Title: ROBBEN ISLAND WORLD HERITAGE SITE
1ROBBEN ISLAND MUSEUM PRESENTATION TO THE
PORTFOLIO COMMITTEE ON ARTS AND CULTURE12
FEBRUARY 2013
2CONTENTS
- Purpose
- Introduction
- RIM Guiding Documents
- Integrated Conservation Management Plan
- Legislative Framework
- Governance
- Management
- Strategic Principles
- Outcome Oriented Strategic Objectives
- Organisational Structure
- Visitor Figures
- Achievements
- Challenges
- Action Plan
- Key Strategic Priorities, 2013-2016 MTEF
- Progress on Audit Findings
- Historical Perspective on Audit Findings
31. PURPOSE
- To present to the Portfolio Committee on Arts and
Culture progress on Audit Findings for the
2011/2012 financial year and Key Strategic
Imperatives which are meant to take the museum
into the future
42. 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 a 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.
53. 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 Cultures Strategy
(incorporating Mzansis Golden Economy) - Service Delivery Outcomes of the Minister of Arts
and Culture. - UNESCO Mission Reports
64. Integrated Conservation Management Plan (ICMP)
- RIM completed its first five year Integrated
Conservation Management Plan (ICMP) in 2007. - Currently finalising the review and compilation
of the Second ICMP for 2013-2018. - New ICMP to prioritise conservation of RIM as a
multi-layered cultural landscape. - Development of a strategic approach to
presentation of a multilayered history. - Review of Robben Island Narrative (Interpretation
Plan) and Visitor Management Plan - New ICMP to be submitted to UNESCO in February
2013.
75. LEGISLATIVE FRAMEWORK
- National Heritage Resources Act, 1999
- Cultural Institutions Act, 1998
- World Heritage Convention Act, 1999
- National Environmental Management Act, 1998
- Cape Nature and Environmental Conservation
Ordinance, 1974 - Conservation of Agriculture Resources Act, 1983
- Marine Living Resources Act, 1998
- Environmental Conservation Act, 1989
- Sea-shore Act, 1935
86. GOVERNANCE
- The RIM Council exercises strategic oversight in
accordance with the Cultural Institutions Act and
the Public Finance Management Act. - The current Council, which consists of 13
members, was appointed in March 2010. Chairperson
(Ms Thandi Modise) and Deputy Chairperson (Mr Ben
Martins) resigned in 2010 and 2012 due to
government commitments. - The new Chairperson, Mr Sibusiso Buthelezi, was
appointed in September 2012. - The term of the current Council has been extended
until March 2016. - Audit Committee was appointed in October 2009.
New Committee was appointed in December 2012 to
serve for a period of 3 years. - Council appointed internal auditors, Ernst and
Young in August 2010 for a period of 3 years. - Council and Committee Charters approved during
the 2010/2011 financial year.
97. MANAGEMENT
- Council appointed the CEO, who started in
November 2010. - The CFO started in January 2011.
- Other management appointments RIM in the process
of appointing the following officials Chief
Heritage Officer, Heritage Senior Manager,
Education Senior Manager, Tourism Senior Manager,
Ferry Operations Senior Manager and Conservation
Architect.
108. STRATEGIC PRINCIPLES
- Alignment of the Strategy, Structure and Budget
- Allocation of resources in favour Heritage
Conservation in line with the ICMP - Linking institutional performance with employees
performance - Monitoring and Evaluation of performance on a
continuous basis - Quarterly performance reporting to Council and
the Department of Arts and Culture - Annual Reporting to Parliament
119. OUTCOME ORIENTEDSTRATEGIC OBJECTIVES
STRATEGIC PLAN AND ICMP 2013-2018
- Projects and Services that expose visitors to the
multi-layered history of the Island are improved,
developed and implemented - Robben Island developed and maintained as a WHS
and a symbol of Human Rights and Development - RIM established as A University of Life.
- RIM managed as a world class, sustainable WHS in
compliance with appropriate financial,
operational and reporting criteria.
1210. ORGANIZATIONAL STRUCTURE
- RIM personnel stands at 245 (202 permanent).
- More than 90 employees were absorbed during the
2010/11 financial year. - In addition to Corporate/Administration RIMs 8
departments are - Human Resources
- Marketing
- Ferries
- Estate (Property Maintenance, Transport, Cargo)
- Tourism Services
- Heritage and Natural Environment Conservation
- Public Heritage Education
- Finance
1311. VISITORS FIGURES
- 2009/2010 329, 641
- 2010/2011 348, 151
- 2011/2012 352, 229
- It is envisaged that a more reliable ferry
system, events and conferencing programme, and a
visitor management plan will help in increasing
the number of visitors to the island.
1412. ACHIEVEMENTS
- Relative stability of Labour Relations
- Attainment of Unqualified Audit Opinions,
2010/2011 and 2011/2012 - Strengthening of corporate governance and
financial controls - Stabilisation of ferry operations
1513. CHALLENGES
- Current Narrative not standardised, inclusive,
holistic and balanced. - History of Prioritisation of Structure before
Strategy - Huge staff expenditure due to staff absorption
during 2010/2011 financial year. - Staff expenditure exceeds DAC subsidy.
