ANNUAL REPORT 2012/13
Portfolio Committee Presentation
23 October 2013
PRESENTATION OUTLINE
• Introduction
• Performance overview
• Performance against key indicators
• Budget and expenditure
• Governance and audit outcomes
• Outlook for the future
MANDATE
• Freedom Park is a statutory agency of the Department of
Arts and Culture (DAC)
• It comprises a memorial and monument that will narrate
a story spanning a period of 3.6 billion years through the
following seven epochs:
– Earth
– Ancestors
– Peopling
– Resistance & Colonisation
– Industrialisation & Urbanisation
– Nationalism & Struggle
– Nation Building & Continent Building
• It also has the Garden of Remembrance - to acknowledge
men, women and children who contributed to the
freedom of the country
GENESIS
“ …the day should not be far off, when
we shall have a people’s shrine, a
Freedom Park, where we shall honour
with all the dignity they deserve, those
who endured pain so we should
experience the joy of freedom.”
(Patron-in-Chief of Freedom Park,
Former President Nelson
Mandela, Umthatha, 1999)
FREEDOM PARK VISION AND MISSION
VISION
• To be a leading national and international icon of
humanity and freedom
MISSION
• To provide a pioneering and empowering heritage
destination in order to mobilise for reconciliation, social
cohesion and nation building in our country;
• to reflect upon our past, improving our present and
building our future as a united nation; and
• to contribute continentally and internationally to the
formation of better human understanding among nations
and peoples.
CORE VALUES
•
•
•
•
•
Tolerance of diversity
Inclusivity
Trust
Transparency
Accountability
STRATEGIC OBJECTIVES
• Complete Freedom Park project
• Contribute to social cohesion, reconciliation and
nation building
• Establish mechanisms to promote, protect and
preserve Indigenous Knowledge Systems (IKS)
• Create a conducive environment in order to attract
talent
• Manage Freedom Park as a customer focused,
financially sustainable cultural institution, aligned to
the Golden Mzansi economy strategy.
• To mobilize institutions through active partnerships
LEGISLATIVE AND OTHER MANDATES
• Constitution of the Republic of South Africa, 108 0f 1996
– Ch1: Human dignity, citizenship, national symbols
– Ch2: Bill of Rights
– Ch3: Compliance and adherence to Parliament as the supreme
authority
– Ch9: Schedule 3A Public Entity
– Ch10: Adhere to basic values and principles governing public
administration
– Ch12: Alignment with recognition and role of traditional leaders
– Ch13: Compliance with Treasury Regulations
• Public Finance Management Act, 1 of 1999
• National Treasury Regulations
• National Heritage Resources Act, 25 of 1999
• Public Audit Act, 25 of 2004
• Cultural Institutions Act, 119 of 1998 effective from 1 April 2009
• Outcome 12: Social Cohesion
ELEMENTS OF THE PARK
PROGRAMMES
• PROGRAMME 1: Completion of the Park: //hapo Exhibition, staff
parking and nursery construction
• PROGRAMME 2: Research and Knowledge / Positioning: Reconciliation
and Nation Building / Guest relations / Website / Event Management
• PROGRAMME 3: Exhibition design and implementation / Archiving and
Collections / Curatorship / Permanent Exhibitions / Knowledge
Management / Contemporary and Indigenous Knowledge
• PROGRAMME 4:Organisational development / Labour Relations /
Performance Management / Recruitment / Human Resources
Information System / Employee Wellness / Policy development /
Rewards Management / Training and Development
• PROGRAMME 5: Compliance / Support to Council, Management and
Staff Members / Revenue Management / Asset Management /
Procurement / Financial reporting and budget management / ICT
Governance / ICT Systems and Solutions / Facilities Management /
Commercial Services / Security Management / Building and Renovation
Planning / Fundraising / Risk Management
• PROGRAMME 6: Education and Training / Mobilisation
PERFORMANCE OVERVIEW
COMPARION WITH PREVIOUS YEAR
MAJOR REASONS FOR VARIANCE
• Discontinued projects
– Nursery
– Climate survey
• Change to scope of work (e.g. staff parking)
• Recognition of when a target is completed (e.g. \\hapo)
• Targets dependent on the completion of //hapo (e.g.
restaurant)
• Administrative targets
• Capacity constraints (e.g. fundraising)
• Stripped of these constraints, performance was
commendable, given that delivery was taking place in a
changing environment
PROGRAMME 1: COMPLETION OF PARK
• At the end of March 2013 //hapo exhibition infrastructure
was 99% completed and the exhibition content was 93%.
