,302

794,910

24,580,212

97,073,680

86,707

17,994,871

292,237

29,801,235

48,175,050

68,914

3,540,000

15,573,167

19,182,081

67,357,131

29,716,549

12,061,088

1

17,655,460

29,716,549

83


Statement of Financial Performance


Figures in Rand

Revenue

Other income

Operating expenses

Operating (deficit)/surplus

Finance income

Finance costs

(Deficit) surplus for the year

Note(s)

19

20

22

23

2010

185,794,561

-

(199,386,806)

(13,592,245)

4,793,218

(135,801)

(8,934,828)

2009

Restated

172,487,142

37,718

(168,377,650)

4,147,210

7,108,325

(13,822)

11,241,713



Statement of Changes in Net Assets


Figures in Rand

Balance at 31 March 2008

Change in accounting policy

Prior year adjustments

Restated balance at

31 March 2008

Changes in net assets

Surplus for the year

Revaluation

Impairment


Changes in net assets

Deficit for the year


Note(s)

Total net

assets and

reserves

8,484,625

724,934

3,267,160

12,476,719

11,241,713

6,109,117

(111,000)

29,716,549

(8,934,828)

20,781,721

Accumulated

surplus /

(deficit)

2,421,653

724,934

3,267,160

6,413,747

11,241,713

-

-

17,655,460

(8,934,828)

8,720,632

13

Total

reserves

6,062,972

-

-

6,062,972

-

6,109,117

(111,000)

12,061,089

-

12,061,089

Western Cape

Nature

Conservation

Fund

1

-

-

1

-

-

-

1

-

1

13

Revaluation

reserve

6,062,971

-

-

6,062,971

-

6,109,117

(111,000)

12,061,088

-

12,061,088

13

85


Cash Flow Statement


Figures in Rand

Cash flows from operating activities

Cash receipts from customers

Cash paid to suppliers and employees

Cash generated from operations

Interest income

Finance costs

Net cash from operating activities

Cash flows from investing activities

Purchase of property, infrastructure, plant and equipment

Purchase of intangible assets

Proceeds from disposal of plant and equipment

Net cash from investing activities

Total cash movement for the year

Cash at the beginning of the year

Cash at the end of the year

Note(s)

28

6

7

5

2010

192,126,585

(191,869,705)

256,880

4,793,218

(135,801)

4,914,297

(6,528,124)

(675,480)

-

(7,203,604)

(2,289,307)

55,179,254

52,889,947

2009

Restated

163,066,004

(161,258,916)

1,807,088

7,108,325

(13,822)

8,901,591

(6,694,194)

(476,225)

56,461

(7,113,958)

1,787,633

53,391,621

55,179,254



Accounting Policies


1. Accounting Framework

The annual financial statements have been prepared in accordance with the effective Standards of Generally Recognised

Accounting Practices (GRAP) including any interpretations, guidelines and directives issued by the Accounting Standards

Board.

Standard of GRAP Replaced Statement of SA GAAP

GRAP 1: Presentation of financial statements AC 101: Presentation of financial statements

GRAP 2: Cash flow statements AC 118: Cash flow statements

GRAP 3: Accounting policies, changes in accounting AC 103: Accounting policies, changes in accounting

estimates and errors estimates and errors

GRAP 4: The effect of changes in foreign exchange AC 112: The effect of changes in foreign exchange

rates rates

GRAP 5: Borrowing costs AC 114: Borrowing costs

GRAP 6: Consolidated and seperate financial AC 132: Consolidated and seperate financial

statements statements

GRAP 7: Investments in associates AC 110: Investments in associates

GRAP 8: Investment in joint ventures AC 119: Investment in joint ventures

GRAP 9: Revenue from exchange transaction AC 111: Revenue

GRAP 10: Financial reporting in hyperinflationary AC 124: Financial reporting in hyperinflationary

economies economies

GRAP 11: Construction contracts AC 109: Construction contracts

GRAP 12: Inventories AC 108: Inventories

GRAP 13: Leases AC 105: Leases

GRAP 14: Events after the reporting date AC 107: Events after the balance sheet date

GRAP 16: Investment property AC 135: Investment property

GRAP 17: Property, plant and equipment AC 123: Property, plant and equipment

GRAP 19: Provisions, contingent liabilities and AC 130: Provisions, contingent liabilities and

contingent assets contingent assets

GRAP 100: Non-current assets held for sale and AC 142: Non-current assets held for sale and

discontinued operations discontinued operations

GRAP 101: Agriculture AC 137: Agriculture

GRAP 102: Intangible assets AC 129: Intangible assets

The recognition and measurement principles in the above GRAP and GAAP Statements do not differ or result in material

differences in items presented and disclosed in the financial statements. The implementation of GRAP has resulted in changes

in certain terminology used in the annual financial statements.

The cash flow statement can only be prepared in accordance with the direct method.

The historical cost basis has been used in preparing the annual financial statements except, as modified by the revaluation of

land and buildings and an exercise was undertaken to revalue all assets that were previously fully depreciated in accordance

with SA GAAP.

These financial statements are presented in South African Rands since it is the currency in which all transactions of the Board

are denominated.

The following are the principle accounting policies used by the Board. They are consistent in all material respects with those of

the previous years, except as otherwise stated.

87


Accounting Policies


Standards approved but not effective

The following Standards have been approved but the effective dates have not yet been determined by the Minister of Finance.

GRAP 18 – Segment reporting

GRAP 21 – Impairment of non cash generating assets

GRAP 23 – Revenue from non exchange transactions (taxes and transfers)

GRAP 24 – Presentation of budget information in financial statements

GRAP 25 – Employee benefits

GRAP 26 – Impairment of cash generating assets

GRAP 103 – Heritage assets

GRAP 104 – Financial instruments

No material differences between GRAP and GAAP standards

The recognition and measurement principles in GRAP 18, 21, 25, 26, 103, 104 and GAAP Statements do not differ or result in

material differences in items presented and disclosed in the financial statements. The implementation of GRAP has resulted in

changes in certain terminology used in the annual financial statements and it is unlikely that the standards will have a material

impact on the Board’s financial statements.

Material differences between GRAP and GAAP standards

GRAP 23: Revenue from Non-exchange Transactions (Taxes and Transfers)

CapeNature has adopted the principles of GRAP 23: Revenue from Non-exchange Transactions (Taxes and Transfers) and

amended the accounting policies accordingly. The changes in the accounting policies have been adjusted retrospectively. Refer

to the accounting policies and the changes in accounting policies note disclosure.

The key differences between AC 134 and GRAP 23 regarding the recognition of government grants and transfer payments are

as follows:

? AC 134 prescribed different accounting treatment for grants related to operational and capital expenditure. GRAP 23 makes

no such distinction.

? AC 134 requires that revenue related to operational expenditure is recognised when expenditure is incurred. This generally

resulted in deferred revenue being recognised initially as a liability until the expenditure is incurred. Subsequently, the

liability is reduced and revenue recognised as operational expenditure is incurred. Under GRAP 23, revenue is recognised

unless an obligation exists to use the transferred resources (in this instance, the grant or transfer payment) in a certain way

or return the resources to the transferor (i.e. the transfer of resources is subject to a “condition”). If an entity is only required

to use the resources received in a certain way with no corresponding requirement to return those resources to the transferor,

then no obligation exists and revenue is recognised.

? AC 134 requires that revenue related to the acquisition or construction of an asset is recognised either as a reduction of the

asset acquired/constructed (resulting in a reduced depreciation charge) or deferred revenue being recognised as a liability

on initial recognition. Subsequently, the liability would be reduced and revenue recognised based on the depreciation of the

asset. Under GRAP 23, revenue is recognised unless an obligation exists to use transferred resources in a certain way or

return the resources received to the transferor. (i.e. the transfer of resources is subject to a “condition”). If an entity is only

required to use the resources received in a certain way with no corresponding requirement to return those resources to the

transferor, then no obligation exists and revenue is recognised.



Accounting Policies


GRAP 24: Presentation of Budget Information in the Financial Statements

CapeNature has adopted the principles of GRAP 24: Presentation of Budget Information in the Financial Statement and

amended the accounting policies accordingly. The changes in the accounting policies have been adjusted retrospectively. Refer

to the accounting policies and the reconciliation of budget and statement of financial performance note disclosure.

No equivalent standard existed in GAAP.

Subject to the requirements of paragraph 19, an entity shall present a comparison of the budget amounts for which it is held

publicly accountable and actual amounts either as a separate additional financial statement or as additional budget columns in

the financial statements currently presented in accordance with Standards of GRAP. The comparison of the budget and actual

amounts shall present separately for each level of legislative oversight:

? the approved and final budget amounts;

? the actual amounts on comparable basis; and

? by way of note disclosure, an explanation of material differences between the budget for which the entity is held publicly

accountable and actual amounts, unless such explanation is included in other public documents issued in conjunction with

the financial statements, and a cross reference to those documents is made in the notes.

Where an entity prepares its budget and financial statements on a comparable basis, it includes the comparison as an additional

column in the primary financial statements. Where the budget and financial statements are not prepared in a comparable basis,

a separate statement is prepared called the “Statement of Comparison of Budget and Actual Amounts”.

This statement compares the budget amounts with the amounts in the financial statements adjusted to comparable to the

budget.

A comparable basis means that the budget and financial statements:

? are prepared using the same basis of accounting i.e. either cash or accrual;

? include the same activities and entities;

? use the same classification system; and

? are prepared for the same period.

89


Accounting Policies


1.1 Property, infrastructure, plant and equipment

The cost of an item of property, infrastructure, plant and equipment is recognised as an asset when:

it is probable that future economic benefits associated with the item will flow to the entity; and the cost of the item can be

measured reliably.

Purchased land is recorded at cost at the date of acquisition. Land acquired at no or nominal cost (through donation or similar

means) is initially recognised at fair value. The fair value is then regarded as the cost price.

Costs include costs incurred initially to acquire or construct an item of property, infrastructure, plant and equipment and costs

incurred subsequently to add to, replace part of, or service it. If a replacement cost is recognised in the carrying amount of an

item of property, infrastructure, plant and equipment, the carrying amount of the replaced part is unrecognised.

Assets received at no or nominal cost (donated or gifted) from private parties, are initially recognized at fair value. This initial

recognition at fair value does not constitute a revaluation. The fair value at initial recognition is regarded to be the cost price going

forward.

Subsequent costs are included in the asset’s carrying amount or recognised as a separate asset, as appropriate, only when it is

probable that future economic benefits associated with the item will flow to the Board and the cost of the item can be measured

reliably.

