NELSON MANDELA MUSEUM

PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE ON ART AND CULTURE

mvezo qunu mthatha Presented by: Professor C Soudien Mr K KaMpulwana NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report |  Mr M Mdludlu table of contents

1. INTRODUCTION 4 1.1 Introduction by the CEO 4 1.2 Vision, mission and values 6 1.3 Governance Improvement Project 6 1.4 Overview of past performance and spending trends 6

2. GOVERNANCE 7

3. STRATEGIC DIRECTION – MEDIUM TERM STRATEGY 10 3.1 Key Objectives 10 EXPENDITURE 3.2 Funding requirements per key objective 27 3.3 Capital investment strategy 30

4. SERVICE DELIVERY IMPROVEMENT PROGRAMMES 31

 5. ORGANISATIONAL MANAGEMENT 34 5.1 Human resource strategy 34 5.2 Information technology resource strategy 36 5.3 Organisational structure 36 5.4 Proposed retrenchments 36

6. REPORT ON SPECIAL PROJECTS 37 6.1 Friends of the Museum 37 6.2 Ithemba Project 37 6.3 Liberation Heritage Route 37

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report |  1. Introduction

1.1 Introduction by Professor C Soudien, For the Nelson Mandela Museum, this meant developing Mr K KaMpulwana and Mr M Mdludlu strategies and programmes to underpin the growth of the Museum while adhering to the goals outlined in the Mngqesha The reporting period of 2006-07 was a momentous time for resolutions. These included: the Nelson Mandela Museum. At the outset, I believe it is - Developing a major compelling initiative that would bring appropriate to pay tribute to the outgoing chairperson who diverse stakeholders closer to the Museum, contribute to concluded his second term in this period, and to the second the vision of the Museum and help the Museum realise its council of the Museum that concluded its term of office mandate; during this financial year. This was followed by a long period - Putting in place a special purpose vehicle for people who – from September 2006 to April 2007 – in which the Museum support or want to support Nelson Mandela Museum was without a council. (Friends of Nelson Mandela Museum); A solid foundation had been laid at the start of this Council’s - Raising the bar in operations and programming; and term of office. This was created using the Mngqesha resolutions - Drastically improving the organisational capacity and that included: focus. • Supporting the priorities of government in an integrated way; The above shaped the strategy and programming in the • Promoting national unity, reconciliation and social year under review. As a result, a number of breakthroughs cohesion, moral regeneration and the African and foundations were laid. Some of these include: Renaissance; - Creating compelling youth-friendly programming • Contributing to accelerated shared growth in the including a youth radio programme on human rights and economy; democracy; • Deepening a culture of and value for accountability, - A nation building youth camp held in conjunction with democracy and human rights; Robben Island Museum and youth from more than 10 • Developing appropriate relevant infrastructure; and schools; • Contributing to human resource development. - Fully equipping the Qunu component of the Nelson Mandela Museum, the Youth and Heritage Centre, and delivery of youth-based programming; Launch of a business and practical craft skills programme by premiers

 of Eastern Cape and Lower Saxony based at Nelson - Generating income from rental of venues, sales of crafts, Mandela Museum. This resulted in training for 14 youths and donations received from the donations box. and persons with disabilities per year from at least eight different communities; The year had its challenges. The uncertainty arising from the - Launch of Friends of Nelson Mandela Museum by Dr delay in appointment of new council affected decision- Danny Jordaan with support from Mr Sepp Blatter making and separation of duties. New decision-making was - Permanent association with 2010 through hosting a partially suspended for most of 2006 to give space to the benefit match by Kaizer Chiefs and Bloemfontein Celtics new council that was expected during that year, but which to mobilise resources, stakeholders and promote in reality only started in April 2007. awareness of the Friends of Nelson Mandela Museum. (While this succeeded in getting the Museum 100 minutes The business of the Nelson Mandela Museum was impacted live coverage; a full month of coverage on air and in by the legacy of poor capitalisation at establishment of print with at least three press events fully covered; direct the institution and the failure to make adjustments once access to 31 000 spectators; numerous distributors in the the business case for the institution was concluded. The Eastern Cape, Free State, and Gauteng including issue around optimal operational capacity meant that the taverns, shops, and banks; and mobilised contributions human resources resorting of the institution continues to from DSRAC, Transport, Public Works, Economic Affairs affect delivery in crucial professional areas such as heritage and Tourism, Nelson Mandela Metro. resource management, research, and production of learning - Successfully negotiating an extension for the craft training materials. This affects roll out of strategic projects such as initiative and negotiating new co-operative exhibition upgrades, exhibition implementation, collection of arrangements with Lower Saxony partners; documentation, and getting optimal benefit from the digital - Successfully negotiating a partnership with Luthuli age. Museum that will result in a joint exhibition in the new financial year; The challenges around the Bunga building upgrade - Acquiring - with the help of the National Lottery Fund - continued until the end of the financial year, and were only two new buses for Museum programmes arrested with the cancellation of the funding. - Accelerated training for 60% of the staff including a three month internship in the United Kingdom, matric, Of vital importance at this time, too, was our response marketing management development programme, to a qualified auditor general’s report by creating and enrollment for Masters’ degree an MBA, digital training, implementing a Governance Improvement Project that driving and various other initiatives; and was driven by the AG’s comments and which allowed us