The opening of the //hapo exhibition took place 22 April
2013.
• An alternative staff parking area was identified and the
design of the parking bays was scaled down to be more
cost effective. Construction of the parking was done early
in the new financial year.
• Nursery construction was discontinued due to it being not
financially viable
PROGRAMME 2: RESEARCH
• 3 050 names for inscription on the Wall of Names verified and
validated
• 2 research articles were completed: ‘The Reeds’ , “The Calvinia
Coloured Community: A Symbol of Cape Jingoism”
• Three research papers on //hapo storylines were completed:
– //hapo Museum at Freedom Park: A post-Apartheid analysis;
– Defining Inter-faith in SA: A Perspective from Freedom Park;
– Ubuntu as given expression within Freedom Park.
• In addition, numerous research pieces were completed for the
development of content for //hapo epochs and storylines.
• Four research pieces on historical international relations and an
opinion piece on Robert Sobukwe were completed
• Seven research papers for the Book Project were submitted.
PROGRAMME 2: RESEARCH
• Temporary exhibitions:
– Papers on the transformation of the temporary exhibition in
the Gallery of Leaders
– Comparative analysis of Rwandan genocide and SA genocide
was developed for a temporary exhibition on Rwandan
Genocide.
• A temporary exhibition on banishments was mounted. IKS
research to enhance the storyline at //hapo within the national
priorities was partially achieved. A 3-year research plan was
reviewed with a research focus on reconciliation, nation
building and social cohesion.
• In addition, the following research proposals in line with
reconciliation and social cohesion were drafted for
implementation:
– Calvinia Reconciliation Project
– Calvinia Garden of Remembrance.
PROGRAMME 2: POSITIONING
• Data to establish baseline of target groups was not achieved
• Plans developed but not approved in time:
– Advertising, Public Relations and Communication, Outreach and
Tourism and Marketing
– Guidelines for cost-effective events management
• However, free and paid advertisements, more extensive use of social
media networks, and various features were placed on numerous
magazines and newspapers
• 5 out of 7 national holidays were held at Freedom Park
• Outreach through 16 exhibitions and 5 community
• Media presence in both print and electronic media increased
• 6 joint collaborative initiatives with tourism
• Production of information literature in accordance with the Brand
Manual was achieved
• Visitor flow and visitor satisfaction was partially achieved
PROGRAMME 2: POSITIONING
• Received two awards:
– PMR Diamond Arrow Award, recognising the Park
for its contribution to the economic growth and
development of the City of Tshwane
– Tshwane Tourism Award recognising Freedom Park
as an interesting heritage destination
• Improved marketing and brand awareness
PROGRAMME 3: CURATORSHIP,
ARCHIVING
• Front-end evaluation workshops
• The development and implementation of the audio system and language
interpretation including braille in the seven epochs in //hapo was
partially achieved.
• The Audio-Visual hardware and film production was 96% completed at the
end of the financial period.
• 1 619 items were collected and 1 694 items were accessioned.
• Regarding maintenance and provision of appropriate storage facilities and
conditions for objects, a bulk file that complied with best practise of
conservation was installed.
• The draft file plan was being finalised in collaboration with National
Archives. Furthermore, registry space was identified for use in the next
financial year.
PROGRAMME 4: HUMAN RESOURCES
• Although Employee Surveys were not conducted in September 2012 and March
2013, focus group sessions to discuss the outcomes of the survey conducted in
2011 were held and a workshop on embedding organisational values was the
first step in addressing issues that came out in the 2011 survey that needed
attention was held.
• A baseline and plan on reduction of employee turnover rate was established
and the total staff turnover rate for the financial year was 5.9%. The staff
retention rate based on the matrix that was developed was 92.3% for the
financial year.
• Staff complaints were addressed within timelines specified in grievance
procedure Various HR policies were reviewed and updated
• A Performance Management Workshop was conducted in October 2012 and
another presentation was given at a staff meeting in February 2013.
• All VIP modules licenced to Freedom Park were optimally utilised.