The carrying amount of the replaced part is derecognised. All other repairs and maintenance costs are charged to the Statement

of Financial Performance during the financial period in which they are incurred.

A material portion of the land whereon the Board performs its operations is owned by Government and managed on their behalf.

Leasehold improvements incurred by the Board with regard to these assets are capitalised and depreciated over the estimated

useful lives of these assets.

All other plant and equipment acquired by the Board after 1 April 2000, is stated at historical cost less depreciation. Plant and

equipment acquired in terms of a transfer from the Provincial Government : Western Cape as at 1 April 2000 was considered to

be fully depreciated and previously had no value, has now been valued as per the requirements of SA GAAP.

Property, infrastructure, plant and equipment is carried at cost less accumulated depreciation and any impairment losses.

Item Average useful life

Buildings 50 years

Plant , machinery and tools 2 to 6 years

Office furniture and equipment 2 to 6 years

Boats and Vehicles 4 to 6 years

Computer hardware 2 to 3 years

Infrastructure 20 to 30 years

Communication equipment 2 years



Accounting Policies


1.1 Property, infrastructure, plant and equipment (continued)

The residual value and the useful life of each asset are reviewed at each financial period-end. Increases in the carrying amount

arising on revaluation of land and buildings are credited to the Revaluation Reserves in net assets. Decreases that offset

previous increases of the same asset are charged against the Revaluation Reserve directly in Statement of Changes of Net

Assets; all other decreases (depreciation and impairments) are charged to the Statement of Financial Performance. Each year

the difference between depreciation based on the revalued carrying amount of the asset charged to the Statement of Financial

Performance and depreciation based on the asset’s original cost is transferred from ‘Revaluation Reserve’ to ‘Accumulated

Surplus’.

The depreciation charge for each period is recognised in surplus or deficit unless it is included in the carrying amount of another

asset.

The gain or loss arising from the derecognition of an item of property, plant and equipment is included in surplus or deficit when

the item is derecognised. The gain or loss arising from the derecognition of an item of property, plant and equipment is

determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item.

1.2 Intangible assets

An intangible asset is recognised when:

it is probable that the expected future economic benefits that are attributable to the asset will flow to the entity; and

the cost of the asset can be measured reliably.

Intangible assets are initially recognised at cost.

Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.

An intangible asset is regarded as having an indefinite useful life when, based on all relevant factors, there is no foreseeable limit

to the period over which the asset is expected to generate net cash inflows. Amortisation is not provided for these intangible

assets. For all other intangible assets amortisation is provided on a straight line basis over their useful life.

The amortisation period and the amortisation method for intangible assets are reviewed every period-end.

Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:

Item Useful life

Computer software 2 years

1.3 Financial instruments

Financial Assets

(a) Financial assets at fair value through profit or loss

Financial assets at fair value through profit or loss are financial assets held for trading. A financial asset is classified in this

category if acquired principally for the purpose of selling in the short-term. Derivatives are also categorised as held for trading

unless they are designated as hedges. Assets in this category are classified as current assets.

91


Accounting Policies


1.3 Financial instruments (continued)

(b) Loans and receivables

Loans and receivables are non-derivative financial assets with fixed or determinable payments that are not quoted in an active

market. They are included in current assets, except for maturities greater than 12 months after the balance sheet date. These

are classified as non-current assets. The group’s loans and receivables comprise ‘trade and other receivables’ and cash and

cash equivalents in the balance sheet.

Initial Recognition

Financial assets within the scope of IAS 39 are classified as financial assets at fair value through surplus and deficit, receivables,

investments or available-for-sale financial assets, as appropriate. The Board determines the classification of its financial assets

at initial recognition.

Financial assets are recognised initially at fair value plus, in the case of investments not at fair value through surplus and deficit,

directly attributable transaction costs.

Purchases or sales of financial assets that require delivery of assets within a time frame established by regulation or convention

in the market place (regular way purchases) are recognised on trade date i.e., the date that the Board commits itself to purchase

or sell the asset.

The Board’s financial assets include cash and cash equivalents and trade and other receivables.

Subsequent Measurement

The subsequent measurement of financial assets depends on their classification. Cash and cash equivalents as well as trade

and other receivables are classified as investments and receivables. They are carried at amortised cost using the effective

interest rate method. Gains and losses are recognised in the Statement of Financial Performance when the investments and

receivables are derecognised or impaired, as well as through the amortisation process.

Financial Liabilities

Initial Recognition

Financial Liabilities within the scope of IAS 39 are classified as financial liabilities at fair value through surplus and deficit or loans

and borrowings, as appropriate. The Board determines the classification of its financial assets at initial recognition.

Financial liabilities are recognised initially at fair value and in the case of loans and borrowings, directly attributable transaction

costs.

The Board’s financial liabilities include trade and other payables.


Accounting Policies



Subsequent Measurement

The subsequent measurement of financial liabilities depends on their classification. The Board’s trade and other payables are

classified as loans and borrowings and are therefore subsequently measured at amortised cost using the effective interest rate

method.

Gains and losses are recognised in the Statement of Financial Performance when the liabilities are derecognised as well as

through the amortisation process.

Amortised cost of financial instruments

Amortised cost is computed using the effective interest rate method less any allowance for impairment and principal repayment

or reduction. The calculation takes into account any premium or discount on acquisition and includes transaction costs and fees

that are an integral part of the effective interest rate.

Impairment of financial assets

The Board assesses at each balance sheet date whether there is objective evidence that a financial asset or a group of financial

assets is impaired. A financial asset or a group of financial assets is deemed to be impaired if, and only if, there is objective

evidence of impairment as a result of one or more events that has occurred after the initial recognition of the asset (an incurred

‘loss event’) and that loss event has an impact on the estimated future cash flows of the financial asset or group of financial

assets that can be reliably estimated. Evidence of impairment may include indications that a debtor or a group of debtors is

experiencing significant financial difficulty, default or delinquency in repayments, the probability that they will enter bankruptcy or

other financial reorganisation and where observable data indicate that there is a measurable decrease in the estimated future

cash flows, such as changes in arrears or economic conditions that correlate with default.

Amounts due from customers

For amounts due from customers carried at amortised cost, the Board first assesses individually whether objective evidence of

impairment exists for financial assets that are individually significant, or collectively for financial assets that are not individually

significant. If the Board determines that no objective evidence of impairment exists for an individually assessed financial asset,

whether significant or not, it includes the asset in a group of financial assets with similar credit risk characteristics and collectively

assesses them for impairment. Assets that are individually assessed for impairment and for which an impairment loss is, or

continues to be, recognised are not included in the collective assessment of impairment.

If there is objective evidence that an impairment loss has been incurred, the amount of the loss is measured as the difference

between the asset’s carrying amount and the present value of the estimated future cash flows. The carrying amount of the asset

is reduced through an allowance account and the amount of the loss is recognised in the Statement of Financial Performance.

The asset together with the associated allowance is written off when there is no realistic prospect of future recovery. If, in a

subsequent year, the amount of the estimated impairment loss increases or decreases because of an event occurring after the

impairment was recognised, the previously recognised impairment loss is increased or reduced by adjusting the allowance

account. If a future write off is later recovered, the recovery is recognised in the Statement of Financial Performance.

The present value of the estimated cash flows is discounted at the financial asset’s original effective interest rate.



Accounting Policies



Derecognition of financial instruments

A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires.

A financial asset is derecognised when the rights to receive cash flows from the asset have expired or the Board has transferred

its rights to receive cash flows from the asset.


Trade receivables are measured at initial recognition at fair value, and are subsequently measured at amortised cost using the

effective interest rate method. Appropriate allowances for estimated irrecoverable amounts are recognised in surplus or deficit

when there is objective evidence that the asset is impaired. Significant financial difficulties of the debtor, probability that the

debtor will enter bankruptcy or financial reorganisation, and default or delinquency in payments (more than 30 days overdue) are

considered indicators that the trade receivable is impaired. The allowance recognised is measured as the difference between

the asset’s carrying amount and the present value of estimated future cash flows discounted at the effective interest rate

computed at initial recognition.

The carrying amount of the asset is reduced through the use of an allowance account, and the amount of the deficit is recognised

in the statement of financial performance within operating expenses. When a trade receivable is uncollectible, it is written off

against the allowance account for trade receivables. Subsequent recoveries of amounts previously written off are credited

against operating expenses in the statement of financial performance.

Trade and other receivables are classified as loans and receivables.


Trade payables are initially measured at fair value, and are subsequently measured at amortised cost, using the effective

interest rate method.


Cash and cash equivalents comprise cash on hand and demand deposits, and other short-term highly liquid investments that

are readily convertible to a known amount of cash and are subject to an insignificant risk of changes in value. These are initially

and subsequently recorded at fair value.

1.4 Inventories

Inventories are measured at the lower of cost and net realisable value. Net realisable value is the estimated selling price in the

ordinary course of business, less any selling expenses. The cost of fuel and chemicals are determined on the first-in, first-out

(FIFO) basis, while uniform stores and other consumables are carried forward at average cost.

Ivory stocks are not capitalised as there is no legal trading market. Confiscated Ivory stocks are safeguarded by the Board.

1.5 Taxation

No provision has been made for SA Income Taxation, as the Board is exempt from income taxation in terms of S 10 (1) (cA) (i) of

the Income Tax Act, 1962.

93


Accounting Policies


1.6 Leases

Finance leases – lessee

Finance leases are recognised as assets and liabilities in the Statement of Financial Position at amounts equal to the fair value of

the leased assets or, if lower, the present value of the minimum lease payments. The corresponding liability to the lessor is

included in the Statement of Financial Position as a finance lease obligation. The cell phones acquired under finance leases are

depreciated over the lease term.

The lease payments are apportioned between the finance charge and reduction of the outstanding liability. The finance charge is

allocated to each period during the lease term so as to produce a constant periodic rate on the remaining balance of the liability.

The finance charge is charged to the Statement of Financial Performance.

Operating leases – lessee

Operating lease payments are recognised as an expense on a straight-line basis over the lease term. The difference between

the amounts recognised as an expense and the contractual payments are recognised as an operating lease asset. This liability

is not discounted.

Any contingent rents are expensed in the period they are incurred.

1.7 Impairment of assets

The entity assesses at each Statement of Financial Position date whether there is any indication that an asset may be impaired.

If any such indication exists, the entity determines the recoverable amount of the asset.

