1. ROBBEN ISLAND MUSEUM & WORLD HERITAGE SITE
PRESENTATION OF THE ANNUAL PERFORMANCE PLAN
2013 – MAY 2013

2. Table of Contents Purpose Introduction Guiding documents
Strategic Planning Principles
Planning Process
2013/14 Priorities as identified in October 2012
Key elements of the ICMP 2013/2018
Strategic Objectives of the 2013/14 APP
Key Performance Areas, RIM APP 2013/14
ICMP Strategic Objectives
ICMP Management Imperatives
Alignment of the ICMP with the Strategic Plan
Revision of the 2013/14 APP
Interventions
End

3. 1. PURPOSE
To present the Annual Performance Plan to the Portfolio Committee on Arts and Culture
To request the Portfolio Committee to consider the RIM APP 2013/14 within the context of then UNESCO compliance document, the Integrated Conservation Management Plan
To request permission to be given an opportunity to engage the Department of Arts and Culture regarding resubmission of a revised RIM APP 2013/2014

4. 2. INTRODUCTION
Robben Island Museum was established in 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 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 Culture’s Strategy (incorporating Mzansi’s Golden Economy)
Service Delivery Outcomes of the Minister of Arts and Culture.
National Development Plan
Unesco Mission Reports

6. 4. STRATEGIC PLANNING 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, the Department of Arts and Culture
Annual Reporting to Parliament

7. 5. PLANNING PROCESS
RIM management and Council developed the Integrated Conservation Management Plan, the Strategic Plan and the Annual Performance Plan concurrently.
The process began in July 2012 and was completed at the end of January 2013.
Ideally the ICMP, which is the supreme compliance document for World Heritage Sites, should have been developed before the Strategic Plan and the APP.

8. 6. 2013/2014 PRIORITIES AS IDENTIFIED IN OCTOBER 2012
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.
Organizational Review in order to implement organizational strategic objectives as identified in the ICMP

9. 7. KEY ELEMENTS OF THE ICMP, 2013-2018
Operational Management Plan
Interpretation Plan
Visitor Management Plan
Natural Environment Management Plan
Implementation Plan

10. 8. STRATEGIC OBJECTIVES OF THE 2013/14 APP
Development and implementation of projects and services that expose visitors to the multi-layered history of Robben Island
Development as maintenance of Robben Island as a world heritage site and a symbol of human rights and development
Enhancement of RIM’s status as a university of life
Management of RIM as a world class, sustainable world heritage site in compliance with appropriate financial, operational and reporting criteria

11. 9. KEY PERFORMANCE AREAS, RIM APP 2013/14
RIM functioning as a living museum
Enhancing the built environment
Improvement of service in ferries and transportation
Environmental conservation [including protection against illegal harvesting of marine resources around the island]
Sustaining heritage
Increased heritage and sector capacity
Increased awareness of heritage and other social values
Strategic and operational management
Sound and prudent financial management
Human resources development
Property and facilities management
Marketing and communications

12. 10. ICMP Strategic Objectives
Develop RIM as a world class, sustainable and fully capacitated and motivated WHS management institution
Develop a supportive institutional framework for sustained cooperative governance across stakeholder divisions
Develop an improved holistic and integrated understanding and interpretation of the Robben Island World Heritage Site as an integrated and layered cultural and natural landscape
Protect and enhance the island as a WHS, its Outstanding Universal Value and all aspects of its multi-layered landscape
Promote the WHS through the development of appropriate tourism products and infrastructure, supported by a holistic narrative
Develop pro-active and creative research, interpretation, and critical scholarship
Promote universal access to the island, and improved outreach and public education to all sectors of society

13. 11. ICMP MANAGEMENT IMPERATIVES
Strengthening of corporate governance arrangements
Establishment of the Cultural Landscape Mapping Unit
Establishment of the Project Management Unit
Expansion of the Turnaround Strategy as embodied in the RIM Strategic Plan
Integration of Marketing Plan, the Visitor Management Plan, the Interpretation Plan and the Collections Management Plan
Establishment of an all-inclusive Consultative Forum
Protection and promotion of intangible heritage
Commissioning of a Comprehensive and Visionary Development Plan
Re-establishment of the Interpretation Committee
Implementation of the Natural Environment Management Plan (including protection of the 1 nautical mile against poaching)
Implementation of the Visitor Management Plan
Commissioning of the Built Environment Conservation Manual
Expansion of the Emergency and Evacuation Plan
Completion of the Operating Plan for Ferry services
Development of a comprehensive Monitoring and Evaluation system

14. 12. ALIGNMENT OF ICMP WITH THE STRATEGIC PLAN
Due to different teams working on the ICMP and the Strategic Plan, there was misalignment between the two document.
As a result the APP was not aligned to the Strategic Plan and the ICMP
The APP for 2013/2014 has too many targets and undeliverable
It is also not compliant with the National Treasury’s SMART criteria
Since end of January 2013 Council and Management of RIM have attempted to align the APP and the ICMP

15. 13. REVISION OF THE 2013/14 RIM APP
Given the above challenges, the Robben Island Museum intends to engage the Department of Arts and Culture regarding the withdrawal of the current the APP, which has already been tabled in parliament.
Resubmission of the revised APP before the end of the 1st quarter of the 2013/14 financial year
The current plan is not achievable due to the problems of capacity, non-compliance with the SMART criteria, quality of the document, and the number of targets
The APP has to be aligned with the ICMP
The current APP will impact negatively on the museum’s ability to report its performance during the 2013/14 financial year
The museum has been making good progress in its annual report since 2011 and would like to maintain it.

16. 14. INTERVENTIONS
Council has resolved to extend the scope of the team that developed the ICMP to assist with the alignment of planning documents
New priorities have been identified:
Strengthening of Corporate Governance
New Business Model and Organizational Structure
Enhancement of the Narrative
Improving the visitor experience
The Reunion of Ex-political prisoners in November 2013
Stabilisation of the Labour relations environment
Engagement of internal and external stakeholders
Development of a new planning, monitoring and evaluation system
Improvement in the Built Environment

17. END
THANK YOU