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report |  to examine, in great detail, the way in which we operate. 1.3 Governance Improvement Project The plan and its implementation are discussed in point 1.3 below. Refer to Addendum A

1.2 Vision, mission and values 1.4 Overview of past performance & spending trends Vision: To be a living Museum that embraces development and is a The institution will pursue the achievement of the following fitting tribute to the legacy of Nelson Rolihlahla Mandela. key objectives: Mission: Expenditure To exercise effective stewardship over heritage resources • Good governance linked to Nelson Rolihlahla Mandela and thus impact on • Sustainable stewardship and conservation of heritage development and inspiration of people through education, resources culture and tourism. • Compelling mission supporting programmes Values: • Marketing, favourable positioning and win-win Ubuntu: We are guided by the principles of ubuntu, including relationships respect for human dignity, knowing that a person is a person • Sustainability, enterprise development and socio- through people. economic benefits Service: Stewardship and conservation are at the core of our • Human resource development, deployment & business. progression Integrity: we do what we promise; we conduct ourselves ethically; and our products, services and information can be relied on. Development and learning: We are a learning, reflective organisation that is a role player in development and helps people to learn.

 2. Governance

Key objective Strategy Output Service delivery Service delivery Progress indicator target Sustainable, Prepare institution Master plan Policies and Predictable Policies done accountable, development document integrated phased forward planned master plan Strategic plan framework in place development of institution Prepare and document Strategic plan the institution. approve a 3 year Council minutes supports mandate, By February of Strategy late strategic plan and resolutions submitted on time every revised plan Quarterly council Actual reports Implementation of submitted to DAC meetings decisions and AG Comply with Regular reports AFS by 31 May AFS late by 15 days legislation Unqualified audit report Effective oversight Approve Plans in place Prevention / - Less than 1% of Achieved and due diligence and ensure Performance mitigation of adverse actions adherence to risk reports harmful practices against institution management plan Minutes of audit Improved - Perfomance Partially complete & fraud prevention committee measurable management Mgmt only plans Internal audit plan performance system in place Performance & reports Internal audit by 2005 management reports - Ongoing internal Internal audit not Continue to audit functional operate Audit But appointed Committee Appoint internal auditor

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report |  Key objective Strategy Output Service delivery Service delivery Progress indicator target Policy Develop policies Different policies Predictable The HR Policy Done Development for diverse areas Annual policy operating manual completed review environment by March 2005. Informed input on Number of new Management Partially complete macro policy policies approved Plan and Heritage Resources Policies completed by July 2005 Stakeholder Implement Attending Numbers of All agreed Done including the relationship and stakeholder diverse meetings, stakeholders met stakeholders Presidency goodwill cultivation engagement plan, events, and and feedback reached by Strategic correspondence received September 2006 Only three partnerships MOUs, joint Numbers reached At least 5 agreements by Provincial and operations and rand earned agreements by 2006 Local Government Direct support from Number of June 2005 relationships Provinces & districts agreements and Operations in all Presence only in 2 International Presence / Visibility programmes provinces by 2008 Continents Relationships agreed on International Extent of provincial presence in at least and national two continents by presence and 2007 impact

 Key objective Strategy Output Service delivery Service delivery Progress indicator target Resource Financial Fundraising and Funds raised and Basic operational Partially met. mobilisation revision of MTEF change in MTEF requirements met. HR development: baseline Succession plan in Talent recruitment, Endowment fund in Endowment Fund place. succession place. by 2006. Endowment fund planning, Succession pending. Space and secondments and plan, training Adequate Equipment retention strategy. completed, capacity in all Partial capacity Donations in kind appointees, operational areas Limited at this and maintenance seconded numbers by 2006. stage. agreements. Value of donations in kind received.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report |  3. Strategic Direction - Medium Term Strategy

3.1 Income Generation

The institution will pursue income generation in the following ways. The state grant will remain the core capital and human resources funding source. The institution plans growth.