If there is any indication that an asset may be impaired, the recoverable amount is estimated for the individual asset. If it is not

possible to estimate the recoverable amount of the individual asset, the recoverable amount of the cash-generating unit to which

the asset belongs is determined.

The recoverable amount of an asset or a cash-generating unit is the higher of its fair value less costs to sell and its value in use.

If the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is reduced to its

recoverable amount. That reduction is an impairment loss.

An impairment loss of assets carried at cost less any accumulated depreciation or amortisation is recognised immediately in

surplus or deficit. Any impairment loss of a revalued asset is treated as a revaluation decrease.

An entity assesses at each reporting date whether there is any indication that an impairment loss recognised in prior periods for

assets other than goodwill may no longer exist or may have decreased. If any such indication exists, the recoverable amounts of

those assets are estimated.

The increased carrying amount of an asset other than goodwill attributable to a reversal of an impairment loss does not exceed

the carrying amount that would have been determined had no impairment loss been recognised for the asset in prior periods.

A reversal of an impairment loss of assets carried at cost less accumulated depreciation or amortisation other than goodwill is

recognised immediately in surplus or deficit. Any reversal of an impairment loss of a revalued asset is treated as a revaluation

increase.



Accounting Policies


1.8 Employee benefits

Pension benefits

The Board’s contribution to the Government Employees Pension Fund for former Department of Environmental Affairs

employees, is charged to the statement of financial performance in the year to which it relates. This fund is governed by the

Government Employees Pension Act, 1996, and is a defined benefit plan, with benefits that are calculated according to

prescribed formulae. The level of employer contribution has no affect on the benefit formulae and will therefore not affect any

pension benefit. As the Board's liability can not be determined, the Board does not account for this plan as a defined benefit plan.

Defined contribution plans

Payments to defined contribution retirement benefit plans are charged as an expense as they fall due.

Payments made to industry-managed (or state plans) retirement benefit schemes are dealt with as defined contribution plans

where the entity’s obligation under the schemes is equivalent to those arising in a defined contribution retirement benefit plan.

Defined benefit plans

For defined benefit plans the cost of providing the benefits is determined using the projected credit method.

Actuarial valuations are conducted on an annual basis by independent actuaries separately for each plan.

Consideration is given to any event that could impact the funds up to Statement of Financial Position date where the interim

valuation is performed at an earlier date.

Past service costs are recognised immediately to the extent that the benefits are already vested, and are otherwise amortised on

a straight line basis over the average period until the amended benefits become vested.

To the extent that, at the beginning of the financial period, any cumulative unrecognised actuarial gain or loss exceeds ten

percent of the greater of the present value of the projected benefit obligation and the fair value of the plan assets (the corridor),

that portion is recognised in the statement of financial performance over the expected average remaining service lives of

participating employees. Actuarial gains or losses within the corridor are not recognised.

Gains or losses on the curtailment or settlement of a defined benefit plan is recognised when the entity is demonstrably

committed to curtailment or settlement.

When it is virtually certain that another party will reimburse some or all of the expenditure required to settle a defined benefit

obligation, the right to reimbursement is recognised as a separate asset. The asset is measured at fair value. In all other

respects, the asset is treated in the same way as plan assets. In the statement of financial performance, the expense relating to a

defined benefit plan is presented as the net of the amount recognised for a reimbursement.

The amount recognised in the Statement of Financial Position represents the present value of the defined benefit obligation as

adjusted for unrecognised actuarial gains and losses and unrecognised past service costs, and reduces by the fair value of plan

assets.

Any asset is limited to unrecognised actuarial losses, plus the present value of available refunds and reduction in future

contributions to the plan.

95


Accounting Policies


1.8 Employee benefits (continued)

Post-retirement medical benefits

The Board provides post-employment healthcare benefits to retired employees who where previously employed by the

Department of Environmental Affairs. The entitlement to these benefits is based on the employee remaining in service up to

retirement age and the completion of a minimum service period. The expected costs of these benefits are accrued over the

period of employment.

The liability recognised in the Statement of Financial Position in respect of defined benefit plans is the present value of the

obligation at the reporting date minus the fair value of plan assets, together with adjustments for actuarial gains/losses and past

service cost. The obligation is calculated by independent actuaries and is determined based on assumptions relating to the real

rate of return and the rates of staff turnover and early/normal retirement. Actuarial valuations are performed every 3 years.

Actuarial gains and losses to be recognised are the net cumulative unrecognised actuarial gains and losses at the end of the

previous reporting period, divided by the expected average remaining working lives of the related employees.

1.9 Provisions and contingencies

Provisions are recognised when:

the board has a present legal or constructive obligation as a result of a past event;

it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation; and

a reliable estimate can be made of the obligation.

The amount of a provision is the present value of the expenditure expected to be required to settle the obligation.

Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the

reimbursement shall be recognised when, and only when, it is virtually certain that reimbursement will be received if the entity

settles the obligation. The reimbursement shall be treated as a separate asset. The amount recognised for the reimbursement

shall not exceed the amount of the provision.

Provisions are not recognised for future operating deficits.

Contingent assets and contingent liabilities are not recognised. Contingencies are disclosed in the notes.



Accounting Policies


1.10 Revenue from non exchange transactions (taxes and transfers)

Revenue from non exchange transactions arises when an entity receives value from another entity without directly giving

approximately equal value in exchange. An asset acquired through a non exchange transaction shall initially be measured at its

fair value at the date of acquisition.

The revenue will be measured at the amount of increase in net assets recognised by the entity.

An inflow of resources from a non exchange transaction is recognised as revenue, except to the extent that a liability is

recognised for the same inflow. As an entity satisfies a present obligation recognised as a liability in respect of an inflow of

resources from a non-exchange transaction recognised as an asset, it will reduce the carrying amount of the liability recognised

as an amount equal to that reduction.

Monetary Government Grants

Monetory Government Grants are recognised as revenue when received.

Grants, Donations and Project funds

Donations and special grant funding received for the acquisition of land and infrastructure are recognised in surplus or deficit

when received, unless the conditions associated with the donations have not yet been met. The unrecognised portion at year

end date is presented as deferred income. Ad hoc donations (including confiscated and seized goods - if legal trading market)

are recognised as revenue when received.

Funding by way of special project grants are disclosed under deferred revenue and recognised as revenue to the extent of the

expenditure incurred.

Revenue from agency activities (Working for Water)

Revenue received from agency activities is recognised as revenue as the Board bears the credit risk in terms of the agency

agreement.

1.11 Revenue from exchange transactions

Revenue is recognised when it is probable that future economic benefits will flow to the entity and these benefits can be

measured reliably. Revenue is measured at fair value.

Tourism, Propety rights and licenses and other income

Accommodation income and other tourist related activities are recognised upon commencement of the activity. Property rights

and licences, conservation and other levies are recognised on a daily basis as and when they become due.

Interest received

Interest is recognised, in surplus or deficit, using the effective interest rate method.

97


Accounting Policies


1.12 Irregular, Fruitless and Wasteful Expenditure

Irregular expenditure means expenditure incurred in contravention of, or not in accordance with, a requirement of any applicable

legislation, including:

the PFMA;

any provisional legislation providing for procurement procedures which are applicable to the entity.

Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had reasonable

care been exercised.

All expenditure relating to irregular, fruitless and wasteful expenditure is recognised as an expense in the Statement of Financial

Performance in the year that the expenditure was incurred. The expenditure is classified in accordance with the nature of the

expense, and where recovered, it is subsequently accounted for as income in the Statement of Financial Performance.

1.13 Revaluation Reserve

Increases in the carrying amount arising on revaluation of land and buildings are credited to the revaluation of reserve in the

statement of changes in net assets. Decreases that offset previous increases of the same asset are charged against revaluation

reserve directly in the statement of changes in net assets; all other decreases are charged to the income statement.

1.14 Post-balance sheet events

Recognised amounts in the financial statements are adjusted to reflect events arising after the balance sheet date that provide

evidence of conditions that existed at the balance sheet date. Events after the balance sheet date that are indicative of

conditions that arose after the balance sheet date are dealt with by way of a note.

1.15 Comparative figures

Comparative figures are restated in the event of a change in accounting policies or prior year error.

1.16 Reconciliation of budget and statement of financial performance

The annual financial statements and the budget are not prepared on the same basis of accounting and the reconciliation

between the statement of financial performance and the budget is included in the annual financial statements.

The reconciliation of budget surplus/deficit with the surplus/deficit in the statement of financial performance is presented in the

notes to the annual financial statement.



Notes to the Annual Financial Statements


Figures in Rand

2. Inventories

The amounts attributable to the different categories are as follows:

Livestock

Chemical Stores

Other

Fuel

Ivory stocks are not capitalised as there is no legal trading market.

The Board had 5,182 kg (2009: 3,159 kg) of confiscated ivory in stock

at 31 March 2010.

Livestock consist of 1067 crocodile hatchlings that were seized and

confiscated. The livestocks were capitalised.

3. Prepayments

The following prepayments were made:

Oprah Magazine - Winter ad campaign

World Wide Creative - Internet service fee

Media 24 - Driveout ad campaign

Adwraps Billboards - Advertising on billboards

Africa Geographic - Magazine ad

Die Burger - Subscription fees

SABC - TV licences

ICASA - Radio licences

Monkey Valley Resort - Conference room

MWEB - Subcription fees

Independant Newspapers - Subscription fees

4. Trade and other receivables

Trade receivables

Trade receivables - non exchange transaction

Sundry receivables

Sundry receivables - non exchange transactions

Provision for bad debts

5. Cash and cash equivalents

Cash and cash equivalents consist of:

Cash on hand

Bank balances

2010

500,000

928,809

348,640

43,982

1,821,431

-

-

-

-

-

-

431

7,360

1,280

1,595

3,639

14,305

1,163,079

4,760,054

357,756

3,800,247

(568,748)

9,512,388

138,400

52,751,547

52,889,947

2009

Restated

-

1,097,952

195,172

33,890

1,327,014

33,486

22,025

18,240

19,243

22,230

27,561

-

-

-

-

-

142,785

1,494,223

9,682,503

2,301,933

2,835,907

(470,151)

15,844,415

77,500

55,101,754

55,179,254

99

Figures in Rand

6. Property, infrastructure, plant and equipment

Land

Buildings

Plant, machinery and tools

Furniture and equipment

Computer equipment

Boats and Vehicles

Infrastructure Development

Communication equipment

Total




Carrying

value

5,974,810

6,997,036

758,802

3,707,398

2,910,019

1,384,435

1,915,164

137,638

23,785,302

Accumulated

depreciation

-

(243,093)

(1,100,225)

(4,837,595)

(3,494,299)

(909,504)

-

(31,418)

(10,616,134)

Cost /

Valuation

5,974,810

7,240,129

1,859,027

8,544,993

6,404,318

2,293,939

1,915,164

169,056

34,401,436

Carrying

value

5,974,810

6,799,684

1,103,369

5,576,919

3,053,448

2,447,925

2,141,978

253,541

27,351,674

Accumulated

depreciation

-

(523,248)

(1,350,208)

(5,576,119)

(4,655,325)

(1,235,216)

-

(79,671)

(13,419,787)

Cost /

Valuation

5,974,810

7,322,932

2,453,577

11,153,038

7,708,773

3,683,141

2,141,978

333,212

40,771,461

2010 2009


Fig

ure

s in

Ra

nd

6.

