ROBBEN ISLAND MUSEUM & WORLD HERITAGE SITE PRESENTATION OF THE ANNUAL PERFORMANCE PLAN 2013 – 2014 22 MAY 2013

Table of Contents Purpose Introduction Guiding documents Strategic Planning Principles Planning Process 2013/14 Priorities as identified in October 2012 Key elements of the ICMP 2013/2018 Strategic Objectives of the 2013/14 APP Key Performance Areas, RIM APP 2013/14 ICMP Strategic Objectives ICMP Management Imperatives Alignment of the ICMP with the Strategic Plan Revision of the 2013/14 APP Interventions End

1. PURPOSE To present the Annual Performance Plan to the Portfolio Committee on Arts and Culture To request the Portfolio Committee to consider the RIM APP 2013/14 within the context of then UNESCO compliance document, the Integrated Conservation Management Plan 2013-2018 To request permission to be given an opportunity to engage the Department of Arts and Culture regarding resubmission of a revised RIM APP 2013/2014

2. INTRODUCTION Robben Island Museum was established in 1997. It is a declared cultural institution in accordance with the Cultural Institutions Act of 1998. The Museum opened its doors to the public on 01 January 1997. The museum is based on a site with a layered history which goes back to the 16th century. The island was prison for political and common law prisoners from the 1960s to the early 1990s. Robben Island Museum was declared a World Heritage Site in December 1999. RIM consists of 5 main sites: Robben Island, Nelson Mandela Gateway, Mayibuye Archives, Jetty 1 and Quay 500.

3. GUIDING DOCUMENTS Integrated Conservation Management Plan National Treasury Framework on Strategic Plans and Annual Performance Plans King Code on Good Corporate Governance Department of Arts and Culture’s Strategy (incorporating Mzansi’s Golden Economy) Service Delivery Outcomes of the Minister of Arts and Culture. National Development Plan Unesco Mission Reports

4. STRATEGIC PLANNING PRINCIPLES Alignment of the Strategy, Structure and Budget Allocation of resources in favour Heritage Conservation in line with the ICMP Linking institutional performance with employee’s performance Monitoring and Evaluation of performance on a continuous basis Quarterly performance reporting to Council, the Department of Arts and Culture Annual Reporting to Parliament

5. PLANNING PROCESS RIM management and Council developed the Integrated Conservation Management Plan, the Strategic Plan and the Annual Performance Plan concurrently. The process began in July 2012 and was completed at the end of January 2013. Ideally the ICMP, which is the supreme compliance document for World Heritage Sites, should have been developed before the Strategic Plan and the APP.

6. 2013/2014 PRIORITIES AS IDENTIFIED IN OCTOBER 2012 New Plan for Maintenance and Conservation of Robben Island Enhancement of Institutional Visibility (Marketing and Publicity) Development of a Continuity Plan for Prison Interpretation in partnership with the national Ex-Political Prisoners Association Development of a Balanced, Inclusive and Holistic Narrative – including an Interpretation Centre and exhibitions Development of a new Operating Plan for the Ferry and Cargo Operations (as reported above – plans are underway to explore options) Enhancement of RIM’s capacity to host Events and Conferences New budgeting system in respect of maintenance of infrastructure at Robben Island. Organizational Review in order to implement organizational strategic objectives as identified in the 2013-2018 ICMP

7. KEY ELEMENTS OF THE ICMP, 2013-2018 Operational Management Plan Interpretation Plan Visitor Management Plan Natural Environment Management Plan Implementation Plan

8. STRATEGIC OBJECTIVES OF THE 2013/14 APP Development and implementation of projects and services that expose visitors to the multi-layered history of Robben Island Development as maintenance of Robben Island as a world heritage site and a symbol of human rights and development Enhancement of RIM’s status as a university of life Management of RIM as a world class, sustainable world heritage site in compliance with appropriate financial, operational and reporting criteria

9. KEY PERFORMANCE AREAS, RIM APP 2013/14 RIM functioning as a living museum Enhancing the built environment Improvement of service in ferries and transportation Environmental conservation [including protection against illegal harvesting of marine resources around the island] Sustaining heritage Increased heritage and sector capacity Increased awareness of heritage and other social values Strategic and operational management Sound and prudent financial management Human resources development Property and facilities management Marketing and communications

10. ICMP Strategic Objectives Develop RIM as a world class, sustainable and fully capacitated and motivated WHS management institution Develop a supportive institutional framework for sustained cooperative governance across stakeholder divisions Develop an improved holistic and integrated understanding and interpretation of the Robben Island World Heritage Site as an integrated and layered cultural and natural landscape Protect and enhance the island as a WHS, its Outstanding Universal Value and all aspects of its multi-layered landscape Promote the WHS through the development of appropriate tourism products and infrastructure, supported by a holistic narrative Develop pro-active and creative research, interpretation, and critical scholarship Promote universal access to the island, and improved outreach and public education to all sectors of society

11. ICMP MANAGEMENT IMPERATIVES Strengthening of corporate governance arrangements Establishment of the Cultural Landscape Mapping Unit Establishment of the Project Management Unit Expansion of the Turnaround Strategy as embodied in the RIM Strategic Plan Integration of Marketing Plan, the Visitor Management Plan, the Interpretation Plan and the Collections Management Plan Establishment of an all-inclusive Consultative Forum Protection and promotion of intangible heritage Commissioning of a Comprehensive and Visionary Development Plan Re-establishment of the Interpretation Committee Implementation of the Natural Environment Management Plan (including protection of the 1 nautical mile against poaching) Implementation of the Visitor Management Plan Commissioning of the Built Environment Conservation Manual Expansion of the Emergency and Evacuation Plan Completion of the Operating Plan for Ferry services Development of a comprehensive Monitoring and Evaluation system

12. ALIGNMENT OF ICMP WITH THE STRATEGIC PLAN Due to different teams working on the ICMP and the Strategic Plan, there was misalignment between the two document. As a result the APP was not aligned to the Strategic Plan and the ICMP The APP for 2013/2014 has too many targets and undeliverable It is also not compliant with the National Treasury’s SMART criteria Since end of January 2013 Council and Management of RIM have attempted to align the APP and the ICMP

13. REVISION OF THE 2013/14 RIM APP Given the above challenges, the Robben Island Museum intends to engage the Department of Arts and Culture regarding the withdrawal of the current the APP, which has already been tabled in parliament. Resubmission of the revised APP before the end of the 1st quarter of the 2013/14 financial year The current plan is not achievable due to the problems of capacity, non-compliance with the SMART criteria, quality of the document, and the number of targets The APP has to be aligned with the ICMP The current APP will impact negatively on the museum’s ability to report its performance during the 2013/14 financial year The museum has been making good progress in its annual report since 2011 and would like to maintain it.

14. INTERVENTIONS Council has resolved to extend the scope of the team that developed the ICMP to assist with the alignment of planning documents New priorities have been identified: Strengthening of Corporate Governance New Business Model and Organizational Structure Enhancement of the Narrative Improving the visitor experience The Reunion of Ex-political prisoners in November 2013 Stabilisation of the Labour relations environment Engagement of internal and external stakeholders Development of a new planning, monitoring and evaluation system Improvement in the Built Environment

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