1. Nelson Mandela Museum, Mthatha

2.  The Nelson Mandela Museum was established in 2000  Its narrative for the first 13 years was based on the living legacy of Nelson Mandela  Phase 1: In May 2014, the museum started a series of workshops to look at the post living legacy period  It held a workshop where it invited other heritage and tourism stakeholders to discuss the future of the museum  Phase 2: It started the process of visioning the museum for the next 5 years

3.  The process started with staff and was followed by Council and Council and management  In doing this, both in workshops and in internal process, the museum took into account external the external environment in which it is operating  This environment is outlined in the Chairperson forewords and that of the Acting CEO foreword of the Strategic Plan  The analysis of both internal and external environments led to the museum adopting the vision, mission and values outlined below

4. Inspire positive change in society through the legacy and values of Nelson Mandela

5. A centre of excellence that preserves the legacy, disseminate knowledge, interprets and upholds the values of Nelson Mandela to promote social cohesion and nation building

6.  The following values will inspire the leadership and staff of the museum and will become and organic part of the iconic posture the museum will assume as a centre of cultural life  Ubuntu- to help without looking for personal gain  Stewardship- Custodians of the Nelson Mandela legacy  Integrity- To inculcate honesty and respect  Service Excellence- to ensure qualitative and satisfactory service delivery  Development and learning- To be the hub of information sharing  Innovation- To be creative in developing new ideas

7.  The museum derives its mandate from the Constitution first, which states that, it “recognises the injustices of the past, honour those who suffered for justice and freedom in our land, respect those who have worked to build and develop our country…[to] heal the divisions of the past and establish a society based on democratic values, social justice and fundamental human rights

8.  Cultural Institutions Act, 119 of 1998 as amended  National Heritage Resources Act, 25 of 1999  Public Finance Management Act, 1 of 1999 as amended  Promotion of Access to Information Act, 2 of 2000

9.  White Paper of Arts and Culture, 1996  Policy Paper of Legacy Projects, 2007  Deed of donation between Arts and Culture and President Nelson Mandela, 2005

10. Strategic GoalsSub-Programme 1. Improve and maintain heritage development and conservation 2. Improved Public Profile and Access 1.1 Collection and Research 1.2 Exhibitions 2.1 Education and Outreach 2.2 Communication and Public Relations 2.3 Tours

11. 3.1 Conferences and Accommodation Facilities 3.2 Youth and Heritage Centre 4.1 Chief Executive Office 4.2 Corporate Services 4.3 Chief Financial Office 3. Vibrant programming that promotes the economic opportunities for the community 4. Sound and effective governance Continue from previous slide

12. Strategic Outcome GoalGoal Statement 1. Improve and maintain heritage development and conservation 2. Improve public profile and access  Providing and managing the museum’s heritage resources such as research, collections, conservation and exhibitions  Improve stakeholder participation and museums public profile to grow diverse audiences and position NMM favourably

13.  Engage communities through a hive of arts and culture activities that promote economic activities  Ensuring effective and efficient corporate governance in relation to financial, human resource management, safe, clean and secure environment 3. Vibrant programming that promotes the economic opportunities or the community 4. Sound and effective governance Continue from previous slide

14.  To facilitate intergenerational learning platforms and conversations that discuss the values of Nelson Mandela  To use exhibitions to drive and entrench the values of Nelson Mandela  To research museum collections for better understanding and sustainable use  To facilitate conservation of sites associated with Nelson Mandela and facilitate their inclusion as part of the Liberation Heritage Route  To facilitate focused understanding of the museum through the development of the learning material  To create in-person and digital platforms of community engagement  To profile the NMM brand through various markets

15.  To ensure a functional Council that provides effective oversight and promotes accountability  To create financial stability for the museum  To develop policies, procedures and systems for the museum  To ensure effective financial management, accountability and administration  To ensure Financial Planning and Accounting  To optimally develop and manage human capital  To ensure effective utilisation, safe and clean environment of the museum infrastructure

16.  60  500 1. Number of learning platforms and conversations held 2. Number of geographical locations reached (travelling exhibitions) 3. Number of collections researched Performance Indicators and Targets Performance IndicatorTarget over 5 years

17.  8 sites  5 learning materials  15 engagements  15 expos and shows  2 strategies, 15 activities implemented 4. Number of sites included in the Liberation Heritage Route 5. Number of learning material produced 6. Number of community engagement platforms 7. Number of marketing strategies developed and activities implemented based on the marketing strategy Performance Indicators and targets Cont…

18.  20 Council meetings  100 committee meetings  5 initiatives  14 policies  5 Unqualified audit outcomes 8. Number of Council and Committee meetings held 9. Number of fundraising initiatives to be held 10. Number of policies, procedures and systems to be held 11. Improved audit outcomes

19.  100%  5 workplace skills plan  125 performance contracts  5 UAMPS completed 12. Compliance with budget and supply chain management 13. Number of human capital initiatives 14. User asset Management Plan

