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Title: PRESENTATION TO THE ARTS AND CULTURE PARLIAMENTARY PORTFOLIO COMMITTEE :


1
MORAL REGENERATION MOVEMENT
  • PRESENTATION TO THE ARTS AND CULTURE
    PARLIAMENTARY PORTFOLIO COMMITTEE
  • BY THE MRM BOARD OF DIRECTORS
  • TUESDAY 24 MARCH 2015
  • HARNESSING THE MORAL WEALTH OF THE NATION

2
OUTLINE OF THE PRESENTATION
  • WHAT IS MRM?
  • EXISTENTIAL PILLARS
  • MRMS UNDERSTANDING OF MORALS
  • MRMS UNIQUENESS
  • AIMS AND OBJECTIVES
  • RECALLING THE ISSUES
  • STRATEGIC SOCIAL PARTNERS
  • MODUS OPERANDI
  • MRMS SUCCESSES
  • RECAPTURING THE SOUL OF MRM
  • MRM CHARTER OF POSITIVE VALUES
  • GOVERNANCE
  • PROGRAMMES AND PROJECTS
  • FUNDING STRUCTURE
  • CHALLENGES
  • ADDRESSING CHALLENGES
  • PORTFOLIO COMMITTEES SUPPORT FOR THE MRM
    PROGRAMME

3
EXISTENTIAL PILLARS OF THE MRM
  • To understand any organisation you need to
    examine its
  • VISION
  • A just, tolerant and moral society for the common
    good
  • MISSION
  • To initiate, facilitate and coordinate societal
    networks and programmes to regenerate and
    preserve our nations moral fibre
  • VALUES
  • Responsibility and Accountability
  • Honesty and Integrity
  • Equity and Equality
  • Respect and Tolerance
  • Environmental Awareness

4
MRMs UNDERSTANDING OF MORALS
  • MRM espouses values that act as a spiritual glue
    in society, irrespective of our mores,
    traditions, ideologies or political party
    affiliation. Professor David Kellys definition
    captures this so aptly
  • Morals are beliefs people have about right and
    wrong good and bad their aspirations for their
    lives the virtues they practice and vices they
    denounce the responsibilities and obligations
    they accept the things they feel entitled to
    the standards that govern their sense of fair
    play the ideals that shape their sense of what
    is worthy
  • In 1997 Nelson Mandela warned us against
    unethical behaviour which negated the fundamental
    objective of the national democratic revolution.
    He singled out
  • Corruption, criminality, tax evasion, venality,
    theft, disrespect for human life, fraud, rape,
    the abuse of women and children, unbridled
    self-gratification, drunkenness, extortion and
    family breakdown, much of it touched by violence,
    the outward forms of a diseased social climate
    which affects all of us
  • Today we would add the cancer of rampant
    materialism

5
MRMS UNIQUENESS
  • INCLUSIVITY
  • CROSS-CUTTING
  • CIVIL SOCIETY DRIVEN AND SUPPORTED BY GOVERNMENT
    AND OTHER SIGNIFICANT SECTORS
  • THE DEPUTY PRESIDENT OF THE REPUBLIC IS THE
    PATRON OF THE MOVEMENT

6
WHAT IS MRMAIMS AND OBJECTIVES
  • A networking forum to facilitate and coordinate
    initiatives aimed at moral/ethical renewal and
    transformation. Working with and through local
    structures in communities, the MRM seeks to
    promote local action and commitment from within
    the various communities and institutions.
  • As a civil society movement, the Moral
    Regeneration Programme gives an opportunity to
    all to redouble our efforts to pay special
    attention to challenges of development, social
    inequalities, poverty, unemployment, culture,
    education, classism, gender violence, sexism,
    patriarchy etc.

7
WHAT IS MRMAIMS AND OBJECTIVES
  • OBJECTIVES
  • To diagnose the past and present state of the
    moral crisis in South Africa
  • To reflect on strategies and measures to
    reconstruct the social values of the new
    democratic South Africa
  • To facilitate the evolution of a dynamic mass
    movement to help and support the civil
    society-government initiative in planning an
    effective programme of action for the renewal of
    our society
  • To design a vigorous programme of action for a
    sustainable moral regeneration campaign
  • To promote national advocacy for the creation of
    an ethical, caring and corruption-free society
  • To strengthen the foundations of our hard-won
    freedom and democracy by building a strong moral
    society based on a common code of ethics and
    behaviour. Good governance is built on sound
    ethical values.