STATE GRANT

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Operating Grant Draft and submit Strategic plan Secure upward R18m for Partially done, up strategic plan and drafted and revision of the MTEF operations to R12m Capital Works motivate for an submitted allocation to take Grant adjusted baseline. account of the Requested but not Prepare and Costed capital strategic plan. yet Transformation submit a costed, works request granted Grant timed capital works Projects in progress funding request. Transformation Submitted but Prepare and submit funding proposal declined transformation- funding request.

Supplement state Donations box in Income Amount of money At least 2% of the In progress grant with gate place earned as a state grant earned donations percentage of the in this way. state grant.

10 FUNDRAISING

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Additional funding Transformation Funding proposals Number of Two funding R5m over 3 years for niche projects. and poverty for specific proposals. proposals. by relief funding projects. Funding received. At least R3-million in DSRAC. application. total. Explore bilateral Exploratory letter Assistance At least two Secured funding agreement to International received projects benefiting for linked funding Relations Technical from fundraising Ithemba project applications. Diverse Projects assistance initiatives. – a skills Technical available And craft project Assistance Request Number of projects supporting supported Our enterprise objectives Deploy and report Lotto Bus Bus procured and Early 2006 Buses in place for existing funding Detailed operating Mvezo deferred, development plan Development plan service for Mvezo for Mvezo Provider discharged. Quality sponsorship Qunu Youth and Programmes One sponsored NMM soccer opportunities for Heritage Centre in place & programme / year challenge the private sector Diverse sponsorships invited Marathon and foundations programme Endowment fund By 2006 and Friends of NMM in Endowment Fund amount beyond place Major Soccer match mobilized About 1,4 m from diverse Sources,

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 11 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Friends of Friends of Museum Membership body By early 2006 Done by end 2006 the Museum business plan in place a membership membership sales Membership Number of body in place opportunities and members and with at least 100 tiers member activities, individual members Pending Growth in members at three levels of In progress and income membership generated Fixed annual income 50 Corporate members by 2007

SALES Complete feasibility studies and business modeling within 2006 for the implementation of the below.

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Book sales Procure books on Book sales Revenue At least R20 000 Books delayed appro and sell happening generated and from this avenue pending sys- Develop learner Learner support turnover by the middle of Tem improvement support materials materials available Volume of sales 2006 Crafts on sale Memorabilia Develop logo and Designs completed Completion At least three More than 3 corporate ID and licensed and licensing of product lines on product lines Undertake product Exclusive designs, the market by 2005 development memorabilia on Number of items At least 8% return Greater than this as License sale at Museum sold on the investment it is memorabilia and and designated Revenue made in this line, Funded externally. sell at Museum outlets generated shop

12 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Sales of Services Promote venue Rentals Number of times At least four times Achieved rentals venues rented, and per year income generated Crafts Input on craft Framework for craft Number of crafts At least 20% of Done and in designs and procurement procured and sold gifts sold must be progress procure to sell Selected crafts Income generated from local crafts by in Museum shop procured and sold from the sales 2006. linked to poverty at Museum Diversity of Shop completed alleviation Craft shop beneficiaries from programmes. this project Shop in place Leverage Develop IP strategy Strategy and Strategy available, Complete strategy Still in research new content & capacity training hours People trained document by 2006 stage opportunities Content advisory Framework for Image bank in Train one person by services location fees on place 2006 Training done Develop and the original sites Have image bank Partially developed charge location Strategy for by end 2006 fees leveraging IP Develop an image Images collected bank and arranged into Share intellectual bank format. property rights Negotiate favourable access

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 13 SUPPORT FUNCTIONS

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Administration Procurement Museum Rand spend in 60% Done Black Economic requirements met community and Empowerment BEE Partially Service delivery Monitoring and 2007 monitoring evaluation systems Customer service In progress Improved asset in place satisfaction 2007 management PAIA manual in Turn around time in Pending resources Prepare promotion place processing access Admin first of Access to to information Information Revised filing requests. Manual and document Document management Turnaround times management system in document system upgraded retrieval. Finance Planning Budget and Timely availability Quarterly Done, pace Control and forward finance of accurate uneven reporting plan forward budget (inadequate Cost management Monthly and resources) and recovery quarterly reports Income generation Effective money Limited by management resources and Money earned Staffing levels.

