Presentation to the Parliamentary Portfolio Committee on Arts and Culture, Wednesday 17 August 2011

1. 1 Presentation to the Parliamentary Portfolio Committee on Arts and Culture, Wednesday 17 August 2011

2. 2 OVERVIEW OF THE MSUNDUZI/VOORTREKKER AND NCOME MUSEUMS

3. 3 Msunduzi/Voortrekker and Ncome Museum is a Cultural Institution in terms of the Cultural Institutions Act 119 0f 1998 as amended.

4. 4 VISION 2010 The Msunduzi/Voortrekker-Ncome Museums will strive for an excellent cultural experience.

5. 5 MISSION 2010 The Msunduzi /Voortrekker-Ncome Museums will actively preserve, promote and present our cultural heritage to benefit nation building and social upliftment.

6. 6 STRATEGIC GOALS OF THE MUSEUMS To research and collect items reflecting the cultural heritage of South Africa To interpret and display cultural heritage of various communities in the country in a holistic and objective manner. To disseminate and promote cultural, historical and Indigenous Knowledge Systems through exhibition, education and outreach services. To enter into beneficial partnerships with our stakeholders in order to assist in social and economic development and up-liftment. To hold, preserve and safeguard movable and immovable property in our care. To improve tolerance, understanding and mutual respect among the diverse groups in the country.

7. 7 VALUES Professionalism Competency Integrity Accountability Transparency Efficiency Honesty Excellence

8. 8 ANNUAL REPORT 2009/2010

9. 9 GOVERNANCE REPORT

10. 10 COUNCIL DIRECTOR Deputy Director- Msunduzi Deputy Director – Ncome Core functions Chief Financial Officer HOD: Research, Information and Collection HOD: Education, Marketing and Outreach HOD: Exhibitions Total staff Msunduzi/Voortrekker/Ncome 38 posts

11. 11 COMPLIANCE IMPERATIVES Quarterly reports to DAC for 2009/2010/ and 2010/2011 Msunduzi/Voortrekker and Ncome Museum has submitted all four quarterly reports to the Department of Arts and Culture and the Annual Report for 2009/2010 submitted and tabled in parliament For the year 2010/2011 performance information has also been sent every quarter and Annual Report is being finalised. Msunduzi/Voortrekker and Ncome Strategic plans 2009/2012, 2010/2013 and 2011/2014 MTEF Period Strategic plans 2009/2012, 2010/2013 and 2011/2014 were submitted to the DAC during February 2009, 2010 and 2011 respectively Draft Strategic plans 2010/2013 and 2011/2014 were submitted to the DAC during October 2009 and 2010 respectively.

12. 12 INTERNAL CONTROLS

13. 13 Internal audit carried out twice per year Management meetings held quarterly HOD’s meet monthly when no Management meeting occur Staff meetings held monthly Strategic Planning held annually Risk policy in place reviewed annually SCM policy in place Disaster management plan in place and reviewed periodically Health and Safety Committee in place, meetings and fire drills. Security 24hours/daily Linked to Security Company

14. 14 FINANCIAL OVERVIEW Income 2009/2010 2010/2011 2011/2012 2012/2013 Government grants Operating grant 8 671 000 9 261 000 9 835 000 Transformation grant 595 577 - - Operating expenditure 9 273 956 9 767 840 Anticipated reserves 293 000 534 880 utilisation Income from investments 152 114 166 647 Salary increases 7% 6% (at present) Grant increase 6.8% 6.2% DPSA increase 7.5% 6.8%

15. 15

16. 16 Expenditure Allocation :Personal vs. Operational 2009/2010 2010/2011 67.5vs 32.5 70.7 vs. 29.3. This ratio is becoming increasingly wider and administration and core functions begin to suffer.