8
WHAT IS MRMAIMS AND OBJECTIVES
  • INTENDED OUTCOMES
  • To produce a national programme of action that
    will be assigned top priority in the countrys
    national and provincial agenda in the medium term
  • To adopt a strategy that will influence the media
    to play a fundamentally important role in sharing
    the message of the Moral Regeneration Movement
    with the population at large
  • To create a partnership-oriented programme
    involving the coordinated and broad-based
    participation of civil society and the private
    and public sectors
  • To design comprehensive strategies based on the
    multi-dimensional nature of the issues that are
    fundamental to the lasting solution of
    eradicating the social and economic ills in our
    society
  • To promote a good governance ethos in all sectors
    of society

9
RECALLING THE ISSUEShighlighted at its launch
in 2002
  • Building and Strengthening the Family
  • Developing and Nurturing Ethical Leadership in
    all spheres of society
  • Combating Crime and Corruption deal with root
    causes
  • Values in Education foreground to moral
    formation
  • Riches and Poverty reduce the inequality gap
  • Positive Images in the Media
  • Gender Transformation
  • Focusing on the Youth support their energy and
    creative spirit
  • Religion encourage tolerance

10
WHY RESTRUCTURING
  • Its universal practice to constantly review
    performance of organisations to ensure relevance
    how best to fulfil its mandate gives you
    opportunity both to correct mistakes and refocus
    and give additional impetus to performance
    especially in a transitional stage that South
    Africa is going through.
  • MRMs Experience to date
  • POSITIVE
  • MRM broadly welcomed and accepted by all some
    critical of it for the wrong reasons BUT NOT
    MRM per se. The Impact Study done by DAC, gives
    evidence to that.
  • Some Members of Parliament have supported and
    continue to support MRM officially and privately.
  • NEGATIVE
  • MRM seen to be too close to government all
    provincial coordinators are employed by province
    or municipalities. Through control of its
    resources, coordinators tend to blur the lines of
    accountability between their government
    programmes and MRM initiatives.

11
WHY RESTRUCTURING
  • MRMs Experience to date
  • NEGATIVE
  • Attitude of political heads influence success or
    failure of the MRM in their area of jurisdiction
    that reinforces the perception that MRM is a
    government programme. People critical of
    government or its public representatives lump MRM
    with their behaviour.
  • The biggest challenge is to root/entrench MRM in
    the places where ordinary people live, work,
    worship, meet in their wards, do business,
    entertain themselves, learn school higher
    education, and of course in organised political
    environments political parties, parliament,
    judiciary and executive. MRM cannot be run from
    plush offices in the cities. If it is to be
    owned and internalised by the people it must be
    grounded!

12
RETURNING MRM TO THE PEOPLE
  • How does MRM plan to return to the people?
    Through elective provincial conferences to
  • Elect leadership committees whose main function
    is to come up with annual or periodic programmes
    of action.
  • To facilitate the devolution of MRM to the
    door-steps of the residents or places where they
    congregate regularly.
  • Supervise the working of the local/ground
    structures as well as in the broader provinces or
    municipalities.
  • Encourage local structures to engage their public
    representatives especially in matters of public
    participation.
  • Urge MRM structures to work with other structures
    in their neighbourhood and participate in
    provincial and national campaigns.

13
RESOURCES NEEDED FOR RESTRUCTURING
  • What resources are needed for the MRM
    Restructuring Programme?
  • Modest/enough office space to accommodate
    meetings, ICT infrastructure and basic office
    equipment.
  • Provincial and Regional coordinators
  • Transport facilities
  • Workshops, seminars and programmes
  • Preparations for elective conferences in the nine
    provinces, actual elections venue, catering,
    travel, documentation, branding, security etc.
  • REMARKS
  • The first three or four years of the
    Restructuring will require support. However, it
    is anticipated that external support will
    progressively diminish. Established local
    structures a là street/areas can be run very
    cost effectively, partly because people wont
    need money to attend a neighbourhood meeting.
    They can congregate in a neighbours house, or
    municipal facility or school classroom or church.
  • Provincial Elective Committees will be encouraged
    to mobilise their own resources for their
    ordinary routine activities.
  • The Restructuring Programme will be subject to
    regular review.