14 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Security, facilities & Holistic security to Relationship with Security agency No Incidents Secure logistics Museum property security agencies response Time mgmt and people Maintain security Adequate service Qunu complete Complete Qunu SLA levels 2006 construction Complete Qunu Furnished Furnish, equip & safely Completed Qunu 2006 operational maintain Qunu site Furnish and equip site equipped internally Qunu site & furnished 2007 Transport uneven Bunga upgrade Upgrade Bunga to Museum Change over to and build people’s satisfaction Mvezo pending digital CCTV plaza Furnish and equip 2007 various Improved transport Acquire and Qunu site Issues services improve transport Completed Complete health between sites upgrade for Bunga Subject to drill Maintenance and safety Facilitate planning Smooth safe uneven management and delivery transport between Pending upgrade system of Mvezo site the three sites Ready Mvezo Interpretative Smooth operations Comprehensive Centre across the Museum Interpretative Maintain all the Well maintained Centre facilities facilities Maintain all Ensure smooth Comprehensive facilities operations health, safety and Nelson Mandela Negotiations disaster readiness. Cultural Precinct with relevant partners to deliver an integrated precinct.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 15 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Human Resources Human resource HR policies Annually review Appropriate HR Plan reviewed Development planning reviewed the HR plan capacity at all Numbers and policy Strategic Secure funding times inadequate development appointees in to appoint all Appropriate place outstanding posts All vacant positions No (budget capacity sourced Internal pool of by 2007 filled limitations) & deployed people who can Implementation of Performance compete for new the PMS by 2007 Majority of staff PMS mgmt only management roles Implementation of performing above system policies average Majority Accelerated Effective IR actions Number of people training and deployment, according to participating in Reasonable development development agreement development Succession and performance with Union and programmes planning review legislation Effective Industrial relations Sound industrial Low employee management of relations turnover, high HIV Aids and debt maintained productivity and related issues in the few disciplinary workplace hearings Investor in people Employment standard by 2008 Equity and Skills Development

16 HERITAGE RESOURCES MANAGEMENT

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Planning and Site and collections Reports Up to date Complete Partially Development surveys Conservation & baseline survey site surveys by Not yet Prepare Management Plans reports November 2006 (multitasking) conservation and Nomination files All sites have management approved CMPs Nomination all the Tentative listing plans Nomination files sites by 2007 Nominate sites for Reports Nominations Nomination of Liberation route on National Heritage Impact submitted to suitable site by Provincial Status assessments SAHRA 2006 And district Work towards world Quarterly condition agenda heritage status Nominations reports Prepare condition submitted to WHC reports Condition reports Visitor Uneven Plan visitor services reviewed by CEO management for low impact quarterly according to limits Visitor impact of acceptable studies prepared change. and used.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 17 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Exhibitions Develop Appoint suitable Suitable capacity 2006 – Staff, Editing facilities appropriate capacity in place equipment, image and trained exhibition capacity and acquire bank, editing Staff, image bank by 2006 information, facilities, cameras. equipment and Exhibitions 1 exhibit by 2006 Selectively facilities. completed Exhibitions outsource Exhibitions within price to completed by 2004 exhibition completed and specification on and 2005 development skills transferred time Tendered out in Develop image - Qunu, Mvezo partnership bank exhibition One travelling With Luthuli - Decade of exhibition by end Museum Link exhibition democracy 2005 [DATE?] development with exhibition Number and Subject to education and - `One travelling diversity of relevant Collect from media negotiation creative projects exhibition images collected houses, broadcast Grow % of Footage collected groups and collection on and acquired Percentage of photographers by display Change exhibition collection on 2007 Target revised Upgrade and cases at Bunga display 70% on display review exhibition building framework More collection Visitor response 96 % approval Improve items exhibited Return visitors response by 2005 interactivity of Revamp Bunga Skills transfer [DATE] exhibitions exhibition 50% return visitors Two temporary Museum exhibition exhibitions per team delivering year. exhibits by 2007