Pro

pe

rty,

infr

as

tru

ctu

re, p

lan

t an

d e

qu

ipm

en

t (c

on

tin

ue

d)

Re

co

nc

ilia

tio

n o

f pro

pe

rty,

infr

as

tru

ctu

re, p

lan

t an

d e

qu

ipm

en

t - 2

01

0

La

nd

Bu

ildin

gs

Pla

nt, m

ach

ine

ry a

nd

too

ls

Fu

rnitu

re a

nd

eq

uip

me

nt

Co

mp

ute

r eq

uip

me

nt

Bo

ats

an

d V

eh

icle

s

Infr

ast

ruct

ure

de

velo

pm

en

t

Co

mm

un

ica

tion

eq

uip

me

nt

Re

valu

atio

ns - - - - - - - - -

De

pre

cia

tion -

(28

0,1

55

)

(25

5,5

66

)

(78

7,3

35

)

(1,2

03

,14

4)

(35

1,1

39

) -

(48

,25

3)

(2,9

25

,59

2)

Im

pa

irm

en

t - - - - - - - - -

To

tal

5,9

74

,81

0

6,7

99

,68

4

1,1

03

,36

9

5,5

76

,91

9

3,0

53

,44

8

2,4

47

,92

5

2,1

41

,97

8

25

3,5

41

27

,35

1,6

74

Dis

po

sals

- -

(4,4

36

)

(14

,85

0)

(12

,15

6)

(4

,71

8) - -

(36

,16

0)

Re

cla

ssifi

-

catio

ns - - - - - - - - -

WE

ST

ER

N C

AP

E N

AT

UR

E C

ON

SE

RV

AT

ION

BO

AR

D

Not

es t

o th

e A

nn

ual

Fin

anci

al S

tate

men

ts

An

nu

al F

inan

cial

Sta

tem

ents

for

th

e y

ear

end

ed 3

1 M

arch

20

10

Ad

diti

on

s

-

82

,80

3

60

4,5

69

2,6

71

,70

6

1,3

58

,72

9

1,4

19

,34

7

22

6,8

14

16

4,1

56

6,5

28

,12

4

Op

en

ing

Ba

lan

ce

5,9

74

,81

0

6,9

97

,03

6

75

8,8

02

3,7

07

,39

8

2,9

10

,01

9

1,3

84

,43

5

1,9

15

,16

4

13

7,6

38

23

,78

5,3

02

101

Fig

ure

s in

Ra

nd

6.

Pro

pe

rty,

infr

as

tru

ctu

re, p

lan

t an

d e

qu

ipm

en

t (c

on

tin

ue

d)

Re

co

nc

ilia

tio

n o

f pro

pe

rty,

infr

as

tru

ctu

re, p

lan

t an

d e

qu

ipm

en

t - 2

00

9

La

nd

Bu

ildin

gs

Pla

nt, m

ach

ine

ry a

nd

too

ls

Fu

rnitu

re a

nd

eq

uip

me

nt

Co

mp

ute

r eq

uip

me

nt

Bo

ats

an

d V

eh

icle

s

Infr

ast

ruct

ure

De

velo

pm

en

t

Co

mm

un

ica

tion

eq

uip

me

nt

Imp

airm

en

t -

Th

e b

uild

ing

s w

ere

re

valu

ed

an

d r

ea

sse

sse

d a

t ye

ar

en

d a

nd

th

e fo

llow

ing

imp

airm

en

ts r

eco

gn

ise

d. T

he

to

tal i

mp

airm

en

ts r

eco

gn

ise

d w

ere

R1

74

,90

5 w

hic

h

we

re a

pp

ort

ion

ed

be

twe

en

the

Re

valu

atio

n R

ese

rve

of R

111

,00

0 a

nd

Sta

tem

en

t of F

ina

nci

al P

erf

orm

an

ce o

f R6

3,9

05

resp

ect

ive

ly.

Re

cla

ssifi

catio

ns

- T

he

infr

ast

ruct

ure

de

velo

pm

en

t o

f Y

ou

th D

eve

lop

me

nt C

en

tre

s a

t V

rojli

khe

id a

nd

Gro

otv

ad

ers

bo

sch

ha

ve b

ee

n c

om

ple

ted

an

d th

e to

tal c

ost

ha

s b

ee

n

recl

ass

ifie

d a

s b

uild

ing

s.

De

pre

cia

tion

- D

ep

reci

atio

n in

clu

de

use

ful l

ife a

dju

stm

en

ts o

r de

pre

cia

tion

reco

verie

s a

mo

un

ting

to R

32

1,1

12

, ap

plie

d p

rosp

ect

ive

ly.

Re

valu

atio

ns - -

26

8,9

22

5,0

03

,90

7

40

6,9

23

98

,75

1 - -

5,7

78

,50

3

De

pre

cia

tion -

(17

7,8

37

)

(25

3,3

51

)

(91

4,9

06

)

(1,3

46

,90

5)

(22

2,8

90

) -

(78

,99

1)

(2,9

94

,88

0)

Im

pa

irm

en

t -

(17

4,9

05

) - - - - - -

(17

4,9

05

)

To

tal

5,9

74

,81

0

6,9

97

,03

6

75

8,8

02

3,7

07

,39

8

2,9

10

,01

9

1,3

84

,43

5

1,9

15

,16

4

13

7,6

38

23

,78

5,3

02

Dis

po

sals

- -

(12

5)

(82

4)

(1

7,7

91

)

(1) - -

(18

,74

1)

Re

cla

ssifi

-

catio

ns -

4,8

03

,29

0 - - - -

(4,8

03

,29

0) -

WE

ST

ER

N C

AP

E N

AT

UR

E C

ON

SE

RV

AT

ION

BO

AR

D

Not

es t

o th

e A

nn

ual

Fin

anci

al S

tate

men

ts

An

nu

al F

inan

cial

Sta

tem

ents

for

th

e y

ear

end

ed 3

1 M

arch

20

10

Ad

diti

on

s

-

53

,52

9

23

4,5

48

30

8,3

43

1,0

67

,87

5

94

7,3

58

3,9

21

,85

0

16

0,6

91

6,6

94

,19

4

Prio

r ye

ar

ad

just

me

nts

-

(5

3,5

29

) -

71

,81

7

(8

6,1

79

) - -

(17

,98

4)

(85

,87

5)

Op

en

ing

Ba

lan

ce

5,9

74

,81

0

2,5

46

,48

8

50

8,8

08

(76

0,9

39

)

2,8

86

,09

6

56

1,2

17

2,7

96

,60

4

73

,92

2

14

,58

7,0

06


Figures in Rand

6. Property, infrastructure, plant and equipment (continued)

Assets with a net book value of R14,653 (2009: R15,821) are the

property of the Department of Water Affairs (DWA). These assets

were purchased with DWA funds, and ownership will reside with DWA

once the relevant projects are completed. The cost and accumulated

depreciation of these assets are R135,867 (2009: R130,297) and

R121,214 (2009: R 114,476) respectively.

7. Intangible assets

Computer software

Reconciliation of intangible assets - 2010

Computer software

Reconciliation of intangible assets - 2009

Computer

software

8. Finance lease liability

Minimum lease payments due

- within one year

- within two to five years

Present value of minimum lease payments

Non-current liabilities

Current liabilities

The Board leases cell phones on fixed term contracts. The leases

were classified as finance leases because all the risks and rewards of

ownership have substantially been transferred to the board. The

average term of these cell phone contracts is two years.




2010

134,320

36,579

170,899

36,579

134,320

170,899

2009

Restated

86,707

68,914

155,621

68,914

86,707

155,621

Carrying

value

951,228

Disposals

(6,538)

Cost /

Valuation

1,297,635

Revaluations

-

Accumulated

amortisation

(502,725)

Amortisation

(512,624)

Amortisation

(166,021)

Carrying

value

794,910

Total

951,228

Total

794,910

Cost /

Valuation

1,962,169

Opening

Balance

794,910

Accumulated

amortisation

(1,010,941)

Additions

675,480

2009 2008

Additions

476,225

Disposals

(8)

Revaluations

330,614

Opening

Balance

221,402

Prior year

adjustments

(67,302)

103

Figures in Rand

9. Deferred revenue

Non-current liabilities

Contracts to be completed more than one year from now

Current liabilities

Contracts to be completed within the next financial year

The deferred revenue represents amounts previously received from

government grants and private funders that will be utilised in the

future against the respective special projects.

10. Provisions

Reconciliation of provisions - 2010

Legal claims provision

Trade provision

Reconciliation of provisions - 2009

Legal fees provision

Legal claims provision

Trade provision

The legal claims provision represents the case of Duvenhage ES vs

CapeNature in respect of a personal injury claim of R44,754 which

was subsequently settled on 11 May 2009.

Opening

Balance

44,754

247,483

292,237

Opening

Balance

500,000

-

-

500,000




2010

15,664,965

19,894,582

35,559,547

2009

Restated

15,573,167

17,994,871

33,568,038

Movement

(44,754)

(247,483)

(292,237)

Movement

(500,000)

44,754

247,483

(207,763)

Total

-

-

-

Total

-

44,754

247,483

292,237





Figures in Rand

11. Trade and other payables

Employee leave entitlement

Income received in advance

13th cheque cash portion

South African Revenue Services

Sundry payables

Trade payables

Trade payables - non exchange transactions

Income received in advance represents accommodation and trail

deposits.

12. Post-retirement medical benefit

The provision relates to the subsidies payable by the Board in respect

of retired or deceased employees and their dependants. During the

current year the estimated figures were obtained and based on the

assumptions from the last actuarial valuation that was performed on

31 March 2009. Management considers the assumptions used in the

last valuation as fairly presented with no significant changes during

the current year.