14
STRATEGIC SOCIAL PARTNERS
  • FAMILIES
  • GOVERNMENT
  • Arts and Culture and other relevant departments
  • Correctional Services, Education, SAPS, SANDF
  • CHAPTER 9 INSTITUTIONS
  • PEER ORGANISATIONS
  • CIVIL SOCIETY
  • MEDIA
  • POLITICAL ORGANISATIONS
  • SOCIALISING INSTITUTIONS
  • BUSINESS
  • FILM AND PUBLICATION BOARD
  • NATIONAL HOUSE OF TRADITIONAL LEADERS
  • NATIONAL HERITAGE COUNCIL
  • CRL COMMISSION
  • SABC
  • ORGANISED LABOUR
  • NGOS
  • SALGA

15
MODUS OPERANDI
  • Routine
  • Regular programmes and interaction with
    stakeholders
  • workshops, social dialogues, national
    conference, pilot programmes e.g. youth
    programme
  • Outstanding Achievements
  • 2004 MRM Panel of Experts, played a key role in
    the research and production of the Charter of
    Positive Values document. They included
  • Professor. Charles Villa-Vicencio
  • Professor. Martin Prozesky
  • Honourable Minister Naledi Pandor
  • Professor. Paulus Zulu
  • Professor. Smangele Magwaza
  • Professor. David Mosoma

16
MODUS OPERANDI
  • Mr. Jody Kollapen
  • Mr. Kenny Fihla
  • Ms. Chana Pilane-Majake
  • Mr. Mandla Mthembu
  • Father Smangaliso Mkhatshwa
  • 2008 Adoption of the Charter of Positive
    Values at the Waterkloof Airforce Base,
    Pretoria over 3000 delegates attended from
    all walks of life
  • 2009 Launch of the MRM July Month
  • 2011 MRM Impact Study Report is awaited
  • 2013 MRM/Social Cohesion Summit North West
    Province
  • 2014 MRM 2014 General Election Ethics
    Charterground - breaking document

17
SUCCESSES
  • Development of the Charter of Positive Values
  • Presentation of the Charter of Positive Values to
    Hon. NR. Mandela 25 July 2008
  • Adoption of the Charter of Positive Values 29
    July 2008
  • Mainstreaming of MRM in the Department of
    Correctional Services White Paper on
    Corrections 2005 as amended. Chapter 3
  • Mainstreaming of MRM in the Department of Social
    Development Framework of Positive Values
  • Strong Stakeholder Relations Social Partners
    some Provinces
  • Official launch of the MRM Month July 2009
  • Launch of the MRM Youth Programme 2011
  • Unqualified Audits
  • Adoption of the Charter of Positive Values by the
    Social Cohesion Summit 2012

18
RECAPTURING THE SOUL OF MRM
  • Twelve years after it was founded, it has become
    imperative for the MRM to expand its parameters
    of operation by being
  • at the centre of collective activism for moral
    regeneration initiatives aimed at building an
    ethical and morally conscious community.
  • This implies that MRM must
  • Lead and initiate discourse on issues of
    morality. Today everyone is concerned about the
    deterioration of the moral fibre of our nation.
    This has become more urgent than ever before.
  • Research and gather information on public ethical
    issues.
  • Engage the parliamentary processes where laws,
    good or bad are made.
  • Raise its voice when issues become ethically
    detrimental especially to the young people and
    the less educated.
  • Lend its support when the smooth running of the
    body politic is under threat e.g. the chaos in
    parliament.

19
MRM CHARTER OF POSITIVE VALUES
20
MRM CHARTER OF POSITIVE VALUES
  • The Charter of Positive Values constitutes a
    framework of ethical and moral reference for all
    South Africans. The specific objectives of the
    Charter include
  • Generating a moral vision for South Africa by
    defining what constitutes morality and rightful
    conduct thus laying the foundation for
    commitment
  • Conscientising the South African society to take
    collective responsibility for developing a
    framework for a South African Code of Conduct
    and
  • Restoring and anchoring values in the
    constitution, including respect for human rights
    and accepting accountability for ones being and
    actions.
  • The Charter was adopted on 29 July 2008 at
    Waterkloof Airforce Base with resounding national
    success.