17. 17 AUDIT REPORT Findings Predetermined objectives No matters to report Compliance with laws and regulations No matters to report Internal control Leadership No matters to report Financial and performance management No matters to report Governance No matters to report

18. 18 AUDIT REPORT 2009/2010 Unqualified audit opinion for 2009/2010

19. 19 PROJECTS 2009/2010 and 2010/2011

20. 20 RESEARCH, INFORMATION AND COLLECTIONS AND EXHIBITION “Tapestry of Cultures” Cattle and their utilisation by various communities including: Zulu, Indian and settler communities Zulu culture and History Indian music and indenture labour database Coloured people in Pietermaritzburg (database) and culture Musical instruments Zulu people and French Prince Imperial Items representing various cultures in Pietermaritzburg – sourced from various collections

21. 21 Voortrekker Complex Voortrekker people and Church of the Vow Museum Journal Museum Journal Volume II Completed Museum Journal Volume III in manuscript format History of Longmarket St Girls (part of museum complex – research and collecting has begun Utilisation of Herbs – booklet published Zulu and Sotho material culture in Ncome area Temporary Exhibition: Quilts, Human Rights,Youth Day, Soccer, HIV/AIDS, Indian indentured labour History of the museum – research for book to be published in 2012 for the centenary.

22. 22 EXHIBITIONS ON THE FOLLOWING THEMES: “Tapestry of Cultures” Cattle and their utilisation by various communities including: Zulu, Indian and settler communities. This included a full size Nguni bull, applicable items, several on loan An A/V production that switches on through motion detection Musical instruments that visitors may play Zulu people and French Prince Imperial including an A/V production that switches on through motion detection Items representing various cultures Voortrekker Complex – designs begun for exhibitions Temporary exhibitions : Quilts, Human Rights ,Youth Day, Soccer, HIV/AIDS, Indian indentured labour Discovery Centre – in design phase

23. 23 LIBRARY AND COLLECTION CENTRE Over 1100 books purchased with National Lottery Distribution Trust Fund Library and Collection run on accepted international museum management standards as far as funding will permit. Control kept on: Light Cleanliness Temperatures Security Documentation Collection – 52 additional items entered into database

24. 24 EDUCATION PROGRAMMES Offered to learners on an organised basis - total learners attended (2009/2010) 11620 Education programmes and worksheets are adapted to meet requirements of the curriculum Brochures are compiled to advertise programmes on offer and distributed to schools Education Officers visit schools to advertise programmes – 84 schools School debate and mini comrades marathon organised at Ncome Discovery Centre being developed at Msunduzi/ Voortrekker (Theme: Sound)

25. 25 OUTREACH, SOCIAL DEVELOPMENT AND NATION BUILDING Special programmes were held for: Msunduzi/Voortrekker Human rights day Heritage day Wome’s day Youth day International museum’s day Day of reconciliation Ncome Day of Reconciliation – big community festivities held including dance competition (annually) Heritage day – traditional food prepared and cooking skills exhibited

26. 26 Skills development workshops held – 21 Included craft skills, product development, marketing, packaging, selling and pricing,beadwork,quilting, embroidery,grass mats, beer strainers and clay pots Craft markets held – 3

27. 27 MARKETING Website developed for both Museums Tourism Indaba - museum participates annually in this Participated in – annual Garden show, Family history fair 150 years commemoration of Arrival of Indians – temporary exhibition taken to 20 venues – reached over 25 000 people (2010/2011) Press utilised for various events and to make known developments at the museum. Interaction with various other institutions and departments : 38 (2010/2011)

28. 28 TRAINING Staff are encouraged and financially supported to undertake relevant training. Funding provided R53 446 (2009/2010) R46 931 (2010/2011) Staff are encouraged and supported to attend relevant conferences and workshops. Theses included the regional and national SAMA conferences as well as visits to Canada, USA, Iceland, Luxembourg, Ireland, Cape Town, Port Elizabeth, Johannesburg, Pretoria, Durban and Dundee. Themes covered: Museum Management, heritage, Museum education, oral history, collection management, display development and research

29. 29 CHALLENGES FACED BY THE MUSEUMS Financial as already discussed Scarce skills. The museum industry operates in a scarce skills environment, as a result a possibility always exists that competent staff may be lured away and be difficult to replace. Very high Audit fees An unusually large Council and therefore additional unbudgeted costs.