The liability has been determined by considering the contribution

subsidies that will be paid by the Board after retirement for current

employees, and actual contribution subsidies for the current

pensioner members.

Movements for the year

Opening balance

Net (income)/expense recognised in the Statement of Financial

Performance

Net (income)/expense recognised in the Statement of Financial

Performance

Current service cost

Interest cost

Less: Contribution paid on behalf of Board

Release of balance sheet provision

2010

8,437,437

4,635,043

1,161,612

-

342

14,376,786

3,671,586

32,282,806

3,540,000

206,000

3,746,000

57,000

299,000

(150,000)

-

206,000

2009

Restated

6,894,352

4,570,222

587,186

854,800

463,011

13,683,333

2,748,331

29,801,235

7,576,000

(4,036,000)

3,540,000

57,000

282,000

(150,000)

(4,225,000)

(4,036,000)

105

Figures in Rand

12. Post-retirement medical benefit (continued)

Key assumptions used

Assumptions used on last valuation on 31 March 2009:

A discount rate of 8.5% per year has been used to place a present future

subsidy payments. The rate used reflects the yields used on long term

government bonds.

No provision has been made for an increase in the medical subsidy

payments. This stems from the assumption that the maximum subsidy

payment will remain fixed in Rand terms for the life of the employees and

pensioners.

90% of employee members are assumed to be married at retirement

(or on death-in-service) with no dependant children.

The normal retirement age is assumed to be 65. A four year difference is

assumed between spouses ages, with the female being younger. This is

consistent with the previous valuation.

All employees are assumed to continue their medical scheme membership

after retirement.

Discount rates used

Expected average remaining working lives

Number of members included as active members

Number of members included as pensioners




2010

8.50 %

16

60

15

2009

Restated

8.50 %

17

60

15





Figures in Rand

13. Net assets and reserves

Net assets are represented by:

Revaluation reserve

Increases in the carrying amount arising on the revaluation of land and

buildings. Decreases that offset previous increases of the same assets are

charged against revaluation reserve directly in the statement of the changes in

net assets.

Western Cape Nature Conservation Fund (Fund)

In terms of S18 read with S13 (5) and (6) of the Western Cape Nature

Conservation Board Act 15 of 1998, a Fund shall be established which will be

credited with any unexpended portion of the Board’s revenue at yearend. This

Fund and Accumulated surplus/deficit are stated after having provided for post

employment medical benefits, capped leave and claims which were not

funded when the Board was created in terms of abovementioned Act.

Accumulated surplus

Current and prior years accumulated surpluses and deficits

14. Contingencies

The contingencies represent claim submission amounts. These values are in

the process of assessment and do not represent actual future payments.

Contingent liabilities

Moneyline vs CapeNature

Nel JJ vs CapeNature

Gailey JP vs CapeNature

Viljoen WP vs CapeNature

Groenewald G vs CapeNature

Mountain to Ocean vs CapeNature

Cape Sawmills vs CapeNature

P Hugo vs CapeNature

The case of Moneyline vs CapeNature is in respect of a burst pipeline.

The case of Nel JJ vs CapeNature is in respect of the loss of livestock due to

wild animals.

The case of Gailey JP vs CapeNature is in respect of a personal injury claim at

Goukamma Nature Reserve.

2010

12,061,088

1

8,720,632

-

100,000

-

-

80,000

9,355,000

11,100,000

1,845,839

22,480,839

2009

Restated

12,061,088

1

17,655,460

128,756

100,000

853,000

250,000

50,000

-

-

-

1,381,756

107

Figures in Rand

14. Contingencies (continued)

The case of Viljoen WP vs CapeNature is in respect of a personal injury claim.

The case of Groenewald G vs CapeNature is in respect of fire damage in

Jonkershoek.

A letter of intent from Mountain to Ocean vs CapeNature is in respect of fire

damage in Jonkershoek.

A letter of intent from Sawmills vs CapeNature is in respect of fire damage in

Jonkershoek.

The case of P Hugo vs CapeNature is in respect of fire damage in Slanghoek

Mountain Range.

Litigation and claims with no reliable monetary estimated values.

The case of Schroder HP vs CapeNature is in respect of fire damage in

Jonkershoek.

The case of Smit Janse van Rensburg vs CapeNature is in respect of flood

damages.

The case of Algeria vs CapeNature is in respect of fire claims and possible

biodiversity.

The case of Lourensford Estate CapeNature is in respect of fire damage in

Jonkershoek.

Contingent assets

CapeNature vs Stellenbosch Municipality

CapeNature vs Grootwinterhoek

CapeNature vs JB Gerber

The case of CapeNature vs Stellenbosch Municipality is in respect of damages

arising from fire in informal settlement in Franschhoek.

The cases of CapeNature vs Grootwinterhoek and JB Gerber are in respect of

damages arising from fire claims which started in Misgund farm and Poplar

Grove farm respectively.




2010

706,557

633,241

291,671

1,631,469

2009

Restated

706,557

-

-

706,557





Figures in Rand

15. Financial risk management

Financial Risk Factors

The management of the Board have overall responsibility for the

establishment and monitoring of the Board's risk management policies and

procedures which have been established to identify and analyse the risks

faced by the Board, to set appropriate risk limits and controls and to monitor

adherence to limits, risk management policies and procedures and reviewed

regularly to reflect changes in market conditions and the Board's activities.

The Board's activities expose it to a variety of financial risks: market risk

(including fair value interest rate risk, cash flow interest rate risk and price risk),

credit risk and liquidity risk.

(i) Market risk

The Board has interest-bearing assets and the income and operating cash

flows are substantially dependent on the changes in the market interest rates.

The interest-bearing assets consist of short term investments with floating

interest rates that expose the Board to cash flow interest rate risks. The

interest rate used is based on the Prime rate.

31 March 2010

Assets

- Cash and cash equivalents

31 March 2009

Assets

- Cash and cash equivalents

At 31 March 2010, if interest rates on currency denominated investments had

been 1% higher/lower with all other variables held constant, the surplus for the

year would have been R540,749 (2009: R542,854) lower/higher, mainly as a

result of higher/lower interest expense on floating rate investments.

2010

Floating

Interest

10% - 13%

12.5% - 14.5%

2009

Restated

Total

52,889,947

55,179,254

109

Figures in Rand

15. Financial risk management (continued)

(ii) Credit Risk

Credit risk arises from cash and cash equivalents and deposits with banks, as

well as credit exposures to customers, including outstanding receivables and

committed transactions. Risk control assesses the credit quality of the

customer, taking into account its financial position, past experience and other

factors. The utilisation of credit limits is regularly monitored. Sales to

customers are settled in cash or using major credit cards. All deposits are with

reputable major banks.

The carrying amount of financial assets represents the maximum credit

exposure. The maximum exposure to credit risk at the reporting date was:



The ageing of trade and other receivables at the reporting date was:

Current

30 Days

60 Days

60 Days plus

Total Receivables

The movement in the allowance for impairment in respect of receivables

over the year was:

Balance at the beginning of the year

Written off for the year

(Increase) / Decrease in impairment provision

Balance at the end of year - Provision for Bad Debts

Total trade and other receivables for the year

(iii) Currency risk

There was no open forward exchange contracts at the year-end. The Board

had no exposure to foreign currency at the reporting date.




2010

9,512,388

52,889,947

62,402,335

7,814,502

25,287

171,553

2,069,794

10,081,136

(470,151)

290,041

(388,638)

(568,748)

9,512,388

2009

Restated

15,844,415

55,179,254

71,023,669

13,959,525

46,921

301,738

2,006,382

16,314,566

(755,464)

789,170

(503,857)

(470,151)

15,844,415


Less than

1 year

134,320

32,282,806

32,417,126

86,707

29,801,235

29,887,942




Figures in Rand

15. Financial risk management (continued)

(iv) Liquidity Risk

Cash is managed prudently by keeping sufficient cash in bank accounts. Cash is

received from Government funding and several project funders. This cash is

managed on behalf of the funders, and separate bank accounts are held for funders

money as and when required.

At 31 March 2010

Finance lease obligation


At 31 March 2009

Finance lease obligation


Fair value estimation

The face value of cash, receivables and payables less any estimated credit

adjustments, are the appropriate fair values on 31 March 2010 as a result of the short-

term maturity of the assets and liabilities.

16. Related parties

Transactions entered with a direct family member of the Board:

Ms Genevieve Pence - this entailed fine scale planning.

CapeNature is a Schedule 3C state controlled public entity resorting under the

responsibility of the Western Cape Department of Environmental Affairs and

Development Planning. In the ordinary course of business, the Board enters into

various sales and purchase transactions on an arm's length basis at market rates with

other state controlled entities.

Office rentals

CapeNature has no obligation towards office rental expenses as the responsibility

lies with the Department of Transport and Public Works for the settlement of these

payments.

Land rentals

There are eleven agreements on land owned by WWF and managed by Cape Nature

at a nominal rate for conservation purposes. The rental on the utilization of this land

ranges from R1 to R100. One property is utilized at no cost.

2010 2009

Restated

Between

1 and 5 years

36,579

-

36,579

68,914

-

68,914

-

Total

170,899

32,282,806

32,453,705

155,621

29,801,235

29,956,856

379,048

111

Figures in Rand

17. Going concern

The board believes that Western Cape Nature Conservation Board will

continue as a going concern in the year ahead.

18. Commitments

Authorised capital expenditure

The following capital commitments will be financed through

operating cash flows:

Contracted for

2010

The above amounts relates to the Kogelberg Development (Ouderbosch

Timber Cabin).

2009

The above amounts relate to the construction of the gateway to Klipgatcave

at Walker Bay Nature Reserve and Youth Centre at Grootvadersbosch

Nature Reserve.

Operating lease commitments

The future aggregate minimum lease payments under non-cancellable

operating leases are as follows:

Minimum lease payments due

- Not later than 1 year

- Later than 1 year and not later than 5 years

- later than five years

Operating leases consist of office equipment represented by Photocopy

Machines and Software Library Subscription fees for the Central

Reservation System and the Permit Suite.

Photocopy Machine leases are negotiated for an average of five years and

rentals are fixed for the duration of the lease term. Additional fees are

payable based on the number of photo copies made during the year.

The lease agreement between U-RAD Technologies CC and CapeNature

for the Software Library Subscription fees for the Central Reservation

System and the Permit Suite represent an extended contract for a period of

twelve months commencing on 1 April 2010 and expiring on 31 March 2011.