21
MRM CHARTER OF POSITIVE VALUESFOUNDING
PHILOSOPHY AND PREAMBLE
  • We have crossed the historic bridge from
    inequality and conflict to a society grounded in
    common citizenship and in pursuit of equality. We
    reflect on the diverse journeys and cultures that
    have brought us to liberation and democracy, and
    commit ourselves to those ideals and ethical
    values that unite us in our diversity.
  • Within this common commitment, born in struggle,
    dedicated to the healing of past wounds,
    affirming the dignity of all, and in pursuit of
    the social and material security of our people,
    we pledge ourselves to defend and uphold the
    values contained herein. We do so recognising
    that our future is dependent on the protection of
    the environment and the welfare of all who live
    within our borders, inhabit the African continent
    and constitute the broader family of nations.
  • Committed to the spirit of Ubuntu, which
    underlies our democracy and embedded in our
    constitution, we dedicate ourselves as a nation
    to

22
MRM CHARTER OF POSITIVE VALUESVALUES ESPOUSED
  • Remembering the hostilities and prejudices that
    characterise our past, we recognise the fragility
    of social relations in our new democracy. This
    requires the affirmation of such minimal positive
    values to which all peaceful South Africans can
    aspire as a basis for reaching out to one another
    in the spirit that gave our nation birth
    knowing that South Africa belongs to all who
    dwell within it.
  • Respect Human Dignity and Equality
  • Promote Responsible Freedom, the Rule of Law and
    Democracy
  • Improve Material Well-being and Economic Justice
  • Enhance Sound Family and Community Values
  • Uphold Honesty, Integrity and Loyalty
  • Ensure Harmony in Culture, Belief and Conscience
  • Show Respect and Concern for all People
  • Strive For Justice, Fairness and Peaceful
    Co-Existence
  • Protect the Environment

23
GOVERNANCE
  • MRM BOARD OF DIRECTORS
  • Father. Smangaliso Mkhatshwa Chairperson
  • Ms. Ntombazana Botha
  • Mrs. Chana Pilane-Majake
  • Mrs. Bessie Lilian Tugwana
  • Dr. Lesley-Ann Foster
  • Mr. Selaelo Josias Nkube
  • Mr. Sandile Seth Mazibuko
  • AUDITORS
  • Kwinana and Associates
  • CHIEF EXECUTIVE OFFICER
  • Vacant

24
GOVERNANCE
  • CURRENT STAFF COMPLEMENT
  • Chief Operations Officer
  • PA / Administrator
  • Bookkeeper / Receptionist
  • Communications Officer
  • Projects Coordinator
  • x3 Regional Coordinators
  • Region 1 Gauteng, Free State Northern Cape
  • Region 2 Limpopo, Mpumalanga North West
  • Region 3 KwaZulu Natal Eastern Cape
  • Region 4 Western Cape
  •  

25
GOVERNANCE
  • PROVINCIAL EXECUTIVE COMMITTEES
  • LOCATION IN THE PROVINCES no hard and fast
    rules
  • Premiers office
  • Executive / Mayors office
  • Speakers office
  • MECs office 
  •  For the MRM national office to function
    optimally there is a need for increased funding
    as this would assist with a full staff complement
    as per the organogram of the Movement.
  • Below is an organogram which was approved by the
    Board of Directors in principle, but is subject
    to review.