20. Performance IndicatorAnnual Target 2015/16 1. Number of learning platforms and conversations held 2. Number of geographical locations reached 3. Number of collections researched 4. Number of sites included in the National Heritage Liberation Route  12 platforms  12 locations  100 items  2 sites

21.  1 learning material  3 community engagement  3 expos and shows  1 strategy  3 activities 5. Number of learning material produced 6. Number of community engagement platforms 7. Number of marketing strategies developed 8. Number of activities implemented based on marketing strategy Annual Performance Indicators and Annual Targets Cont…

22.  4 Council meetings  20 committee meetings  1 strategy  1 initiative  6 policies and procedures 9. Number of Council and committee meetings held 10. Number of fundraising strategies developed 11. Number of fundraising initiative held 12. Number of polices, procedures and systems developed Annual Performance Indicators and Annual Targets Cont…

23.  1 unqualified audit outcome  100% 13. Improved audit outcomes 14. Compliance with PFMA and Treasury Regulations 15. Compliance with budget and supply chain management Annual Performance Indicators and Annual Targets Cont…

24.  1 workplace skills  25 performance contracts  1 UAMP 16. Number of human capital initiative 17. User Asset Management Plan Completed Annual Performance Indicators and Annual Targets Cont…

25. Heritage Resource Management Strategic Goal 1 Improve and Maintain Heritage Development and Conservation Budget Line Item 2015/16 2016/17 2017/18 2018/19 2019/20 842 309 884 424 928 645 975 0771 023 83112 x Learning Platforms and Conservations 93 650 98 333 103 250 108 413 113 83412 x Exhibitions: Geographical Locations researched 50 000 52 500 55 125 57 881 60 775100 x Collections researched 10 000 10 500 11 025 11 576 12 1552 x Sites facilitated for inclusion in the Heritage Liberation Route 75 000 78 750 82 688 86 822 91 1631 x Learning Material Produced 25 000 26 250 27 563 28 941 30 3883 x Community Engagements 100 000 105 000 110 250 115 763 121 551Exhibitions TOTAL 1 195 959 1 255 757 1 318 546 1 384 4731 453 697

26. Marketing and Communication Strategic Goal 2 Improved Public Profile and Access Budget Line Item 2015/16 2016/17 2017/18 2018/19 2019/20 275 000 288 750 303 188 318 347 334 2643 x Expo’s and Sows 120 000 126 000 132 300 138 915 145 8611 x Marketing Strategy developed 300 000 315 000 330 750 347 288 364 6523 x Marketing Activities (July,December,February) 155 000 162 750 170 888 179 432 188 404Brand Promotion 36 171 37 980 39 879 41 873 43 967Subscriptions 50 000 52 500 55 125 57 881 60 775Conferences and Travelling TOTAL 936 171 982 980 1 032 1301 083 7361 137 923

27. Governance Strategic Goal 3 Sound and Effective Governance Budget Line Item 2015/162016/172017/182018/192019/20 2 437 752 2 559 640 2 687 622 2 822 003 2 963 103Administration 2 521 359 2 647 427 2 779 798 2 918 788 3 064 727 Governance 639 744 671 731 705 318 740 584 777 613 Finance 10 829 446 11 370 91811 939 464 12 536 437 13 163 259Staff Costs 300 620 315 651 331 434 348 006 365 406Human Skills Dev. And Recruitment 1 518 960 1 594 908 1 674 653 1 758 386 1 846 305Security 1 760 661 1 848 694 1 941 128 2 038 184 2 140 093 Facilities and Logistics TOTAL20 008 542 21 008 96922 059 417 23 162 388 24 320 506

28. Budget for the 2015/16 financial years Heritage Resource Management Strategic Goal 1 Improve and Maintain Heritage Development and Conservation Budget Line Item 2015/16 842 30912 x Learning Platforms and Conversations 93 65012 x Exhibitions: Geographical Locations reached 50 000100 x Collections researched 10 0002 x Sites facilitated for inclusion in the Heritage Liberation Route 75 0001 x Learning Material Produced 25 0003 x Community Engagements 100 000Exhibitions TOTAL 1 195 959

29. Marketing and Communication Strategic Goal 2 Improved Public Profile and Access Budget Line Item 2015/16 275 0003 x Expo’s and Shows 120 0001 x Marketing Strategy developed 300 0003 x Marketing Activities (July,December,February) 155 000Brand Promotion 36 171Subscriptions 50 000Conferences and Travelling TOTAL 936 171

30. Governance Strategic Goal 3 Sound and Effective Governance Budget Line Item 2015/16 2 437 752Administration 2 521 359Governance 639 744Finance 10 829 446Staff Costs 300 620Human Skills Dev. And Recruitment 1 518 960Security 1 760 661Facilities and Logistics TOTAL20 008 542