ROBBEN ISLAND MUSEUM OVERSIGHT VISIT 8 May 2018

CONTENTS Purpose Introduction Vision and Mission Integrated Conservation Management Plan (ICMP) Governance Situational Analysis Ferries Infrastructure Maintenance Visitor Figures Audit Outcomes

1. PURPOSE To brief the Portfolio Committee on the state of governance at Robben Island Museum and other pertinent matters.

2. INTRODUCTION 1. PURPOSE 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 multi-layered history which goes back to the 16th century;- Banishment place for local chiefs resisting colonialism Banishment place for lepers Defence line for the 2nd World War 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 501. It is a Schedule 3A Public Entity reporting to the Department of Arts and Culture To brief the Portfolio Committee on the state of governance at Robben Island Museum and other pertinent matters.

3. GOVERNANCE Council consist of 9 members, 7 were appointed in July 2016. An additional 2 members were appointed in October 2017. Council has also appointed 3 independent external members for the Audit and Risk Committee. The term of the current Council will expire in July 2019. Council Committees include: Audit and Risk Committee Finance and Remuneration Committee Heritage and Education Committee Infrastructure Committee Marketing and Tourism Committee HR, Governance, Ethics and Integrity Committee Sizwe Ntsaluba Gobodo (SNG) are current internal auditors and implement a risk based internal audit plan to improve the effectiveness of risk management, control and governance processes.

4. VISION AND MISSION Vision To preserve and promote Robben Island as an inspirational national treasure and World Heritage Site that symbolises the triumph of the human spirit over extreme adversity and injustice. Missions To conserve and manage the cultural and natural resources in order to retain the significance and the Outstanding Universal Value of the site; To promote an inclusive and holistic understanding of the Island’s multi-layered history; To develop responsible and sustainable tourism products and services that offer a unique visitor experience; To share, educate and communicate the values, experience and legacy of Robben Island; and To ensure Robben Island Museum adheres to good practices for managing a World Heritage Site.

5. Integrated Conservation Management Plan (ICMP) RIM completed its first five year Integrated Conservation Management Plan (ICMP) in 2007 and the second ICMP in 2018. The 3rd ICMP has been completed for the 2018 – 2023 period. This 3rd ICMP has a sharper focus on integrating the Island’s heritage, conservation, tourism and business aspects. This has been exemplified in five new strategic objectives: To strengthen governance of Robben Island Museum to ensure effective management. To conserve and maintain the natural and cultural heritage of Robben Island. To disseminate information about Robben Island to a broad audience. To develop and promote Responsible Tourism operations. To foster stakeholder relations and partnerships. Furthermore a detailed priority list of targets have been identified over the 5 year period to bring Robben Island to a desired state.

6. SITUATIONAL ANALYSIS Performance delivery environment: transition from 2nd ICMP to 3rd ICMP: around 69% achievement, conservation and sustainability priority, integrative approach important; Strategic Research Agenda; holistic and inclusive thematic approach; recording and transcription of EPP memories; knowledge production and management; Interpretation and memorialisation of the Island; interactive and dynamic exhibitions; holistic and inclusive approach, needs to be supported by research; Management of Mayibuye Archives/collections; conservation challenges and space constraints; inaccessibility to public, alternative location investigation; Conservation of the Built Environment; backlog, tripartite agreement and need to administer this function internally; funding matters;

6. SITUATIONAL ANALYSIS Public Heritage Education; tour guiding narrative, succession planning and reaching the public is a priority Visitor experience; effective visitor management needed; good practices and improving efficiency in the value chain; Sustainability: Adaptive Re-use; sustainability of RIM financially; exploratory phase with the market coming towards implementation, Renewable strategies being employed Budgetary constraints; inadequate budget allocations for RIM as a World Heritage site; alternative revenue streams required; business model needs to be redefined without undermining conservation.

6. SITUATIONAL ANALYSIS Human Resources; challenges of aligning strategic plan and organisational structure, organisational review and results, labour relations environment that RIM has to respond to; performance management Relationship with Ex Political Prisoners; life long relationship between RIM and EPPs; continuous dialogue between RIM and various EPP Structures; Council established an EPP Advisory Committee; there is need to maintain dialogue with EPP structures

7. FERRIES Robben Island owns 3 passenger ferries and 1 cargo boat. The Susan Kruger (59 years old) is no longer fit for commercial use and as such is in the process of being decommissioned. The Dias (62 years old) currently in use, and will be decommissioned as soon as able to do so. The Sikhululekile (11 years old) the only reliable vessel Currently 4 passenger ferries are utilized through service providers, however only 1 passenger ferry is reliable. Boats are integral to our operations and have been identified as a key priority that required capital investment in 2014. A suitable vessel was identified in 2014, however the acquisition process was declined by National Treasury.

7. FERRIES Two tender processes were undertaken in the past 32 months. In both instances the tenders had to be cancelled. The first tender failed as an agreement could not be reached on commercial terms such as guarantees and foreign exchange risks. Conceding to the preferred bidders demands would have opened up RIM to potential litigation. Other bidders did not meet local content requirements. In respect to the second tender process, the tender was cancelled as the preferred service provider has since been put into business rescue, creating a material financial risk. The second bidder could not be selected as their price was beyond budget.

7. FERRIES The insufficient boat capacity has a negative impact on the number of visitors. The procurement processes for a locally manufactured boat has been on-going for a pro-longed period which have proven to be unsuccessful. Management has sent a request to National Treasury to permit RIM to pro-actively identify readily available boats through brokers and include foreign boat manufacturers in any planned boat build processes.

8. INFRASTRUCTURE MAINTENANCE DPW are the legal custodians of Robben Island and its Infrastructure and are responsible for maintenance and capital projects. The Built Environment remains in a poor state of repair due to maintenance backlog. The process that has been put in place through the tripartite agreement is not effective due to the time it has taken to initiate and complete projects. Funding for capital projects is received from DAC and transferred in tranches to CDC on the basis of agreed plans. Funding for Facilities Management goes directly to DPW. RIM has since proposed to DAC and DPW, the benefit that RIM would provide as implementing agent for both facilities management and capital projects.

9. VISITOR FIGURES

10. AUDIT OUTCOMES 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 UNQUALIFIED RIM has received 4 clean audit awards from AG in the last 4 years.

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