26
APPROVED MRM ORGANOGRAM
27
PROGRAMMES AND PROJECTSNote some of the
programmes have been suspended due insufficient
financial and human resources
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM COMMUNICATION PROGRAMME MRM Billboards, Radio Adverts and MRM Short Film to communicate the different values of the Charter MRM Communication Subcommittee Families Schools Institutions of Higher Learning Business 2013-2014 ongoing National Lotteries Board SABC   R3 350k 45 of society and particularly youth to recognise and identify with the principles/values in the Charter of Positive Values
MRM PROJECT 2020 (see concept document and specific sector proposal) Basic programme of MRM to let different sectors of SA society reflect and refocus on the moral health of the nation 20 years into democracy and come up with intervention strategies for the next 20 years with 4x priorities for the first year MRM Head Office through MRM Regional Co-ordinators and structures Different sectors including youth, men, women, children business, media, traditional leaders, etc. 2014-2015 SAB Masimanyane Womens Support Centre NHTL University of Johannesburg SAPS Various FET Colleges and other partners Funding of dialogues, legkotlas, seminars etc. Identify 4 priority areas for intervention that each sector will conduct to enhance positive values in society Present the outcomes to the Deputy President and later present to all party leaders and different sectors of the country by April 2015 when we celebrate Freedom day Communicate the Charter of Positive Values
28
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM DAC Social Cohesion Programme  (see full Proposal) To implement Resolution 1, 8, 9, and 10 of the Social Cohesion Summit of 2012     MRM   Different sectors including youth, men, women, children business, media, traditional leaders, etc. 2014-2016 DAC, Provinces, Municipalities MRM social partners     R18 630k Working together with the Department of Arts and Culture in particular to popularize the Charter of Positive Values in order to achieve social cohesion.
MRM Partnership with SALGA on certain Projects and Campaigns To make Councillors champions of the Charter of Positive Values  Build citizenry instead of client attitude of communities  To improve and enhance moral structures and systems of local government Conflict Resolution mechanisms  To re-establish structure of consultation and communication between community and councillors  Redevelopment of Charter of Election Ethics for the forthcoming local government elections MRM Special Projects Local government and their communities still in negotiation SALGA Various Municipalities Human and financial resources still in negotiations Improved and effective local leadership Effective conflict resolution mechanism Reduction of violent service delivery protests Developed and distribution of Charter of Election Ethics for the forthcoming local government election six months before the elections
29
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
RIA FHATANA PROJECT Lets develop each other This is a Community, local Business/Industry and Municipality Support Programme to reduce violent conflict related to service delivery Conflict Resolution mechanisms and develop each other MRM Special Projects Local government and their communities including local business and industry On-going Concentric Alliance Human and financial resources Conflict Resolution mechanisms Reduction of violent service delivery protests
MRM Establishment of partnership with institutions of Higher Learning To enhance MRM research and philosophical competency of MRM and programmes To use the institutions as means of spreading the Charter of Positive Values To use particularly FET Colleges to also spread and implement the Charter of Positive Values MRM Special Projects Institutions of Higher Learning 2014-continuous Department of Higher Education  HESA  Universities FET Colleges Human and financial resources Each Institution allocated responsibility on the work of MRM by beginning of 2015
30
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM Workshops on Crime Prevention and Support for Victims of Crime To reduce levels of and finally eliminate crime in South Africa through social dialogues, awareness campaigns, roadshows all this culminating in Crime Prevention Summits MRM national office Various communities 2014-2017 Organs of civil society youth organisations, learners in school, tertiary students, fbos, unions, traditional leaders, and councillors state organs R8269k MRM Think Tank Training Manual Finance Media Venue   To reduce levels of and finally eliminate crime in South Africa.
MRM Workshops and Social Dialogues with civil society organisations as well as Awareness Campaigns dedicated to specific months e.g. Womens month, Youth etc. Social Dialogues on the Charter of Positive Values. As well as Awareness Campaigns targeting specific issues such as Womens Month, Youth Month, Heritage Month etc. MRM national office Various Sectors to whom certain calendar months have been dedicated e.g. Women, Youth, Children, Families 2014-2017 Organs of civil society youth organisations, learners in school, tertiary students, fbos, unions, traditional leaders, and councillors State organs R16141k MRM Think Tank Indigenous Knowledge Systems Facilitators Motivators Venues   To engage communities and significant civil society groupings on issues affecting identified sectors as well as assisting communities to establish victim support groups and develop programmes on mentoring and coaching victims of violence using various methodologies such as house visits.