• The payroll was executed accurately and timeously in terms of the
organisation’s policies and in compliance with all applicable legislation
• 4 EAP programmes were presented
PROGRAMME 5: CORPORATE
SERVICES
• Except for some challenges with ICT, all targets in this programme were
achieved and some exceeded.
• ICT operations informed by strategic plans aligned to the business
objectives was not achieved as the plan was deemed too costly
• Although the ICT governance framework was approved by Council on 30
October 2012, a Steering Committee to decide on resource allocation and
implementation of the Framework was not constituted
• ICT systems and solutions acquired and implemented as required by the
business due to non-procurement of the Building Management System.
The tender processes is being re-initiated to appoint an electronics
engineer and subsequently the system providerT
• the Tender Evaluation Committee evaluated the tender documents for
the acquisition of the Ticketing System
• The scope of new updates for disaster recovery was partially achieved as
the exhibition was still under construction.
•
PROGRAMME 5: CORPORATE
SERVICES
• The security awareness programme was reviewed and approved and
bi-annual awareness sessions were presented to all staff.
• Fire Emergency drills were conducted and an awareness session on
Senior Management Vetting was presented to management.
• The Health and Safety Policy was approved by MANCO for submission
to Council. The draft Security Policy was placed on the Intranet for
comments.
• Regarding loading contracts onto the system with built-in controls,
service reports for maintenance elements per contract were verified;
however compliance was not monitored in the 2nd quarter and there
was a deficiency in the internal controls.
• Regarding management of the book shop and arts and crafts, a
certificate for acceptable use of food premises and business
operations was obtained from the City of Tshwane
• Terms of reference for the appointment of a service provider were
finalised and submitted to National Treasury for inputs before
advertising.
PROGRAMME 6: EDUCATION,
PARTNERSHIPS
• Signing of agreements (MOAs) and joint implementation of
projects was partially achieved.
• An MOA with Rhodes University was signed, which led to the
joint hosting of the launch of the book that was authored by
Dr Saleem Badat.
• Several other MOAs were near completion.
• 5 educational activities were developed; 16 educational
activities in line with the school curriculum for different
grades, and 13 educational programmes were developed,
reviewed and analysed to ensure relevance of the educational
needs of the target market.
• In total 32 educational presentations were conducted during
the financial period.
DETAIL - PARTNERSHIPS
• Partnerships with like-minded stakeholders and institutions enhanced the
impact of our work, examples:
– AFCON interfaith prayers
– Women’s Day
– Rhodes University and banishment project
– HSRC seminar’s on Military veterans
• Other MOUs
– Institute for Justice and Reconciliation (IJR)
– Institute for Healing of Memories (IHOM)
– Hantam Municipality University of South Africa (UNISA)
– Heritage Foundation
– Human Sciences Research Council (HSRC)
– NUUPATHSA
– Restitution Foundation
• Of particular significance was the strengthening of collaboration with the
Voortrekker Monument, since the opening of the reconciliation road in
December 2011.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
Temporary exhibitions: With the completion of the permanent exhibition, the
development of temporary exhibitions will be fast tracked in the new financial year.
Already, a Human Trafficking and Nelson Mandela exhibition were held, and another is
planned during the 16 days of exhibitions
Tourism Marketing Plan: A well thought, carefully crafted tourism and marketing plan
to usher Freedom Park to another level for implementation has been developed.
Further to identifying the target markets and strategies to reach, retain and expand
on the existing markets, the strategy delineates how best to effectively and efficiently
profile Freedom Park through advertisements.
Outreach plan: In order to increase the volumes of visitors to Freedom Park, an
aggressive outreach plan to take Freedom Park brand to villages, towns and cities
across South Africa and the African Continent will be rolled out. Marketing and
promotional materials will be distributed to all targeted markets and the public at
large, using various channels including social groups such as churches, youth forums,
women’s groups and a range of other institutions such as schools. Efforts will be made
to familiarise every school learner and pre-scholar with the Freedom Park brand.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
IKS research
• All IKS projects have been centralised in the Heritage and Knowledge
Department.
Audio system and language interpretation
• Develop the language interpretation plan and Braille after the completion
of content installation. This will ensure that the exhibition is interpreted
in all official languages, the plan will be informed by the national language
policy. The National Council of the Blind will be consulted to ensure that
Freedom Park meets the needs of the client.