18 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Stewardship over Prepare Surveys, analysis, CMPs completed 2005 In progress (multi- sites, collections Conservation and operating and monitored Tasking) and intangible Management Plans guidelines, heritage (CMPs) monitoring Best practice 2005 Tentative list (lib implemented route) Consolidate Mandela Nomination as a Mandela collections National Heritage collections repatriated and Site Approve consolidated under Assessment for 2006 Promotional AV in collections one accessions nomination as place management register world heritage site Radio Programmes policy More materials completed Develop collected Extent and diversity 2006 institutional archive The story of the of knowledge Collect making of the gathered appropriate institution An audiovisual 2007 Pending materials production community based Implement Integrated tourism planning integrated conservation Formal protection 2006 – ongoing conservation measures using of the information measures best practice and Production of Nominate sites for equipment catalogue National and World Start nomination Heritage Status process

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 19 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Stewardship over Oral history Undertake 2006 sites, collections programmes storytelling and intangible Catalogue of programmes 2007 heritage natural resources Document on sites traditional dance, music and food Prepare and protect catalogue of natural heritage resources on the sites Research Research Publications Acknowledgement In progress Leading place programmes Research projects in productions on reliable Nelson Content advisory Audiovisual Number of Recognised Mandela and services material colloquia expertise on related indigenous Indigenous Input into organised and Validity of sites knowledge knowledge exhibitions and range of topics programmes productions discussed Collecting material partnerships Proceedings Relevance of Oral history information programmes Uniqueness and Colloquia accuracy of Library & archive information

20 PROGRAMMES

Key objective Strategy Output Service delivery Service delivery Status indicator target or milestones Facilitate Develop school School bookings Number of schools 25% annual Patterns not learning and and public and programmes visiting and number increase in changed yet sharing from the programmes of learners months other than Nelson Mandela Human rights Number of follow September. 3 Camps with 60 legacy through Secure gardens up gardens done At least three within Participants hosted education, arts sponsorships Nation building Participant six months from and culture, public camps numbers, launch Half way through and outreach Indigenous games awareness and 450 over three programmes – Iintonga as continuity years from 10 flagship Social impact schools in nine 2 clubs formed continuity beyond provinces three project times per year. Iintonga clubs formed, inclusion in national sports, Olympics by 2016. Develop and make Diverse learning Materials produced Reach at least 10 In negotiation with available learning support materials, or acquired pilot schools by teachers support materials books, speeches, Volume of usage 2006 images, exhibitions, User satisfaction 80% user Developing a tool project support, feedback satisfaction target worksheets, games, Demand 20% annual growth Not yet in place primary material. Extent of rate in demand sponsorships and usage.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 21 Key objective Strategy Output Service delivery Service delivery Status indicator target or milestones Observe selected Nelson Mandela Attendance At least 2000 per Change of strategy national days Birthday numbers and big event and 50 to fittingly including Museum impact per small event. Seminar and Museum anniversary Participant and 60% RSVP of the awareness anniversary and Museum Day partner feedback invitees in all Programmes, NM birthday Human Rights Day Evaluation results events. Youth Day 90% participant Children’s Extent of approval rate Celebrations at sponsorships 100% partner Christmas approval rate. Cultivate Integration into Number of Nelson At least three per Good relations with sustainable curriculum Mandela related year in the first two schools relationships with school projects years Along Mandela education and Educator Number of Two workshops per route heritage sectors workshops educator year from 2005 workshops At least 50 per year 3 Workshops Joint projects Number of learner At least four per conducted enquiries year from 2005 Agreements in Joint projects Arrangements with place undertaken with At least two per over 12 schools year from 2005 Schools Number of agreements signed with schools, in- service centres or education authorities

22 Key objective Strategy Output Service delivery Service delivery Status indicator target or milestones Creative Arts and culture Art winter school Numbers of At least 15 to 20 25 participants expressions Storytelling and art spring participants and participants Traditional cuisine school productions Craft production Living showcase At every Museum Every Museum and sales of local art and event event culture 60 participants for Street kids craft Number of times, camp skills follow through, One session per Writing, Reading, participants year Deferred to 2007 Storytelling and poetry sessions Frequency and At least two 3 Done but Artist in residence duration month sessions by fluctuates at Qunu from 2005 2005 Tour group catering Frequency and At least 2 tour on request income generation groups a month use traditional Craft procurement Volumes and catering and sales income generation 20% of Museum sales from approved local crafts

