1 ROBBEN ISLAND MUSEUM PRESENTATION TO THE PORTFOLIO COMMITTEE ON ARTS AND CULTURE 12 FEBRUARY 2013

CONTENTS 1.Purpose 2.Introduction 3.RIM Guiding Documents 4.Integrated Conservation Management Plan 5.Legislative Framework 6.Governance 7.Management 8.Strategic Principles 9.Outcome Oriented Strategic Objectives 10.Organisational Structure 11.Visitor Figures 12.Achievements 13.Challenges 14.Action Plan 15.Key Strategic Priorities, MTEF 16.Progress on Audit Findings 17.Historical Perspective on Audit Findings

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

2. INTRODUCTION Robben Island Museum was established in It is a declared cultural institution in accordance with the Cultural Institutions Act of The Museum opened its doors to the public on 01 January The museum is based on a site with a layered history which goes back to the 16 th 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 RIM consists of 5 main sites: Robben Island, Nelson Mandela Gateway, Mayibuye Archives, Jetty 1 and Quay 500.

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 Culture’s Strategy (incorporating Mzansi’s Golden Economy) Service Delivery Outcomes of the Minister of Arts and Culture. UNESCO Mission Reports

4. Integrated Conservation Management Plan (ICMP) RIM completed its first five year Integrated Conservation Management Plan (ICMP) in Currently finalising the review and compilation of the Second ICMP for 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.

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, 193 5

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 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 The term of the current Council has been extended until March Audit Committee was appointed in October 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.

7. MANAGEMENT Council appointed the CEO, who started in November The CFO started in January 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.

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 employee’s 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

9. OUTCOME ORIENTED STRATEGIC OBJECTIVES [STRATEGIC PLAN AND ICMP ] 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.

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 RIM’s 8 departments are: Human Resources Marketing Ferries Estate (Property Maintenance, Transport, Cargo) Tourism Services Heritage and Natural Environment Conservation Public Heritage Education Finance

11. VISITORS FIGURES 2009/2010= 329, /2011= 348, /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.

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

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 RIM’s 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 Lack of Fundraising strategy Legacy of no alignment between Strategy, Structure and Budget

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

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.

ACTION PLAN (continued) Implementation of the Management Imperatives contained in the 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

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 EPP’s, 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]

15. KEY STRATEGIC PRIOITIES, MTEF (as identified during a meeting between the Minister 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 RIM’s 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 ICMP.

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.

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 HOD’s 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.

17. HISTORICAL PERSPECTIVE OF RIM’s AUDIT OUTCOMES 2004/052005/062006/ /082008/092009/102010/11 UNQUALIFIE D QUALIFIED DISCLAIME R QUALIFIE D UNQUALIF IED /062006/072007/082008/092009/102010/112011/12 QUALIFIED DISCLAIMERQUALIFIED UNQUALIFIED

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