NELSON MANDELA NATIONAL MUSEUM PRESENTATION TO PORTFOLIO COMMITTEE ON ARTS AND CULTURE 19 OCTOBER 2005 CAPE TOWN

Nelson Mandela National Museum Genesis Mandate Context Vision and mission Strategy and operations Highlights Challenges Resource considerations Way forward ServiceIntegrityInspiration

GENESIS/HISTORY The democratic break-through and rich Heritage A gift to the Nation R80 Mil structure at Qunu originally proposed With Community input concept revisited <> three campus Museum concept adopted. –Bhunga<> To Exhibit Gifts & Longwalk to freedom –Qunu<> Home to Nelson Mandela Youth and Heritage Centre –Mvezo<> Open Air Display and a Cultural Centre ServiceIntegrityInspiration

MANDATE Tell madiba’s story in ways that benefit people Contribute to conservation, culture, economic renewal Contribute to nation building, national cohesion, patriotism as a legacy project Steward heritage resources linked to Mr Mandela for present and future generations ServiceIntegrityInspiration

Community Context Community participation identified as key Facilities for Community to use and enjoy and then entertain tourists. Social impacts on all programmes run by Museum Joint Programming with communities ServiceIntegrityInspiration

Governance Inaugural council in 2000 Second council since establishment Balanced council with diverse skills Redflag not gender balanced <> the ministry appoints councillors and was advised Tasked with institutional establishment –Completion of Bhunga phase II development –Establishment & Development of NMYHC <> Qunu –Completion of Mvezo Cultural Centre Institutional Establishment The Establishment budget of R2 Million : Commitment to develop the institution incrementally ServiceIntegrityInspiration

Policy Challenges Cluttered strategic / political position by South Africa as nation on how to handle Madela’s legacy manifests itself in:- –Poor of support for the Nelson Mandela National museum initiative –Poor funding (this lead project being equated to other 23 declare cultural institutions) –Poor Coordination between instutions handling the Mandela legacy thus leading to fragmentation Lack of clear strategy for funding of the heritage sector How to leverage the Museum for Wild Coast socio- economic development ServiceIntegrityInspiration

VISION & MISSION To become a living museum that embraces development, inspires and empowers people Are an effective steward of heritage resources linked to nelson r mandela, contribute to culture, education and development ServiceIntegrityInspiration

HIGHLIGHTS 5 years of service delivery Clean audit reports Improving visitor numbers Community impact Good public programming Emphasis on indigenous knowledge ServiceIntegrityInspiration

NELSON MANDELA YOUTH AND HERITAGE CENTER ServiceIntegrityInspiration

STRATEGY & OPERATIONS GOVERNANCE & SUSTAINABILITY –COMMITTED MULTISKILLED COMPETENT GOVERNING COUNCIL –STRATEGY THAT EMANATES FROM MANDATE AND IS IN SYNC WITH GOVERNMENT PROGRAM –EFFECTIVE OVERSIGHT INTERNALLY –GOOD RISK MANAGEMENT STRATEGY –ACCOUNTABILITY –STAKEHOLDER RELATIONSHIPS HUMAN CAPITAL –FIRMLY IN THE KNOWLEDGE INDUSTRY –INWARD AND OUTWARD LOOKING STRATEGY –RECRUIT, DEVELOP, RETAIN AND DEPLOY OPTIMALLY –VALUE DRIVEN, COMMITMENT, DELIVERY, MULTISKILLING –CURRENT LIMITATIONS STAKEHOLDERENGAGEMENT/ COMMUNITY EMBEDDEDNESS & PARTNERSHIP –Accountability and partnerships –Robust institutional profiling –Diverse growing visitor numbers –Mobilise resources –Generate own income PROGRAMMING –CONSERVATION OF THE HERITAGE RESOURCES –PRESENTATION AND INTERPRETATION –TOURS AND COMPELLING EDUCATION PROGRAMS –OUTREACH –COMMUNITY EMPOWERMENT ServiceIntegrityInspiration

STRATEGY & OPERATIONS MARKETING & ENTERPRISE DEVELOPMENT –MARKETING STRATEGY –BRAND MANAGEMENT –SERVICES AND PRODUCTS –EMPOWERMENT AVENUE THROUGH LOCAL SKILLS, LOCAL PROCUREMENT AND LINK TO BROADER FOODCHAIN –INCOME GENERATION –PROOF OF THE POTENTIAL OFCULTURAL INDUSTRIES SECURITY FACILITIES AND INFRASTRUCTURE –INFRASTRUCTURE PROGRAM –RELATIONS WITH DPW –CURRENT ACHIEVEMENTS ServiceIntegrityInspiration

CHALLENGES Adequate baseline funding Continuing to access and retain competent committed people Generating own income Generating a long term endowment Competition ServiceIntegrityInspiration

RESOURCE CONSIDERATIONS & SURPLUSES Human resources (STAFFING PLAN VS VACANCIES) Financial resources –Efficiency –Effectiveness –The need (BUDGET VS ACTUAL) SURPLUSES RELATE TO THE PARTIAL AVAILABILITY OF FUNDS, AND DELAYS IN MATCHING GRANTS BEING RELEASED, ServiceIntegrityInspiration

FINANCIAL REPORT GRANT FUNDING ServiceIntegrityInspiration 2005 Government grant 6,860,000 Transformation fund 2,050,000 Exhibition transformation 500,000 Deed of donation ceremony ,487,500

FINANCIAL REPORT cont… ServiceIntegrityInspiration

FINANCIAL REPORT cont… ServiceIntegrityInspiration

FINANCIAL REPORT cont… ServiceIntegrityInspiration Staff Costs ,079,41541% ,968,39942% ,241,68630% Depreciation and Amortisation expenses 170,2273% 227,9095% 216,9105% Other operating expenses 2,828,87556% 2,492,24453% 2,678,43765%

WAY FORWARD Continue to Leverage Mandela’s legacy for nation building Optimise on the avenues for income generation that are now possible Strengthen programming Leverage the completion of the Qunu component Continue to be community embedded Invite more direct and deliberate government support, moral and otherwise Address the resource constraints ServiceIntegrityInspiration

Honourable Members Thank You