Various Properties in the Ladysmith District owned by WWF are utilized by

CapeNature at R 7,500 per year until 31 May 2018 with an option to renew

for a further 9 years 11 months.




2010

11,886,100

2,050,457

770,410

22,500

2,843,367

2009

Restated

832,768

599,781

898,400

-

1,498,181





Figures in Rand

19. Revenue

Monetary Government Grants Received - non exchange transactions

Grants, Donations and Project funds - non exchange transactions

Department of Water Affairs (Working for Water) - non exchange transactions

Tourism

Property rights and licenses

Other income

The amounts included in revenue are as follows:

Monetary government grants received - non exchange transactions

Operating grant

Conditional grants

Total government grants

Less: Portion of conditional grant deferred

Grants, donations and project funds - non exchange transactions

Donations

Special project funds

Department of Water Affairs (DWA) - non exchange transactions

Projects

Management fees

Tourism

Accommodation

Entrance fees, hiking and activities

Filming rights

PPP Business Income

Property rights and licenses

Licenses

Property rights

Sea Shore

2010

125,906,932

18,510,631

19,460,943

14,399,142

2,201,918

5,314,995

185,794,561

75,446,000

57,826,000

133,272,000

(7,365,068)

125,906,932

547,547

17,963,084

18,510,631

18,103,825

1,357,118

19,460,943

4,887,468

8,687,224

564,110

260,340

14,399,142

879,815

908,740

413,363

2,201,918

2009

Restated

76,478,000

49,914,061

22,559,611

14,258,391

2,017,916

7,259,163

172,487,142

72,178,000

22,480,000

94,658,000

(18,180,000)

76,478,000

1,083,989

48,830,072

49,914,061

20,975,750

1,583,861

22,559,611

4,886,830

8,612,817

572,882

185,862

14,258,391

975,378

687,109

355,429

2,017,916

113

Figures in Rand

19. Revenue (continued)

Other income

Bad debts recovered

Fines

Services rendered

Sundry income - Non Tourism

Concession fees

Income recoveries

- Fire claims

- C.A.P.E. SDP settlement refund

- Other

Staff accommodation

House rental - private

Inspection fees

Livestock sales

Royalties

Management fees - Special project

Management fees - Other

Other

20. Operating (deficit)/surplus

Operating (deficit)/surplus for the year is stated after accounting for the

following:

(Profit)/Loss on disposal of non-current assets

Impairment on property, plant and equipment

Amortisation on intangible assets

Depreciation on property, plant and equipment

Employee benefits

Inventory purchases

Audit fees - External

Audit fees - Internal

Audit fees - Special projects

Bad debts

Interest paid

Consulting and technical fees

Contractors

- Board

- DWA

- Special projects




2010

2,050

196,290

1,043,899

4,072,756

64,710

181,742

-

-

181,742

407,706

210,040

1,020

-

12,504

2,752,339

89,408

353,287

5,314,995

42,698

-

512,624

2,925,592

96,891,170

8,113,258

1,169,846

428,101

199,423

388,639

135,801

16,327,892

23,071,566

1,154,199

12,180,030

9,737,337

2009

Restated

3,500

229,075

1,060,592

5,965,996

53,284

3,936,926

1,784,268

2,151,108

1,550

371,211

276,604

3,004

10,150

13,186

876,600

96,667

328,365

7,259,163

(37,718)

63,905

166,021

2,994,880

65,529,074

8,326,037

842,394

128,665

-

503,855

13,822

17,681,392

24,931,720

1,701,162

13,946,164

9,284,394





Figures in Rand

21 Employee benefits

Salaries and wages

Leave pay provision

Retirement benefits cost

Post-retirement medical benefit

The Board operates a remuneration system based on the total cost to

company principle. As such, all contributions to medical aid and pension funds

are borne by the employee out of this package.

During the current year employee benefits increased significantly as additional

allocations were received and earmarked for Pay Parity and Improvement in

Conditions of Services amounting to R13mil and R1.9mil respectively. Annual

salaries of employees were increased between 6-13% across the board and

new posts were created and filled in the areas of Integrated Catchment

Management, Finance and Occupational Health and Safety in pursuance of

institutional strengthening.

Defined benefit pension plan

It is the policy of the board to provide retirement benefits to employees who

were previously employed by the Department of Environmental Affairs. At

31 March 2010, the Board employed 562 (2009: 495) staff. Of this, 173 are

members of the Government Employees Pension Fund.The remaining 389

staff members are responsible for their own retirement benefit planning. This

fund is governed by the Government Employees Pension Act, 1996.

Contributions for the year paid to the Government Employees Pension Fund,

amounted to R2,931,984 (2009: R2,373,484). Upon the last actuarial

valuation at 31 March 2006, the actuary reported the fund to be 100% funded.

22. Finance income

Bank interest

23. Finance costs

Interest charged

24. Losses

Losses

Petty Cash (Surpluses)/Shortages

Theft

2010

92,210,100

1,543,086

2,931,984

206,000

96,891,170

4,793,218

135,801

70

(57)

-

13

2009

Restated

66,214,624

976,966

2,373,484

(4,036,000)

65,529,074

7,108,325

13,822

274

-

782

1,056

115

Figures in Rand

25. Irregular, fruitless and wasteful expenditure

During the year under review the board incurred fruitless/irregular

expenditure amounting to:

2010

An amount of R134,711 relates to a return of earnings to the Compensation

Commisioner. The law prescribes that Assessment Fees are paid timeously,

failing which they are entitled to impose penalties. However, without the

correct 2009 Notice of Assessment in hand a payment could not be made

until this was corrected and previous payments were reflected on the

statement. With this delay, the penalties were imposed, and interest

accrued which had to be paid to avoid any further penalties and interest. A

formal request has been submitted to the Compensation Commissioner for

a refund of this interest/penalties.

An amount of R1,090 relates to interest paid on late payments. The main

cause of these late payments is the invoice amounts exceeding the debit

order limits for Eskom and Telkom. The balances on these accounts are paid

in the following month.

2009

An amount of R10,076 relates to interest paid on the bank overdraft account

for the special project Klipgat Cave.

An amount of R3,125 relates to interest paid on late payments. The main

cause of these late payments is the invoice amounts exceeding the debit

order limits for Eskom and Telkom. The balances on these accounts are paid

in the following month.

An amount of R621 relates to penalties and fines paid.

26. Other material matters

World Cup expenditure

Inline with National Treasury instructions, no World Cup Ticket or other

similar World Cup related expenditure were incurred during the current and

prior financial years.

27. Taxation

No provision has been made for 2010 tax as the entity is exempt form

income taxation in terms of S 10 (1) (cA) (i) of the Income Tax Act, 1962.




2010

135,801

2009

Restated

13,822





Figures in Rand

28. Cash generated from operations

Surplus for the year

Adjustments for:

Depreciation and amortisation

Deficit (surplus) on sale of assets

Interest received

Finance costs

Impairment deficit

Movements in provisions

Movement in post-retirement medical benefit

Movement in finance lease obligation

Changes in working capital:

Inventories


Prepayments


Deferred revenue

29. Events after the reporting date

After year end a resolution was taken to give an option to relevant personnel to

commute their capped leave for cash. Funding was received in 2006 for this

liability and payment will effect in the first quarter of the 2010/11 financial year.

Except for the above mentioned, the Board is not aware of any matters or

circumstances arising since the end of the financial year which significantly

affect the financial position of the board or the results of operations.

30. Prior period errors

Deferred revenue

The special projects for Cape Action Plan for People and Environment

(C.A.P.E. projects) came to an end and the Cape projects were closed off. The

Board operated the C.A.P.E. projects which were funded by the World Bank

through an agency agreement with the South African National Biodiversity

Institute (SANBI). During the review of these projects, prior year errors

regarding the accounting treatment were identified. All prior year errors

identified relate to reporting periods between 2004 and 2007. The deferred

revenue was not previously released, to ensure that income was matched to

expenditure incurred, to the Statement of Financial Performance in the same

period.

2010

(8,934,828)

3,438,216

42,698

(4,793,218)

135,801

-

(292,237)

206,000

15,280

(494,417)

6,332,024

128,480

2,481,572

1,991,509

256,880

2009

Restated

11,241,713

3,160,901

(37,718)

(7,108,325)

13,822

63,905

(207,763)

(4,036,000)

81,700

(413,170)

(9,421,138)

(104,784)

7,681,704

892,241

1,807,088

117

Figures in Rand

30. Prior period errors (continued)

Effect on 31 March 2009 Restated

Statement of Financial Position

Decrease in Deferred Revenue

Increase in Accumulated surplus



Property, infrastructure, plant and equipment and Intangible assets

During 2009, CapeNature embarked on a project to revalue and take on the

Property, infrastructure, plant and equipment and Intangible assets register

to ensure that all assets are recorded.



Decrease in Cost: Buildings

Increase in Cost: Furniture and equipment

Decrease in Cost: Computer equipment

Decrease in Cost: Communication equipment

Decrease in Cost: Computer software

Decrease in Accumulated depreciation: Communication equipment




31. Changes in accounting policy

Deferred revenue

During 2009, CapeNature implemented the principles of GRAP 23: Non

exchange transactions (Taxes & Transfers) and amended its accounting

policy accordingly. This adoption resulted in a change in revenue

recognition which were retrospectively adjusted for all prior years.



Decrease in Deferred Revenue


Statement of Financial Performance

Increase in Revenue (Grants, Donations and Project funds)




2010

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

-

2009

Restated

3,420,337

(3,420,337)

-

(3,420,337)

(53,529)

71,817

(86,179)

(1,065,369)

(67,302)

1,047,385

153,177

-

153,177

1,515,555

(724,934)

790,621

(790,621)





Figures in Rand

32. Biological assets

Methods and assumptions used in determining fair value

CapeNature’s biological assets include wildlife, fauna and flora and are not

recognised in the Statement of Financial Performance.

Fair value cannot be attached to these assets as they constantly change as

dictated by natural processes like climate, fire, disease, predation etc. which

impacts directly on the rate of population growth and mortality. Some animal

species also migrate from and to Nature Reserves (insects, birds, reptiles and

even game species which escape).

CapeNature’s statutory responsibility is the conservation of the Western

Cape’s biodiversity, hence the holding of such assets.