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 23 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Guided tours Structured tours Guided tours from Menu options 2006 Menu of options and community Cultural a menu of options pending, empowerment performances Traditional music Availability At least during Tourism planning Hikes events Ongoing Inspire and harness Arts and culture Diverse creative Programmes in Perform at public Done creativity for public programmes programmes place events Done benefit Beneficiaries At least two groups

24 Marketing and Enterprise Development

Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Leading player Communication Communication Brand awareness Improved brand in heritage and branding strategy and plan Growth in diverse awareness tourism in win-win Implement full Brand and visitors relationships with marketing cycle corporate identity Major soccer stakeholders, Stakeholder process Number of Agreement with match with relationship plan Information packs members NMF EC Government Friends of the Market research Agreements with Agreement with Museum project and execution diverse relevant RIM Agreements Integrated Subscriptions and Partners Agreement with pending Sustainable activities users of the NY&HC Partnerships MOUs with local, LTO by Feb 2005 Agreement with including the LTO provincial, NGO Luthuli done Research tourism and private sector and economic players. Major Soccer opportunities Match with Participate at 100 minutes live Expos coverage, Whole month media build up Key provincial stakeholders Gala dinner

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 25 Key objective Strategy Output Service delivery Service delivery Progress indicator target or milestones Positive economic BEE procurement Number and BEE percentage 70% of Museum impact for Museum practices value of local / spend budget and community Labour intensive BEE procurement Spent locally methods spend Number of jobs created and Increase spin money paid offs arising Economic from Museum participation of programmes Museum visitors Investment attracted Sustainable Well planned Business Plan completed Enterprise plan in enterprises sustainable development plan progress enterprises, and feasibility Shop in place Gift shop studies, Enterprise manager Restaurant Sales of pending Creative enterprise memorabilia Knowledge Quality eating out Gift shop complete enterprise experience Sales happening Public market Refined creative place works Diverse knowledge products Market place of authorized people Unique compelling - Venue rentals Venue rentals Amount earned 62 000 quality products - Consulting Consulting requests Consulting not in and services place yet

26 3.2 Funding requirements per key objective

Key objective Budgeted Actual Explanation INCOME State Contribution 12 240 000 13 509 334 Expenditure on special projects recognized as revenue as projects progress. Entrance fees / gate donations 13 908 Amount relates to donations collected through a donations box established in 2005/06 Fundraising and marketing 586 000 1 931 914 Expenditure on funds received from Lotto for a bus and allocation by NHC for the Liberation route recognised as projects progress. An amount of 602 760 was realised as sponsorshipfrom an NMM Friends Soccer charity Challenge Contributed. Business Ventures 184 800 299 746 Funds realised from interest received on bank investements and revenue realized from rental of Qunu Heritage Centre conference facilities.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 27 Key objective Budgeted Actual Explanation INCOME Sale of services 0 0 Other income 20 722 Total 13 010 800 15 775 624

EXPENDITURE: 1. Governance 2 089 245 2 480 264 Out of six planned council meetings only three were convened plus few events attendance during the year. An expenditure on travel during the soccer charity challenge had a diluting effect. 2. Human Resources 5 376 935 3 948 521 The outstanding engagement of staff units in accordance with a planned human capital capacity increases accounts for the variance. 3. Programmes 141 685 192 839 Only cleaning of the museum objects and fumigation of the premises. Education Tours Heritage Resources Management 20 000 3 880 Cleaning of collections

28 Key objective Budgeted Actual Explanation 4. Marketing and Enterprise 1 452 390 3 243 065 The amount spent in marketing and public relations work related to the soccer charity challenge has contributed to the incurrence of the variance. 5. Corporate and Support Services 2 900 451 2 021 268 Professional services were planned for Qunu Youth and Heritage Centre but not engaged as it had just been opened for operations. Total 11 980 706 11 889 837

Surplus / (Deficit) 1 030 094 3 885 787

Capital Investment Requests: Buildings 2004/05/ R000 Actual Explanation Qunu Furniture and Interiors 1 800 000 1 130 893 Balance to acquired in 2007/08 Phase 2 Bunga Building upgrade 8 800 000 nil Operations deferred by Head office Mvezo & Qunu Outdoor Exhibition 2 250 000 nil Facilities Maintenance of buildings and 100 000 facilities Total 12 950 000

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 29 3.3 Capital investment requests

