ROBBEN ISLAND MUSEUM
PRESENTATION TO THE
PORTFOLIO COMMITTEE ON ARTS
AND CULTURE
12 FEBRUARY 2013
1
CONTENTS
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6.
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14.
15.
16.
17.
Purpose
Introduction
RIM Guiding Documents
Integrated Conservation Management Plan
Legislative Framework
Governance
Management
Strategic Principles
Outcome Oriented Strategic Objectives
Organisational Structure
Visitor Figures
Achievements
Challenges
Action Plan
Key Strategic Priorities, 2013-2016 MTEF
Progress on Audit Findings
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 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 layered history which goes
back to the 16th 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 1999.
• 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 2007.
• Currently finalising the review and compilation of the Second
ICMP for 2013-2018.
• 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
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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, 1935
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 2010. 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 2012.
• The term of the current Council has been extended until March 2016.
• Audit Committee was appointed in October 2009. 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
2010.
• The CFO started in January 2011.
• 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 2013-2018]
• Projects and Services that expose visitors to the multilayered 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
• 2010/2011
• 2011/2012
= 329, 641
= 348, 151
= 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 1997.
• 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
2013-2018 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 ExPolitical Prisoners Association (EPPA). Efforts are being made to
involve the private sector to partner with the EPPA]
15. KEY STRATEGIC PRIOITIES,
2013-2016 MTEF
(as identified during a meeting between the
Minister of Arts and Culture and the RIM Council in 23/10/ 2012
•
•
•
•
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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 ExPolitical 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 2013-2018 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 crossreference 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
2005/06
2004/05
2006/07
2005/06 2007/08
2006/0
7
QUALIFIED
UNQUALIFIE QUALIFIED
QUALIFIEDDISCLAIMER
QUALIFI
D
ED
2008/09
2007/08
2009/10
2008/09
QUALIFIED
DISCLAIME QUALIFIED
QUALIFIE
R
D
2010/11
2011/12
2009/10 2010/11
UNQUALIFIED
QUALIFIE
D
UNQUALIFIED
UNQUALIF
IED
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END