33. Reconciliation of budget and statement of financial performance

Revenue and other Income

Operation grant

Conditional grant

Sale of goods, Rendering of Services and Finance Income

Revenue per the approved budget

Portion of Conditional grant deferred

(Under)/Over Sale of goods, Rendering of Services and Finance Income

Surplus on the Sale of assets

Revenue per the statement of financial performance

Operating and other Expenses

Operational expenses and Finance costs per the approved budget

Over/(Under) Operational expenses and Finance cost

Deficit on the Sale of assets

Operating expenses and Finance cost per the statement of financial

performance

Reconciliation of budget (deficit)/surplus with the deficit/(surplus) in the

statement of financial performance

(Deficit)/Surplus for the year

Net (deficit)/surplus per the approved budget

Deficit/Surplus on the Sale of assets

Portion of Conditional grant deferred

(Under)/Over Sale of goods, Rendering of Services and Finance Income

Under/(Over) Operational expenses and Finance cost

Net (deficit)/surplus per the statement of finacial performance

2010

75,446,000

57,826,000

69,342,000

202,614,000

(7,365,068)

(4,661,153)

-

190,587,779

202,614,000

(3,048,695)

(42,698)

199,522,607

-

42,698

(7,365,068)

(4,661,153)

3,048,695

(8,934,828)

2009

Restated

79,048,000

15,610,000

86,023,000

180,681,000

(18,180,000)

17,094,467

37,718

179,633,185

180,681,000

(12,289,528)

-

168,391,472

-

37,718

(18,180,000)

17,094,467

12,289,528

11,241,713

119

Figures in Rand

34. Executive Management and Board Members' emoluments

The following persons are employed by the Western Cape Nature Conservation

Board in their respective executive capacities during the financial year:

Executive Management and Board Members' emoluments

Meyer L - Chief Executive Officer* (Appointment date: 19/05/2008)

Bekker SJ - Director: Operations

Hamman KCD -Director: Biodiversity

Abrahams A - Director: Marketing* (Contract expired: 31/12/2007)

Madlala L - Director: Finance & Shared Services*

(Appointment date:15/04/2008, Resignation date: 28/02/2010)

Jamie MN - Executive Director: Human Resources*

(Resumed duties: 01/10/2008)

Ismail S - Director: Business Development* (Appointment date: 01/08/2008)

* Not for the full year

The above mentioned persons are employed by the Western Cape Nature

Conservation Board in their respective executive capacities during the financial

year.

The Board operates a remuneration system based on the total cost to company

principle. As such, all contributions to medical aid and pension funds are borne by

the employee out of this package. No performance bonus or incentive scheme is in

place and no such payments were made to the above individuals.

Board Members emoluments (Non-executive)

Botha M

Pandy Y

Mdludlu M

Jefthas EJ

Dilima N

Kagee H

Gool S (Appointment date: 14/04/2008)

Van der Merwe J (Appointment date: 14/04/2008)

Redlinghuis AC

Dr Johnson C

Orban FJ (Resigned: 14/04/2008)

Fesi F (Resigned: 04/2008)

Bayat MS (Resigned: 07/2007)




2010

985,386

884,796

730,969

-

756,269

680,530

677,379

4,715,329

2009

Restated

785,646

733,532

699,151

53,101

710,650

271,041

460,929

3,714,050

Total

2010

55,263

16,477

57,673

37,366

30,094

37,684

20,692

44,595

33,842

56,997

-

1,428

2,544

394,655

Total

2009

59,121

30,782

36,222

17,915

18,080

29,908

9,233

20,647

-

-

2,638

-

-

224,546

Remuneration

51,488

16,477

53,821

28,421

29,500

37,684

19,419

33,283

31,492

30,160

-

1,428

2,544

335,717

Reimbursive

Expenses

3,775

-

3,852

8,945

594

-

1,273

11,312

2,350

26,837

-

-

-

58,938


121

WE

ST

ER

N C

AP

E N

AT

UR

E C

ON

SE

RV

AT

ION

BO

AR

D

Un

aud

ited

Det

aile

d D

efer

red

Rev

enu

e

An

nu

al F

inan

cial

Sta

tem

ents

for

th

e y

ear

end

ed 3

1 M

arch

20

10

Fig

ure

s in

Ra

nd

Fu

nd

er

Glo

ba

l En

viro

nm

en

t F

aci

lity

(GE

F)

Gra

nt Im

ple

me

nte

d b

y In

tern

atio

na

l B

an

k fo

r R

eco

nst

ruct

ion

an

d D

eve

lop

me

nt

De

pa

rtm

en

t o

f E

nvi

ron

me

nta

l Affa

irs

an

d D

eve

lop

me

nt P

lan

nin

g -

E

arm

ark

ed

In

fra

stru

ctu

re U

pg

rad

es

De

pa

rtm

en

t o

f E

nvi

ron

me

nta

l Affa

irs

an

d D

eve

lop

me

nt P

lan

nin

g -

E

arm

ark

ed

Fire

Ma

na

ge

me

nt C

ap

aci

ty (

Incl

ud

ing

EP

WP

Fire

Fig

htin

g a

nd

E

rad

ica

tion

of A

lien

Ve

ge

tatio

n)

WW

F S

A

SA

NB

I

Ma

rin

e a

nd

Co

ast

al M

an

ag

em

en

t

De

pa

rtm

en

t o

f S

oci

al D

eve

lop

me

nt

De

pa

rtm

en

t o

f E

nvi

ron

me

nta

l Affa

irs

an

d D

eve

lop

me

nt P

lan

nin

g

Co

nse

rva

tion

In

tern

atio

na

l

De

pa

rtm

en

t o

f W

ate

r A

ffa

irs

De

pa

rtm

en

t o

f L

oca

l Go

vern

me

nt a

nd

Ho

usi

ng

Mu

nic

ipa

lity

He

sse

qu

a

Mu

nic

ipa

lity

Ove

rstr

an

d

Mu

nic

ipa

lity

We

st C

oa

st

Ca

pe

Bio

div

ers

ity C

on

serv

atio

n

Oth

er

Cla

ssifi

catio

n o

f D

efe

rre

d R

eve

nu

e b

ala

nce

s

Co

ntr

act

s to

be

co

mp

lete

d w

ith

in th

e n

ext

fin

an

cia

l ye

ar

Co

ntr

act

s to

be

co

mp

lete

d m

ore

th

an

on

e y

ea

r fr

om

no

w

Tota

l De

ferr

ed

Re

ven

ue

Tra

ns

fers

be

twe

en

fu

nd

s

-

22

9,9

66

(22

9,9

66

) - -

(22

9,8

18

)

22

9,8

18 -

Pro

jec

t F

un

ds

rec

eiv

ed

-

20

10 8,2

30

,06

7

16

,13

9,8

65

21

,40

0,4

09

63

7,8

59

2,6

75

,17

4

2,0

88

,00

0

1,5

88

,20

2

1,0

55

,91

4

99

6,3

10

80

,00

0

75

1,8

53

55

,64

3,6

53

Inte

res

tR

ec

eiv

ed

&O

the

r In

co

me

26

4,1

66

-

34

25

,62

3

57

,89

8

44

6,0

29

14

,74

7

89

,51

0

89

8,0

07

Re

sta

ted

D

efe

rre

dR

ev

en

ue

-

31

Ma

rch

20

09

(2

23

,45

9)

1,7

09

,39

2

35

0,6

23

13

8,0

61

1,3

23

,10

1

1,5

80

,95

0

1,2

35

,04

8

22

,39

7,9

29

22

3,6

27

78

1,4

87

38

1,3

51

23

7,2

10

12

8,1

61

80

,83

0

72

3,9

31

2,4

99

,80

4

33

,56

8,0

38

17

,99

4,8

71

15

,57

3,1

67

33

,56

8,0

38

Pa

id o

ut

tofu

nd

er

(10

,20

0)

(911

,98

4)

(92

2,1

84

)

De

ferr

ed

R

ev

en

ue

-3

1 M

arc

h 2

01

0

76

7,2

80

4,5

56

,73

2

39

,23

5

37

4,5

79

1,4

87

,45

0 1

,03

2,2

92 -

20

,86

4,3

47

85

1,2

69

63

0,1

58

20

3,3

77

22

7,5

72

12

6,0

62

80

,83

0

64

4,0

74

3,6

74

,29

2

35

,55

9,5

47

19

,89

4,5

82

15

,66

4,9

65

35

,55

9,5

47

Pro

jec

t E

xp

en

se

sin

cu

rre

d -

2

01

0 (

7,4

85

,28

0)

(11

,97

9,3

36

)

(2

0,6

43

,27

6)

(36

2,5

46

)

(2

,48

2,0

38

)

(2

,57

3,5

82

)

(85

7,7

38

)

(3

,77

7,9

27

)

(40

3,3

67

)

(1

,08

4,1

48

)

(19

2,7

21

)

(89

,63

8)

(2,0

99

) -

(7

7,2

35

)

35

7,0

95

(51

,65

3,8

34

)

Pro

jec

t e

xp

en

se

sc

ov

ere

d b

y t

he

Bo

ard

19

1,3

73

41

8,5

93

47

6,7

76

49

9,1

98

23

,28

7

1,4

19

,24

5

Fu

nd

s r

ele

as

ed

to I/S

fo

r C

ap

ita

lP

roje

cts (18

,21

3)

(1

,54

3,1

55

)

(8

38

,60

8)

(38

,79

5)

(45

,58

4)

(48

1,6

69

)

(5

9,2

66

)

(2

4,9

05

)

(63

,49

1)

(2,6

22

)

(2

77

,07

4)

(3,3

93

,38

2)



Unaudited Detailed Statement of Financial Performance YTD


Figures in Rand

Revenue

Monetary Government Grants Grants, Donations and Project fundsBoard Management fee of Special ProjectsBoard Funding of Special ProjectsWorking for Water Programme - DWA Project Income - DWA Management Fees Tourism - Accommodation - Entrance fees, Hiking and Activities - Filming Rights - PPP Business Income Property Rights and Licences - Licenses - Property Rights - Sea ShoreOther Income - Bad Debts Recovered - Fines - Management Fees - Services Rendered - Concession Fees - Income Recoveries (Fire Claims) - Other Income

Total Revenue Finance Income Total Revenue including Finance Income

Expenditure

Employee Benefits- Personnel Costs - Variable Personnel Costs Administrative Expenditure - Communication Costs - Advertising & Marketing - Finance Costs - Bank costs and other fees - Rentals & Leases - Repairs & Maintenance - Municipal Services - Bad Debts - Losses - Board Funding - DWA Disallowances - Board Funding - Special Projects - Depreciation and amortisation - Other Transport & Travel - Government Garage - Transport - Staff Travel - S&T - Staff Km Claims Stores & Livestock - Stores - Uniforms & Protective Clothing - Fire Prevention Costs - Chemicals - Livestock Costs Professional & Special Services - Audit & Accounting Fees - Consulting & Professional Fees - Contractor Costs - Training Costs Impairment on property,plant and equipment(Surplus)/Deficit on disposal of assets