- Past employment practices led to mismatch between
personnel, responsibilities and RIMs strategic
objectives this has led to an unpleasant
environment which saw RIM Executive taking
disciplinary action against senior managers - Two strikes in 1 year during 2011/2012 financial
year. A matter of serious concern for a museum
and as a World Heritage Site - Business model has not been reviewed since 1997.
- Lack of Fundraising strategy
- Legacy of no alignment between Strategy,
Structure and Budget
16Cont....
- Restricted access to the island
- No capacity to protect 1 Nautical mile
- Ferry Operations increases exposure to financial
and reputational risks - Poor state of maintenance of the island due to
the reliance on the Department of Public Works.
Robben Island is the only World Heritage Site in
South Africa whose delivery of services to
international and local tourists depends on
Public Works. - Inadequate Events and Hospitality expertise
leading to loss of business opportunities - Lack of culture of Performance and Customer Care
which results in lack of accountability and poor
performance reporting
1714. ACTION PLAN
- Development and Implementation of a Turnaround
Strategy - Review of the Organisational Structure
- Development of a Performance Management System
(including job profiles and performance
contracts) - Development of a new Recognition Agreement
between RIM and trade unions (including formation
of a Workplace Forum). - Enhancement of internal Capacity to develop plans
for the maintenance of RIM infrastructure and
capital works projects (establishment of a
Project Management Unit) - Development of a Plan to address island
maintenance given challenges posed by relying on
the Department of Public Works.
18ACTION PLAN (continued)
- Implementation of the Management Imperatives
contained in the 2013-2018 ICMP - Address shortcomings in Conservation,
Interpretation and Visitor Management The new
ICMP has developed frameworks for strategic
areas. - New Operating Model for the Ferry operations The
process of reviewing options has commenced and
will ensure a link between Ferry Operations and
the Visitor Management Plan - Establishment of a Business Development Unit to
manage Events and Hospitality
19ACTION PLAN (continued)
- Strategy to enhance Fundraising Capacity is being
developed Initiatives to form strategic
partnerships with the Private Sector have already
started - Formalisation of partnerships with SAHRA, City of
Cape Town, DAFF. Discussions started in 2011 to
address challenges with Conservation of Heritage
Resources Disaster Management - and Protection of 1 Nautical Mile
- Finalisation of User Agreement with Ex-political
Prisoners Reference Groups and clarification of
role of Ex-Political Prisoners - Discussions are underway to address issues which
relate to the relationship between RIM and EPPs,
and the issue of Intellectual Property in respect
of their stories RIM Council and the National
Ex-Political Prisoners Association (EPPA).
Efforts are being made to involve the private
sector to partner with the EPPA
2015. KEY STRATEGIC PRIOITIES,2013-2016 MTEF(as
identified during a meeting between theMinister
of Arts and Culture and the RIM Council in 23/10/
2012
- Development of a Turnaround Strategy
- It should be acknowledged that efforts that have
been made by the Council and management of RIM
since 2010 constituted the first phase of
Turning around Robben Island Museum. - The first phase was Stabilization and the second
phase will focus on Growth - This phase will have implications in respect of
human and financial resources - The following were identified as KEY pillars of
the Turnaround Strategy -
- 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 RIMs capacity to host Events and
Conferences - New budgeting system in respect of maintenance of
infrastructure at Robben Island. RIM exploring
the option of using 15 of own revenue to address
this challenge. This option might be reviewed if
the Facilities Management Contract begins during
the 2013/2014 financial year - Organizational Review in order to implement
organizational strategic objectives as identified
in the 2013-2018 ICMP.
2116. Progress on addressing Audit Findings
performance information
- There is now a designated Senior Manager
responsible for ensuring adherence to performance
information reporting processes. - A new format for reporting performance was
introduced and communicated to all Senior
Managers. - A system to store evidence for performance
information has been introduced. - During compilation of the Quarterly Report
cross-reference is made to the Annual Performance
Plan (APP) to ensure consistency between reported
performance and the APP. Any issue of concern is
raised immediately with the Senior Manager
concerned.
22Cont....
- A record is kept of issues of non-compliance
encountered during compilation as well as
intervention made to address non-compliance. - The policy manual on monitoring and evaluating
performance will be refined and workshopped with
all HODs - A procedural manual will be developed to guide
when documenting performance information . - As part of performance agreement Line managers
will be held accountable for adherence to
performance information reporting.
2317. HISTORICAL PERSPECTIVE OF RIMs AUDIT OUTCOMES
2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12
QUALIFIED QUALIFIED DISCLAIMER QUALIFIED QUALIFIED UNQUALIFIED UNQUALIFIED
2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11
UNQUALIFIED QUALIFIED QUALIFIED DISCLAIMER QUALIFIED QUALIFIED UNQUALIFIED
24END