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Mvezo Qunu Mthatha Presented By: Professor C Soudien Mr K Kampulwana NELSON MANDELA MUSEUM in the Footprints

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Mvezo Qunu Mthatha Presented By: Professor C Soudien Mr K Kampulwana NELSON MANDELA MUSEUM in the Footprints 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 . INTRODUCTION 4 . Introduction by the CEO 4 . Vision, mission and values 6 .3 Governance Improvement Project 6 .4 Overview of past performance and spending trends 6 . GOVERNANCE 7 3. STRATEGIC DIRECTION – MEDIUM TERM STRATEGY 10 3. Key Objectives 0 EXPENDITURE 3. Funding requirements per key objective 7 3.3 Capital investment strategy 30 4. SERVICE DELIVERY IMPROVEMENT PROGRAMMES 31 5. ORGANISATIONAL MANAGEMENT 34 5. Human resource strategy 34 5. Information technology resource strategy 36 5.3 Organisational structure 36 5.4 Proposed retrenchments 36 6. REPORT ON SPECIAL PROJECTS 37 6. Friends of the Museum 37 6. Ithemba Project 37 6.3 Liberation Heritage Route 37 NELSON MANDELA MUSEUM in the footprints... Portfolio Committee Report | 3 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 006-07 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 006 to April 007 – 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 0 • 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 4 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 4 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 00 through hosting a partially suspended for most of 006 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 007. awareness of the Friends of Nelson Mandela Museum. (While this succeeded in getting the Museum 00 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 3 000 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 | 5 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 .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. 6 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 3 May AFS late by 5 days legislation Unqualified audit report Effective oversight Approve Plans in place Prevention / - Less than % 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 005 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 | 7 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 005. Informed input on Number of new Management Partially complete macro
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