31
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM Community Mobilisation Programmes, Workshops, Dialogues, Seminars and Media Campaigns To assist communities to fight corruption in all sectors of society by Combating purposeful wasteful expenditure by government officials Fighting the culture of poor service delivery Discouraging nepotism cadre deployment appointment of relatives and friends into government and parastatals positions Fighting fraud and theft among officials in government Eliminating irregularities in tendering for government jobs. MRM National Office Government departments Business Traditional Leaders Public Service Administration   2014 - 2017 Government departments Auditor General Scopa Legislature Chapter 9 Institutions SARS NGOs CBOs Media R5792k Research Media The Press  
32
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM Workshops and Social Dialogues to address all forms of discrimination against the significant other To assist communities to address and prevent all forms of discrimination against significant others by Conducting social dialogues on race, ethnicity, xenophobia, classism, sexism, political, religious ideologies etc. Mounting awareness and advocacy campaigns on the above topics Conducting inter-cultural programmes in schools and other arenas. MRM National Office                                 Communities at large 2014 - 2017 Civil society organisations Business Government departments Political parties Schools Universities R1491k Civil society groupings youth, women, fbos, sporting bodies   To address and prevent all forms of and discrimination against significant others through dialogue and awareness campaigns.
33
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM to assist with Social Cohesion Resolution 1 To mobilise society in its entirety to work together to build a caring and proud society based on shared values and a vision informed by the following principles Constitutional democracy Ubuntu Human rights and equality Non-racialism, non-tribalism and non-sexism Inclusivity and social justice Intercultural and community cooperation Civic responsibility etc. MRM National Office South African community in its entirety 2014 - 2016 DAC Social Cohesion Civil society Business FBOs CBOs Government departments   R4843k Facilitators Coordinators Charter of Positive Values Venues Stationery MRM Think-Tank Close interaction with communities to raise awareness and facilitate intervention strategies creating a conducive environment to enable social cohesion.
34
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM to assist with Social Cohesion Resolution 8 To popularise the Charter of Positive Values through Educational Campaigns. To work with DAC Advocates to promote positive values as part of 20years, to be visible on national days. MRM National Office Different sectors of society 2014 - 2016 DAC Social Cohesion Presidency Civil Society Other significant stakeholders R7019k Charter of Positive Values in all languages including Braille Popularize the Charter of Positive Values to make it a living and working document by engaging communities on the practicality of the Charter. MRM also to engage in roadshows and campaigns, arrange and coordinate structured interviews.
MRM to contribute significantly to Ubuntu, Heritage and Social Cohesion Awards Resolution 9 To encourage communities and individuals to do good keeping in mind that there are rewards for doing so. MRM national office MRM Partners Provinces and local municipalities Local structures Civil society   2014 - 2016 DAC Social Cohesion Other relevant stakeholders R845k Clear MoU inputted by MRM and DAC stipulating clear selection criterion   MRM to assist in identifying and recognizing individuals and groups that promote social cohesion and nation building. MRM to assist with the facilitation of the identification of honourees from communities working with MRM structures and social partners and to encourage DAC to expand awards.
35
PROGRAMMES AND PROJECTS
PROJECT Focus Area RATIONALE RESPONSIBLE TARGET GROUP TIME PARTNER S Budget /Cost and Resources OUTCOME S
MRM to develop a nation building project management manual and toolkit for application by practitioners at all levels. To make critical inputs, popularise and distribute the Manual and Toolkit. MRM national office Provinces Local Municipalities Civil society 2014 - 2016 DAC Social Cohesion SALGA R5923k Webmaster Roadshows Mobile Truck Manual Toolkit MRM to make critical inputs and assist to familiarize and distribute the Nation Building Manual.
MRM UNITED NATIONS HUMAN RIGHTS COMMISSION To make critical inputs on integration of foreign nationals into South African society. MRM and UNHRC Provinces Local Municipalities Civil Society 2015- ongoing United Nations Human Rights Commission To achieve social cohesion, by enabling smooth integration of foreign nationals into the South African Community.
36
MRM FUNDING STRUCTURE
  • MRM is funded by government through DAC as
    decided by Cabinet
  • Financial Year Date Received Amount Received
  • 2002 2003 03 April 2003 R2 009 037
  • 2003 2004 23 July 2003 R2 000 000
  • 2004 2005 30 September 2004 R2 000 000
  • 2005 2006 28 September 2005 R1 700 000
  • 2006 2007 15 August 2006 R 699 000
  • 15 December 2006 R 639 000
  • 2007 2008 23 August 2007 R4 147 000
  • 2008 2009 05 February 2009 R2 191 000
  • 09 April 2009 R2 191 000