Research on //hapo epochs and storylines
• More attention will be devoted to this area of research now that sufficient
content on //hapo epochs and storylines for permanent exhibitions has
been delivered. Researchers will be given more time for research,
fieldwork and writing fully-fledged papers.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
Collection and accessioning
• A collection development plan guided by the //hapo storyline will be
developed. Archival processing standards will be developed to guide
the accessioning, cataloguing and electronic archiving processes of
materials and objects.
Object conditions
• An object management plan and process flow manual will be developed
to guide the assessment of object conditions and for reporting
purposes.
Records management system
• The file plan will be submitted to National Archives for final approval.
An implementation plan will be developed to guide the process of
establishing the Registry office.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
Communication plan
• Develop a fully functional Internal Communication plan, and ensure
that every employee of Freedom Park is empowered with the vision,
mission, values and programmes of the organisation.
Information Communication Technology (ICT)
• 3 year ICT strategy to be reviewed and brought in line with
reasonable expectations.
• Establishment of the ICT steering committee dependent on the
organisational committee review to be performed by Corporate
Governance. Inputs will be provided during the review.
• Reporting on ICT system solutions dependent on the award and
implementation of systems following the tender process.
• Update and review of the data backup and recovery process.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
Building inspection checklists
• Maintenance checklists will be included as part of the monthly and
quarterly reports. A calendar will be developed with set reminders for
specific monthly submission dates for the monthly checklists.
Building management system
• Appointment of an Electronics Engineer who will be responsible for the
design and implementation of the building management system. The
building management system will also include a contract management
component that will monitor the built in service frequency as per the
contract.
Retail services
• Procurement processes for the appointment of a service provider for the
retail services will be concluded in the new financial year.
STRATEGIES TO OVERCOME
UNDERPERFORMANCE
• The Fundraising portfolio will have to be totally
overhauled and a new approach employed.
• A new plan will optimise on the relative
strength of the Freedom Park brand including
its good governance, financial and auditing
track record over the years
• This would require scanning potential corporate
sponsors and commission deeper engagements
with them and ultimately isolate attainable
joint programmes with them whilst co-branding
for mutual benefit.
FINANCIAL REPORTING
• Freedom Park (FP) faces a major challenge where operational grants
received in the past financial years as well as the coming financial
years are not covering operational expenditure incurred and to be
incurred in the near future.
• These challenges are already being experienced at the early stages of
Freedom Park’s life cycle; where the Park is not yet at the stage where
it can generate revenue required to operate and maintain current and
newly built facilities.
• Operational grants have only grown marginally against the operational
requirements of FP. This has put a strain on the organisations’ budget.
• Assistance from the Department of Arts and Culture (DAC) were
received through the transferring of municipal accounts to the
Department of Public Works (Paid for by DAC) amounting to an
estimated R4 million per annum.
• Further assistance was obtained from DAC through the infrastructure
maintenance grant amounting to R4.3 million.
FINANCIAL INFORMATION
2012/2013
Sources of revenue
Operational grant
2011/2012
Estimate
Actual
Amount
Collected
(Over)/Under
Collection
Estimate
Actual
Amount
Collected
(Over)/Under
Collection
R’000
R’000
R’000
R’000
R’000
R’000
62 301
62 751
(450)
60 403
60 403
0
Admission fees
818
693
125
875
622
253
Venue hire
347
299
48
277
306
(29)
0
82
(82)
0
71
(71)
5 600
7 010
(1 410)
1 800
9 938
(8 138)
69 066
70 835
(1 769)
63 355
71 340
(7 985)
Other revenue
Interest revenue
Total
Explanation of above table:
• Under collection of admission fees were due to the delays
in the opening of //hapo, therefore impacting on the
overall revenue generation capabilities of the Park.
• Over collection of revenue on the operational grant was
due to an additional grant obtained from the Department
of Tourism for the funding of an intern programme.
• Over collection relating to interest revenue was due to the
delays experienced in the capital outflows of the capital
budget.
