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ROBBEN ISLAND WORLD HERITAGE SITE

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Title: ROBBEN ISLAND WORLD HERITAGE SITE


1
ROBBEN ISLAND MUSEUM PRESENTATION TO THE
PORTFOLIO COMMITTEE ON ARTS AND CULTURE12
FEBRUARY 2013
2
CONTENTS
  • 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

3
1. 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

4
2. 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.

5
3. 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

6
4. 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.

7
5. 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

8
6. 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.

9
7. 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.

10
8. 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

11
9. 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.

12
10. 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

13
11. 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.

14
12. 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

15
13. 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

16
Cont....
  • 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

17
14. 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.

18
ACTION 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

19
ACTION 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

20
15. 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.

21
16. 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.

22
Cont....
  • 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.

23
17. 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

24
END
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