Total expenses

Surplus/(Deficit) for the year

31 March 2010TOTAL

125,906,93218,510,631 2,752,339 1,419,245

19,460,94318,103,825

1,357,11814,399,142

4,887,4688,687,224

564,110 260,340

2,201,918 879,815 908,740413,363

5,314,995 2,050

196,290 2,841,747 1,043,899

64,710 181,743 984,556

189,966,1454,793,218

194,759,363

96,891,170 89,589,630

7,301,540 22,176,551

3,668,1593,700,466

135,803 278,275

2,617,010 2,846,0531,443,118

388,639 13

51,731 1,419,2453,438,2152,189,824

25,110,203 13,853,863

6,661,2401,726,027

566,773 2,302,300 8,113,257 6,028,150 1,357,264

31,405 645,885

50,553 51,360,313

7,412,09816,327,892 23,071,566

4,548,757-

42,698

203,694,191

(8,934,828)

Restated31 March 2009

TOTAL

76,478,000 49,914,059

2,959,772 22,559,611 20,975,750

1,583,861 14,258,391

4,886,830 8,612,817

572,882185,862

2,017,916975,378 687,109355,429

7,259,1633,500

229,075973,267

1,060,59253,284

3,936,9261,002,519

175,446,912 7,108,325

182,555,237

65,529,074 63,616,266

1,912,80820,616,504 3,148,323 3,450,292

199,91813,822

2,044,778 1,829,334 1,250,541

503,8551,056

39,731 2,959,771 3,160,902 2,014,181

23,172,130 11,834,683 6,430,469 2,079,047

526,084 2,301,847 8,326,0376,020,091 1,316,139

5,064930,865 53,878

53,643,592 5,278,877

17,681,392 24,931,720

5,751,60363,905

(37,718)

171,313,524

11,241,713

DWA

- -

- 18,103,82518,103,825

- - - - - - - - - -

966 - - - - - -

966

18,104,791 -

18,104,791

1,805,124 1,662,842

142,282 97,511 52,309

4,137 - -

36,466 1,270 (183)

- - -- -

3,512 1,264,841

848,515 395,636

15,417 5,273

- 568,404

71,317 79,670

- 417,417

- 14,368,911

- 119,565

12,180,030 2,069,316

- -

18,104,791

-

SPECIALPROJECTS

33,515,932 16,481,095

2,752,3391,419,245

- - - - - - - - - - - -

5,081 -

(350) - - - -

5,431

54,173,692873,522

55,047,214

13,071,07611,727,1831,343,8933,370,810

470,746 448,851

5 50,845

186,134 1,375,418

17,539 -

70 - --

821,202 9,454,3171,748,8196,035,044

738,322 195,118 737,014

4,199,1323,464,792

607,480 -

115,32311,537

21,558,4981,211,7779,171,137 9,737,337 1,438,247

- -

51,653,833

3,393,382

BOARD

92,391,000 2,029,536

- 1,357,118

- 1,357,118

14,399,1424,887,4688,687,224

564,110260,340

2,201,918879,815908,740 413,363

5,308,948 2,050

196,6402,841,7471,043,899

64,710181,743978,159

117,687,662 3,919,696

121,607,358

82,014,970 76,199,605

5,815,365 18,708,229

3,145,104 3,247,478

135,796227,431

2,394,410 1,469,365 1,425,762

388,639(57)

51,7311,419,245 3,438,2151,365,110

14,391,04511,256,529

230,560 972,288 366,382

1,565,2863,345,721 2,492,041

670,114 31,405

113,145 39,016

15,432,9066,200,3217,037,190 1,154,1991,041,196

-42,698

133,935,569

(12,328,210)

Abbreviations & Acronyms


APO Annual Plan of Operation

APP Annual Performance Plan

AVM Alien Vegetation Management

BA Biodiversity Agreement

BCSD Biodiversity Conservation and Sustainable Development

BCU Biodiversity Crime Unit

BMS Biodiversity Monitoring System

BU Business Unit

C.A.P.E. Cape Action Plan for People and the Environment

CAPMap Conservation Action Priority Map

CAS Crime Administration System

CBA Critical Biodiversity Areas

CBNRM Community-based Natural Resource Management

CDF Conservation Development Framework

CEO Chief Executive Officer

CEPF Critical Ecosystem Partnership Fund

CFO Chief Financial Officer

CFK Cape Floral Kingdom

CFR Cape Floristic Region

CI Conservation International

CITES Convention on International Trade in Endangered Species

CLT Cape Leopard Trust

CMA Catchment Management Agency

CNR Contract Nature Reserves

CPPP Community Public Private Prartnership

CRM Customer Relationship Management

CRS Central Reservation System

CSIR Council for Scientific and Industrial Research

CTRU Cape Town Routes Unlimited

CTT Cape Town Tourism

DAFF Department of Agriculture, Forestry and Fisheries

DEA Department of Environmental Affairs

DEA&DP Department of Environmental Affairs and Development

Planning

DEAT Department of Environmental Affairs and Tourism

DCAS Department of Cultural Affairs and Sport

DCA Damage-causing animal

DPLG Department of Co-operative Governance and Traditional Affairs

(previously Provincial and Local Government)

DPW Department of Public Works

DST Department of Science and Technology

DWA Department of Water Affairs

DWAF Department of Water Affairs and Forestry

EAP Environmental Assessment Practitioner

EE Environmental Education

EHS Environmental Health and safety

EIA Environmental Impact Assessment

EoI Expression of Interest

125

EMP Estuary Management Plan NBF National Biodiversity Framework

EPWP Extended Public Works Programme NBSAP National Biodiversity Strategy and Action Plan

FETWater Framework Programme for Research NEMA National Environmental Management Act

Education and Training in Water NEMA:BA National Environmental Management Act:

FIETA Forestry Industry Education and Training Biodiversity Act

Authority NEM:PA National Environmental Management:

FPA Fire Protection Association Protected Areas Act

FSP Fine-scale Plan NFSD National Framework for Sustainable

GCBC Greater Cederberg Biodiversity Corridor Development

GEF Global Environmental Facility NGO Non-governmental Organisation

GEMPF Genetic Estuary Managing Planning NMMV Nelson Mandela Metropole University

Framework NRG Natural Resource Guardianship

GIS Geographical Information System NRUG Natural Resource User Group

GMO Genetically Modified Organism NQF National Qualifications Framework

GMP Gouritz Megapark NYSP National Youth Services Programme

HIRA Hazard Identification and Risk Assessment OHS Occupational Health and Safety

Ha Hectare OHSACA Occupational Health and Safety Act

HR Human Resources OSD Occupation Specific Dispensation

HRD Human Resource Development PA Protected Area

H&S Health and Safety PAES Protected Area Expansion Strategy

IAP Invasive Alien Plant PES Payment for Ecosystem Services

IAS Invasive Alien Species PGWC Provincial Government of the Western Cape

ICM Integrated Catchment Management PMP Project Management Plan

ICMB Integrated Catchment Management Bill PMS Performance Management System

ICS Incident Command System PPE Personal Protection Equipment

IS Information Systems PPP Public Private Partnership

IT Information Technology PSDF Provincial Spatial Development Framework

IUCN International Union for Conservation of Nature RoD Record of Decision

Km Kilometres R.E.S.T. Regional Ecological Support Team

LAN Local Area Network SAEON South African Environmental Observation

LED Local Economic Development Node

LIKE Landscape Initiative Knowledge Exchange SADC Southern African Development Community

M&E Monitoring and Evaluation SALGA South African Local Government Association

MCA Mountain Catchment Area SAN Storage Area Network

MCM Marine and Coastal Management SANBI South African National Biodiversity Institute

MCS Management Control System

MEC Member of the Executive Council

METT Management Effectiveness Tracking Tool

METT-SA Management effectiveness tracking tool for

South Africa

MLRA Marine Living Resources Act

MoA Memorandum of Agreement

MoU Memorandum of Understanding

MPA Marine Protected Area

MTEC Medium Term Expenditure Committee

MTEF Medium Term Expenditure Framework

MTO Mountain to Ocean Forestry

MTSF Medium Term Strategic Framework


SANParks South African National Parks

SAOBC South African Ostrich Business Chamber

SAPS South African Police Service

SARC South African Rooibos Council

SCM Supply Chain Management

SDIP Sustainable Development Implementation Plan

SETA Sector Educational Training Authority

SHE Safety, Health and Environment

SKEP Succulent Karoo Ecosystem Programme

SMME Small, Micro and Medium Enterprises

SOB State of Biodiversity

SRI South African Rooibos Initiative

SSU Scientific Services Unit

TMF Table Mountain Fund

ToR Terms of Reference

TOPS Threatened or Protected Species

UNDP United Nations Development Programme

UYF Umsobomvu Youth Fund

VWS Volunteer Wildfire Services

VCA Voluntary Conservation Areas

WC-DEDT Western Cape Department of Economic Development

and Tourism

WCED Western Cape Education Department

WCNCB Western Cape Nature Conservation Board

WCPA World Commission on Protected Areas

WESSA Wildlife and Environment Society of South Africa

WfW Working for Water

WfWet Working for Wetlands

WIMS Water Information Management System

WMA Water Management Area

WoF Working on Fire

WWF World Wide Fund for Nature

WWF-SA World Wide Fund for Nature - South Africa

YPS Youth Service Programme

Design and layout: Wilfred Jewell Consultancy cc 021-762 8777Printing: Hansa PrintWriting: Stuart RothgiesserTranslations: ST Communications

BUSINESS ADDRESS

Physical:

PGWC Shared Services Centre

Cnr. Bosduif and Volstruis Streets

Bridgetown

Postal:

Private Bag X29

Gatesville

7766

TELEPHONE

021 483 0000

WEBSITE

www.capenature.co.za

PR 290/2010

ISBN: 978-0-620-48259-2

Photos: Joan Ward, Andrew Hogan, Rupert Koopman, Donovan Kirkwood

Documents

CapeNature Annual Report 2010 · 2015-05-29 · develop a risk profile for the organisation and to find innovative ways of mitigating the identified risks. ... Mark Botha and Aubrey