Buildings 2004/05 Actual Explanation R’000 Qunu Furniture and Interiors 1 800 Phase 2 Bunga building : repairs and 8 800 refurbishment and developing of people’s plaza Replace Corcoleum floor Furnish upgraded Bunga Building Mvezo & Qunu outdoor exhibition 2 250 facilities Maintenance of buildings and 100 facilities Mvezo Interpretative Centre Bus to connect the different sites and ensure seamless visitor experience Total

30 4. Service Delivery Improvement Programmes

SUPPORT FUNCTIONS

Activities Strategy for delivery Strategy to improve service Progress delivery Security & risk management Outsourced managed by internal Implement SAPS security Ongoing implementation security specialist advisory service minimum No incident standards and keep abreast of current developments Governance Through council and capacitated Compliance with relevant - Inadequate capacity institutional management legislation, implementation - Broad compliance of audit advice, good - Deadlines partially met governance Programmes, - Systems in place develop code of conduct, - Policies in place regular reporting, - Delayed council availability of decision appointment support data - Council well supported Finance & administration Improve capacity Source money for new - Selection deferred to appointments, apply for new financial year interns - Interns requested Logistics & Facilities Bunga upgrade Reconfigure Bhunga Done management Maintenance contract In place Security Ongoing maintenance No incident Incident prevention and In progress, delayed by monitoring panel constitution issues Appoint security service provider Marketing and enterprise Marketing separated from Marketing and enterprise development Enterprise Development separated Implementing marketing Plan Implementation in progress

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 31 Heritage Resources Management

Activities Strategy for delivery Strategy to improve service Progress delivery Documenting and Develop and implement collections Annual review of policy Pending controlling existing management policy Keep abreast of sector Ongoing collection Develop and implement collection developments and best documentation best practice practice appropriate to the Ongoing and need more Develop and use relevant context provenance research stationery for collection control and documentation Maintain existing collections database Growing the collection Collect new materials within Ongoing monitoring and - Partially pending Bhunga framework of collections policy, evaluation, adequate upgrade Ensure consistency of collection checks and balances. - Accessioning best Follow best practice on practice being implemen- accessioning procedures Ted Develop proper guidelines for de- accessioning Collection management Appoint, develop and equip Periodic independent Two people sent on activities suitable people for collection advice. advanced training in SA management. Training undertaken and Share best practice on sale of Abroad. service basis with other institutions

32 Heritage Resources Management

Activities Strategy for delivery Strategy to improve service Progress delivery Conservation of collections Conduct baseline studies and Regular reviews and and sites surveys independent expert input. Regular cleaning of objects Develop conservation and Museum wide conservation in place. management plan awareness and sensistitivity Every staff member Implement preventative understands conservat- conservation measures and Ion issues. techniques, Precede new developments with CMP in progress, discussions impact assessments with SAHRA Follow appropriate international Advanced. best practice Conservation education for Museum and beyond.

Programmming

Activities Strategy for delivery Strategy to improve service Progress delivery Tours Diverse tours Commission tourism plan Commissioned Outsource tour guide services Education Improve relations with schools Consult districts Ongoing Develop curriculum supporting Pilot with schools Done materials More research required w Arts and culture Creative expressions programmes Artists in residence Two planned for the new Performances financial year.

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 33 5. Organisational Management

5.1 Human resource strategy 2006/2007

PURPOSE OF HUMAN RESOURCE STRATEGY • Find, attract, train and develop people who deliver value, service, excellence and memorable experiences with diligence and integrity in a changing environment. • Enable NMM people to manage, anticipate and adapt to a changing environment

STRATEGIC HUMAN RESOURCE OBJECTIVES • Finalise Organisation design and design of remuneration scheme, • Recruit, develop and retain the best human expertise for our chosen operational areas • Ensure professional service orientation, delivery, performance, excellence and initiative • Effective, efficient human resource administration • Secure equity and redress in appointments

Key objective Description Target for full Progress implementation - Policy and procedure Develop relevant policies and 2005 Done development procedures and framework for Grading system due for - Organisation design, these review position profiling, Design positions, grade these, description and grading develop framework for evaluating systems. them

34 Key objective Description Target for full Progress implementation - Recruitment according Recruit strategic appointments 2005 50 % vacancy rate due to to policy and procedure, Develop comprehensive job profiles undercapitalization selection and Develop a staff training and appointment development framework that Ongoing Accelerated training and - Training and development maximizes on the skills development development - Employee benefits act Perfomance management measures Develop and implement employee with management only - Staff recognition measures benefits At this stage. Develop staff performance recognition measures - HR Administration Improve HR administration 2004 In place (accurate data/ record keeping, compliance with admin requirements benefits administration, SARS, IOD, UIF, remuneration, time, disciplinary measures, leave, commendations, other).

