NELSON MANDELA NATIONAL MUSEUM

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NELSON MANDELA NATIONAL MUSEUM

• PRESENTATION TO PORTFOLIO COMMITTEE ON ARTS AND
  CULTURE
• 19 OCTOBER 2005
• CAPE TOWN

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Nelson Mandela National Museum

• Genesis
• Mandate
• Context
• Vision and mission
• Strategy and operations
• Highlights
• Challenges
• Resource considerations
• Way forward

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GENESIS/HISTORY

• The democratic break-through and rich Heritage
• A gift to the Nation
• R80 Mil structure at Qunu originally proposed
• With Community input concept revisited ltgt three
  campus Museum concept adopted.
• Bhunga ltgt To Exhibit Gifts Longwalk to freedom
• Qunu ltgt Home to Nelson Mandela Youth and Heritage
  Centre
• Mvezo ltgt Open Air Display and a Cultural Centre

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MANDATE

• Tell madibas story in ways that benefit people
• Contribute to conservation, culture, economic
  renewal
• Contribute to nation building, national cohesion,
  patriotism as a legacy project
• Steward heritage resources linked to Mr Mandela
  for present and future generations

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Community Context

• Community participation identified as key
• Facilities for Community to use and enjoy and
  then entertain tourists.
• Social impacts on all programmes run by Museum
• Joint Programming with communities

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Governance

• Inaugural council in 2000
• Second council since establishment
• Balanced council with diverse skills
• Redflag not gender balanced ltgt the ministry
  appoints councillors and was advised
• Tasked with institutional establishment
• Completion of Bhunga phase II development
• Establishment Development of NMYHC ltgt Qunu
• Completion of Mvezo Cultural Centre
• Institutional Establishment
• The Establishment budget of R2 Million
  Commitment to develop the institution
  incrementally

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Policy Challenges

• Cluttered strategic / political position by
  South Africa as nation on how to handle Madelas
  legacy manifests itself in-
• Poor of support for the Nelson Mandela National
  museum initiative
• Poor funding (this lead project being equated to
  other 23 declare cultural institutions)
• Poor Coordination between instutions handling the
  Mandela legacy thus leading to fragmentation
• Lack of clear strategy for funding of the
  heritage sector
• How to leverage the Museum for Wild Coast
  socio-economic development

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VISION MISSION

• To become a living museum that embraces
  development, inspires and empowers people
• Are an effective steward of heritage resources
  linked to nelson r mandela, contribute to
  culture, education and development

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HIGHLIGHTS

• 5 years of service delivery
• Clean audit reports
• Improving visitor numbers
• Community impact
• Good public programming
• Emphasis on indigenous knowledge

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NELSON MANDELA YOUTH AND HERITAGE CENTER
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STRATEGY OPERATIONS

• GOVERNANCE SUSTAINABILITY
• COMMITTED MULTISKILLED COMPETENT GOVERNING
  COUNCIL
• STRATEGY THAT EMANATES FROM MANDATE AND IS IN
  SYNC WITH GOVERNMENT PROGRAM
• EFFECTIVE OVERSIGHT INTERNALLY
• GOOD RISK MANAGEMENT STRATEGY
• ACCOUNTABILITY
• STAKEHOLDER RELATIONSHIPS
• HUMAN CAPITAL
• FIRMLY IN THE KNOWLEDGE INDUSTRY
• INWARD AND OUTWARD LOOKING STRATEGY
• RECRUIT, DEVELOP, RETAIN AND DEPLOY OPTIMALLY
• VALUE DRIVEN, COMMITMENT, DELIVERY, MULTISKILLING
  
• CURRENT LIMITATIONS
• STAKEHOLDERENGAGEMENT/ COMMUNITY EMBEDDEDNESS
  PARTNERSHIP
• Accountability and partnerships
• Robust institutional profiling

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STRATEGY OPERATIONS

• MARKETING ENTERPRISE DEVELOPMENT
• MARKETING STRATEGY
• BRAND MANAGEMENT
• SERVICES AND PRODUCTS
• EMPOWERMENT AVENUE THROUGH LOCAL SKILLS, LOCAL
  PROCUREMENT AND LINK TO BROADER FOODCHAIN
• INCOME GENERATION
• PROOF OF THE POTENTIAL OFCULTURAL INDUSTRIES
• SECURITY
• FACILITIES AND INFRASTRUCTURE
• INFRASTRUCTURE PROGRAM
• RELATIONS WITH DPW
• CURRENT ACHIEVEMENTS

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CHALLENGES

• Adequate baseline funding
• Continuing to access and retain competent
  committed people
• Generating own income
• Generating a long term endowment
• Competition

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RESOURCE CONSIDERATIONS SURPLUSES

• Human resources (STAFFING PLAN VS VACANCIES)
• Financial resources
• Efficiency
• Effectiveness
• The need
• (BUDGET VS ACTUAL)
• SURPLUSES RELATE TO THE PARTIAL AVAILABILITY OF
  FUNDS, AND DELAYS IN MATCHING GRANTS BEING
  RELEASED,

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FINANCIAL REPORT

• GRANT FUNDING

2005 Government grant 6,860,000
Transformation fund 2,050,000
Exhibition transformation 500,000
Deed of donation ceremony 77500
9,487,500
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FINANCIAL REPORT cont
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FINANCIAL REPORT cont
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FINANCIAL REPORT cont
Staff Costs 2005 2,079,415 41 2004 1,968,399 42 2004 1,241,686 30
Depreciation and Amortisation expenses 170,227 3 227,909 5 216,910 5
Other operating expenses 2,828,875 56 2,492,244 53 2,678,437 65
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WAY FORWARD

• Continue to Leverage Mandelas legacy for nation
  building
• Optimise on the avenues for income generation
  that are now possible
• Strengthen programming
• Leverage the completion of the Qunu component
• Continue to be community embedded
• Invite more direct and deliberate government
  support, moral and otherwise
• Address the resource constraints

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Honourable MembersThank You