1 / 31

Presentation to the Portfolio Committee of Arts and Culture Cape Town, 21 April 2015

This presentation to the Portfolio Committee of Arts and Culture discusses the Nelson Mandela Museum's vision, mission, values, and strategic goals for the next 5 years. It also outlines the museum's legislative and policy mandates, as well as its various programmes and strategic objectives.

mkaminski
Download Presentation

Presentation to the Portfolio Committee of Arts and Culture Cape Town, 21 April 2015

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Presentation to the Portfolio Committee of Arts and Culture Cape Town, 21 April 2015 Nelson Mandela Museum, Mthatha

  2. Background • 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. Background Continue • 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. Vision Inspire positive change in society through the legacy and values of Nelson Mandela

  5. Mission 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. Values • 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. Legislative and Policy Mandates • 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. Main legislative mandates • 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. Main Policy Mandates • 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. Museum Programmes 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 Strategic Goals Sub-Programme

  11. Continue from previous slide 3. Vibrant programming that promotes the economic opportunities for the community 4. Sound and effective governance 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

  12. Museum Strategic Goals 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 Strategic Outcome Goal Goal Statement

  13. Continue from previous slide 3. Vibrant programming that promotes the economic opportunities or the community 4. Sound and effective governance • 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

  14. Strategic Objectives of NMM • 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. Strategic Objectives Cont… • 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. Performance Indicators and Targets Performance Indicator Target over 5 years 60 60 500 Number of learning platforms and conversations held Number of geographical locations reached (travelling exhibitions) Number of collections researched

  17. Performance Indicators and targets Cont… 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 • 8 sites • 5 learning materials • 15 engagements • 15 expos and shows • 2 strategies, 15 activities implemented

  18. Performance Indicators and targets Cont… 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 20 Council meetings 100 committee meetings 5 initiatives 14 policies 5 Unqualified audit outcomes

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

  20. Annual Performance Indicators and Annual Targets • Number of learning platforms and conversations held • Number of geographical locations reached • Number of collections researched • Number of sites included in the National Heritage Liberation Route • 12 platforms • 12 locations • 100 items • 2 sites Performance Indicator Annual Target 2015/16

  21. Annual Performance Indicators and Annual Targets Cont… 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 1 learning material 3 community engagement 3 expos and shows 1 strategy 3 activities

  22. Annual Performance Indicators and Annual Targets Cont… 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 • 4 Council meetings • 20 committee meetings • 1 strategy • 1 initiative • 6 policies and procedures

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

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

  25. BUDGET

  26. BUDGET CONT…

  27. BUDGET CONT…

  28. Budget for the 2015/16 financial years

  29. Budget for the 2015/16 financial years cont…

  30. Budget for the 2015/16 financial years cont…

  31. Thank you for the opportunity to present

More Related