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 35 5.2 Information technology resource strategy b. Human Resources specialist c. Information Technology specialist - Finalise an IT platform d. Secretary - Take advantage of Information communications e. Administrative assistant technology to ensure a competitive advantage for the 5. Senior Manager: Programmes Museum. i. Secretary - Website development, maintenance a. Tours Specialist - Electronic linkages with the SA Tourism Tour guides X 8 - Networking of the three sites (the upgraded Bunga b. Education & materials development specialist building, Qunu and Mvezo). c. Research specialist - Information technology supports operational d. Archives and resource centre requirements of the Museum, administration, tours, e. Design and layout sales, communication, security, and heritage resources 6. Senior Manager: Marketing and Enterprise Development management. a. Marketing - Obtain appropriate IT equipment for Museum purpose b. Enterprise contracts officer - Make adequate provision for upgrades, maintenance, interoperability and compatibility. 5.4 Proposed retrenchments

5.3 Organisational structure None planned at this stage.

5.5.1 Proposed Policy Was finalised in October 2003 and provides for the following To be developed. key appointments, most of which cannot be filled due to fiscal constraints. 1. CEO 2. Executive assistant to CEO 3. CFO a. Accountant b. Payments officer 4. Senior Manager: Corporate Services a. Security Specialist + Assistant Security and Logistics Officer

36 6. Report On Special Projects

6.1 Friends of Nelson Mandela Museum on craft development but with other avenues as well. In November 2007, 24 German youth travelled to South Africa for Friends of Nelson Mandela Museum continue to leverage an international youth camp in Qunu. Ithemba participants museum’s public relations work through events of taught the German youth on how to put together beads for significance. In August 2007 the Governor of the Reserve making necklaces and bracelets as well as leatherwork. Each Bank Mr Tito Mboweni spoke at a breakfast meeting in East participant took back home self-made hand crafted gift. London where he presented economic analysis of various provinces and focused on provincial growth of the Eastern 6.3. Liberation Route Cape for the benefit of the people of the Eastern Cape. This networking session resulted in the office of the Governor This initiative is as a result of the Mngqesha Resolution of visiting Ntlelengwane JSS, a dilapidated school in Engcobo Council. It seeks to spatially reconstruct the memory of the in an attempt to rebuild the school. Process of rebuilding the liberation struggle and create a web of sites that are linked school is in progress. So far signed members for a year period by their common relatedness to the story of the journey to are limited to corporate members only which include FNB, Freedom in South Africa. MEEG Bank, Nedbank, KPMG, WSU, Real People and KSD It should result in a world heritage listing of a new category municipality. of World Heritage sites known as liberation routes, which the museum would be part of. It should also create the possibility 6.2. Ithemba Project for cross provincial collaboration and leveraging of cultural capital for the overall benefit of South Africans. It is in line The year under review marks the end of the first two year with the government objectives of Redress, Social Cohesion funding of the project which has been extended for another and National Identity. two years until 2009. Participants of the project are equipped To date a project manager was appointed and he ensured with skills which would enable them to manage their small the delivery of a business plan, extensive consultation and craft businesses through the engagement of KSD Fet College. mainstreaming of the liberation route in some municipalities A good number of the past year participants have started and the Eastern Cape province where a pilot was being their businesses through facilitated funding by Eastern Cape developed. As a result, major progress was made towards Provincial Arts Council. The partnership not only concentrates launch of the Chris Hani District component of the liberation route by the new financial year. In addition to this the initiative

NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 37 is part of the policy speech of the MEC for Sports Recreation, Arts and Culture in the Eastern Cape. A process is in place to ensure it is rolled out nationally led by the National Heritage Council.

In line with the decision of the founding partners: Nelson Mandela Museum, National Heritage Council and the Provincial Government of the Eastern Cape the processes towards the formation of a special purpose vehicle are underway.

38 NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 39 Nelson Mandela Museum Bunga Building, Nelson Mandela Dr & Owen Street, Mthatha, Eastern Cape, 5100 | PO Box 52808, Mthatha, 5099, South Africa Telephone: +27 (0) 47 532 5110 | Facsimile: +27 (0) 47 532 3345 |Email: [email protected] 40 www.mandelamuseum.org.za