• An adjustment budget was approved mid financial year to
ensure that over and under collections will not materially
PROGRAMME EXPENDITURE
2012/2013
Programme Name
2011/2012
Budget
Actual
Expenditure
(Over)/Und
er
Expenditure
Budget
Actual
Expenditure
(Over)/Under
Expenditure
R’000
R’000
R’000
R’000
R’000
R’000
Programme 1
12 601
14 032
(1 431)
N/A
16 086
-
Programme 2
10 268
13 130
(2 862)
N/A
6 755
-
Programme 3
5 879
2 997
2 882
N/A
4 770
-
Programme 4
43 814
38 306
5 508
N/A
32 437
-
Programme 5
2 576
2 604
(28)
N/A
3 500
-
75 138
71 069
4 069
N/A
63 548
-
Total
The table above indicates that:
• Prior year budget information was not available due to
the fact that the new framework for performance
information only became applicable in the 2012/2013
financial year ensuring budgeting per objective and
target performance.
• Under expenditure on the adjusted budget (adjusted for
surplus retention) was due to the late approval of
surplus retention.
• A substantial amount was not spent on programmes
related to:
– the opening of //hapo (opening delayed to the next
financial year)
– repairs and maintenance (replacement of lights done
in a more cost effective manner).
CAPITAL INVESTMENT, MAINTANANCE
AND ASSET MANAGEMENT
• Listed below is a table indicating capital projects implemented in the 2011/2012
and 2012/2013 financial year.
• Note that some projects were not implemented and were therefore not listed, due
to the fact that Freedom Park focussed on the opening of the new museum
//hapo.
• The reconciliation road was practically completed in the 2011/2012 financial year
with final completion achieved in the 2012/2013 financial year. A saving of R1.4
million was achieved on this project against the initial estimated costs.
• Note that other projects listed were not financial year specific or had not yet
been fully completed, for example the engravings funding will last for several
financial years as names are identified, verified and inscribed.
• The exhibition development project was not fully completed by end of financial
year; however there were significant savings in the estimated project costs.
• A significant increase in equipment maintenance costs and facilities management
costs are expected over the next MTEF period due to the opening of //hapo.
• Although the facilities of Freedom Park are generally in a good condition, a
valuator will be appointed in the next financial year to reassess the expected
useful lives of infrastructure assets which may have an impact on the financial
statements.
CAPITAL EXPENDITURE
2012/2013
Infrastructure
projects
Engraving – wall of
names
Reconciliation road
2011/2012
Budget
Remaining
Actual
Expenditure
(Over)/Under
Expenditure
Budget
Actual
Expenditure
(Over)/Under
Expenditure
R’000
R’000
R’000
R’000
R’000
R’000
3 984
698
3 286
3 990
6
3 984
1 486
33
1 453
2 238
752
1 486
9 568
1 702
7 866
0
0
0
66 504
49 395
17 109
113 802
47 298
66 504
81 542
51 828
29 714
120 030
48 056
71 974
//hapo restaurant and
coffee bar
Exhibition development
Total
REVENUE PROJECTIONS
Operational Grant
Freedom Park’s operational grant has not increased in line with its organisational development as well as
inflation.
The following graph depicts the growth trajectory of the grant received from DAC:
Grants received: Operating
80,000,000
60,000,000
40,000,000
20,000,000
Grants received: Operating
-
10/11
11/12
12/13
13/14
14/15
15/16
16/17
The grant received over the past 2 years and next 3 years only grew with an average of 5.15%.
The 2014/2015, 2015/2016, 2016/2017 grants amounts to R70 470 000, R73 711 620 and R77 618 336
respectively. The growth is so small that it barely carries the cost of the salary and commodity escalations over
the MTEF.
Therefore, alternative funding is essential for the sustainability of Freedom Park.
REVENUE PROJECTIONS
Admission Charges and Venue Hire Revenue
Due to the limited financial growth in the operational grant it is essential that Freedom Park generates it own
revenue to ensure its sustainability.
The following graph indicates the admission fee growth projection required to fill the gap between the
operational grant increase and the actual growth requirements to sustain Freedom Park:
Admission Fees
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
-
Admission Charges
10/11
11/12
12/13
13/14
14/15
15/16
16/17
Freedom Park has demonstrated significant growth over the past three financial years, admission fee revenue
increasing from R310 222 (2010/2011) to R622 081 (2011/2012) and a further 11% in the 2012/2013 financial
year (R693 145)
To ensure sustainability admission fee revenue has to increase from a projected R808 516 (24 720 visitors) in
2013/2014, to R3 282 217 (49 124 visitors) in 2014/2015,to R6 005 127 (86 550 visitors) in 2015/2016 and to
R6 605 639 (95 205 visitors) in 2016/2017.