37
MRM FUNDING STRUCTURE
  • Financial Year Date Received Amount Received
  • 2009 2010 15 July 2009 R2 000 000
  • 29 January 2010 R2 000 000
  • 2010 2011 15 September 2010 R1 500 000
  • 03 December 2010 R1 500 000
  • 2011 2012 02 November 2011 R1 500 000
  • 09 February 2012 R1 500 000
  • 2012 2013 18 October 2012 R2 000 000
  • 15 February 2013 R1 150 000
  • 2014 2015 22 October 2013 R2 300 000
  • 28 March 2014 R1 000 000
  • 2013 - 2014 21 November 2014 R2 000 000
  • 12 March 2015 R1 500 000

38
MRM FUNDING STRUCTURE
  • Financial Year Date Received Amount Received
  • 2014 2015 still awaiting funding

39
CHALLENGES
  • Funding and Resourcing
  • The annual allocation from the Department of Arts
    and Culture diminishes each year and barely
    covers the administrative costs of the Movement a
    commitment made by government via Cabinet to
    assist with the running costs of the MRM.
  • Instability of Provincial Structures
  • Provincial committees are unstable as most are
    dependent on the political climate of the day and
    changes to this weaken MRM structures. It takes
    time for incoming personnel to understand the
    work of MRM. Provincial Coordinators are not
    accountable to MRM national office but rather to
    their employers.
  • Staff Complement
  • The work of the MRM is further impeded by a thin
    staff complement. Currently the MRM national
    office runs its national programme with a staff
    complement of eight.
  • Public Perceptions
  • Aggressive marketing is required to correct the
    wrong perception that MRM is a government agency
    or a religious entity.
  • Communication and Marketing of MRM
  • The MRM developed a Communication Strategy, which
    due to a lack of resources has remained
    unimplemented. Communication is a key vehicle for
    MRMs ability to create awareness, disseminate
    information and promote the Charter of Positive
    Values. MRM as a result suffers
    poor-visibility.

40
ADDRESSING CHALLENGES
  • Funding and Resourcing
  • MRM has made rigorous attempts at Fundraising by
    approaching Business and other government
    department to solicit funding for the Moral
    Regeneration Programme.
  • Instability of Provincial Structures
  • The MRM Board of Directors did some introspection
    and has now embarked on a national restructuring
    programme to address this issue and the Movement
    holistically and return MRM to its original
    mandate to be civil-society driven and government
    supported.
  • Staff Complement
  • Through fundraising and the restructuring process
    MRM hopes to have a full staff complement as
    outlined in the organisations Organogram.
  • Public Perceptions
  • Aggressive marketing is required to correct the
    wrong perception that MRM is a government agency
    or a religious entity. This will be done by
    sharing forums with stakeholders and through
    MRMs programmes such as the MRM July Month.
  • Communication and Marketing of MRM
  • Fundraising and responding to topical issues will
    enable visibility of the Movement.

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PORTFOLIO COMMITTEES SUPPORT FOR THE MRM
PROGRAMME
  • LOBBYING
  • Portfolio Committee requested to lobby Treasury
    and Cabinet for more funding for the MRM which
    after all has been endorsed by this government
    Presidency, Cabinet Ministers, Premiers, and
    SALGA who have publicly expressed support for
    the MRM and other initiative to fight moral
    decay. How can this translate into tangible
    Rands and Cents.
  • Support the speedy signing of the draft MoUs with
    Cabinet and DAC as a whole
  • These MoUs are ready and only await the signing
    by the parties.
  • Ensure that MRM is adequately resourced
  • This Portfolio Committee then chaired by the then
    Hon. Farisani made a commitment to ensure the MRM
    was adequately resourced. Can this Portfolio
    Committee implement that Resolution?
  • Facilitate regular interaction with MPs
  • The modality of this interaction can be worked
    out quite easily.

42
REMEMBER!
  • As we celebrate the 21st anniversary of our
    democracy,
  • We Must Work Towards
  • Building A Caring Society!
  • THANK YOU

43
CONTACT DETAILS
  • T 011 403 3559
  • F 011 403 3457
  • E sethm_at_mrm.org.za
  • W http//www.mrm.org.za
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