REVENUE PROJECTIONS
Interest Revenue
In the past Freedom Park relied on interest revenue to sustain its business, however a significant drop in
funding is expected over the MTEF due to the utilisation of the capital grant.
The following graph indicates the interest revenue projection over the MTEF:
Interest Received
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
-
Interest Received
10/11
11/12
12/13
13/14
14/15
15/16
16/17
Interest revenues has significantly decreased from R9 938 196 (2011/2012) to R7 010 276 (2012/2013).
Interest revenue will not compensate for the lack of other revenue growth over the MTEF as it has in the
past.
STAFF COSTS PROJECTIONS
Staff Costs
Significant staff cost increases were experienced over the previous MTEF due to organisational growth. The
grant allocations have not grown at the same rate as staff costs. Basic salaries increased with 9% from the
previous financial year (Including performance based increases)
The new budget assumption utilised made for the provision for restructuring in the 2013/2014 financial year
resulting in minimal growth of staff costs from 2013/2014 to 2014/2015 amounting to an increase of only
2.88% and maintaining future growth of staff costs below 6.5% per annum.
The following graph indicates the staff cost projection over the MTEF:
Staff Costs
60,000,000
50,000,000
40,000,000
30,000,000
STAFF COSTS
20,000,000
10,000,000
-
10/11
11/12
12/13
13/14
14/15
15/16
16/17
GOODS AND SERVICES
Goods and Services
Due to budget reprioritisation and cost saving measures implemented Freedom Park was able to
reduce expenditure of goods and services by an average of 5% over the pervious MTEF from R33
million in 2008/2009 to R26 million in the 2012/2013 financial year.
Goods and Services
35,000,000
30,000,000
25,000,000
20,000,000
Goods and Services
15,000,000
10,000,000
5,000,000
2012/2013
2011/2012
2010/2011
2009/2010
2008/2009
FINANCIAL FOCUS AREAS GOING
FORWARD
Focus Areas:
• Exceed the budgeted number of visitors by implementing a sound marketing
strategy and aggressive marketing, retaining regular customers such as schools
and universities.
• Fully utilise the facilities of Freedom Park for commercial services for venue
hiring, equip facilities and train staff.
• Appropriately implementing restructuring with the objective to minimise
positions to ensure an adequate saving on salaries in the 2014/2015 financial
year.
• Secure future infrastructure maintenance grants by appropriately spending and
reporting on the current grant received.
• Cost cutting/saving initiatives implemented on a year on year basis.
• Alternative sources of funding for other projects such as from NLB and fundraising
• Partnerships with likeminded institutions, sharing costs and achieving objectives
• Implementation of new ticketing, accounting and events management systems –
Eworkflow (paperless)
GOVERNANCE AND AUDIT OUTCOMES
• Freedom Park has achieved a clean audit for the third year in
succession
• Only reported findings relate to:
– Restatement of corresponding figures
• Activist fully functional council, with the following sub-committees:
– Audit Committee
– Finance Committee
– Bid Adjudication Committee
– HR and Remuneration Committee
– Strategic Committee
– Ethics Committee
• Internal audit and risk management functions (incl. fraud prevention)
• Code of conduct
• Corporate Governance Unit headed by a Company Secretary
• CFO is a qualified chartered accountant
FUTURE OUTLOOK
• Ensuring financial sustainability of the Park
• Realign the organisational structure with strategy to optimise
delivery
• Ensuring full operationalisation of the new museum, //hapo.
• Strengthening existing partnerships with stakeholders and
communities
• Implement a marketing strategy that places major focus on a
national drive to increase numbers and promote local tourism. In this
regard, the major focus of our outreach will be on schools,
embassies, and international markets.
• As a contribution to reconciliation, social cohesion and nation
building, we shall fully implement the Reconciliation Project in
Calvinia, which will be rolled-out to other provinces, starting in
KwaZulu-Natal, Mpumalanga and the Free State.
• Establish the Knowledge Centre: Production of knowledge that is
foregrounded in IKS, and create spaces for national dialogue.
THANK YOU