Nelson Mandela Museum, Mthatha

The Nelson Mandela Museum was established in 2000

Its narrative for the first 13 years was based on the living legacy of Nelson Mandela

Phase 1: In May 2014, the museum started a series of workshops to look at the post living legacy period

It held a workshop where it invited other heritage and tourism stakeholders to discuss the future of the museum

Phase 2: It started the process of visioning the museum for the next 5 years

The process started with staff and was followed by Council and Council and management

In doing this, both in workshops and in internal process, the museum took into account external the external environment in which it is operating

This environment is outlined in the Chairperson forewords and that of the Acting CEO foreword of the Strategic Plan

The analysis of both internal and external environments led to the museum adopting the vision, mission and values outlined below

Inspire positive change in society through the legacy and values of Nelson Mandela

A centre of excellence that preserves the legacy, disseminate knowledge, interprets and upholds the values of Nelson Mandela to promote social cohesion and nation building

The following values will inspire the leadership and staff of the museum and will become and organic part of the iconic posture the museum will assume as a centre of cultural life

Ubuntu- to help without looking for personal gain Stewardship- Custodians of the Nelson Mandela

legacy Integrity- To inculcate honesty and respect Service Excellence- to ensure qualitative and

satisfactory service delivery Development and learning- To be the hub of

information sharing Innovation- To be creative in developing new ideas

The museum derives its mandate from the Constitution first, which states that, it

“recognises the injustices of the past, honour those who suffered for justice and freedom in our land, respect those who have worked to build and develop our country…[to] heal the divisions of the past and establish a society based on democratic values, social justice and fundamental human rights

Cultural Institutions Act, 119 of 1998 as amended

National Heritage Resources Act, 25 of 1999 Public Finance Management Act, 1 of 1999

as amended Promotion of Access to Information Act, 2 of

2000

White Paper of Arts and Culture, 1996 Policy Paper of Legacy Projects, 2007 Deed of donation between Arts and Culture

and President Nelson Mandela, 2005

Strategic Goals Sub-Programme

1. Improve and maintain heritage development and conservation

2. Improved Public Profile and Access

1.1 Collection and Research1.2 Exhibitions

2.1 Education and Outreach2.2 Communication and Public Relations2.3 Tours

3.1 Conferences and Accommodation Facilities

3.2 Youth and Heritage Centre

4.1 Chief Executive Office4.2 Corporate Services4.3 Chief Financial Office

3. Vibrant programming that promotes the economic opportunities for the community

4. Sound and effective governance

Strategic Outcome Goal Goal Statement

1. Improve and maintain heritage development and conservation

2. Improve public profile and access

Providing and managing the museum’s heritage resources such as research, collections, conservation and exhibitions

Improve stakeholder participation and museums public profile to grow diverse audiences and position NMM favourably

Engage communities through a hive of arts and culture activities that promote economic activities

Ensuring effective and efficient corporate governance in relation to financial, human resource management, safe, clean and secure environment

3. Vibrant programming that promotes the economic opportunities or the community

4. Sound and effective governance

To facilitate intergenerational learning platforms and conversations that discuss the values of Nelson Mandela

To use exhibitions to drive and entrench the values of Nelson Mandela

To research museum collections for better understanding and sustainable use

To facilitate conservation of sites associated with Nelson Mandela and facilitate their inclusion as part of the Liberation Heritage Route

To facilitate focused understanding of the museum through the development of the learning material

To create in-person and digital platforms of community engagement

To profile the NMM brand through various markets

To ensure a functional Council that provides effective oversight and promotes accountability

To create financial stability for the museum To develop policies, procedures and systems for

the museum To ensure effective financial management,

accountability and administration To ensure Financial Planning and Accounting To optimally develop and manage human

capital To ensure effective utilisation, safe and clean

environment of the museum infrastructure

60

60

500

1. Number of learning platforms and conversations held

2. Number of geographical locations reached (travelling exhibitions)

3. Number of collections researched

Performance Indicator

Target over 5 years

8 sites

5 learning materials

15 engagements 15 expos and

shows

2 strategies, 15 activities implemented

4. Number of sites included in the Liberation Heritage Route5. Number of learning material produced6. Number of community engagement platforms

7. Number of marketing strategies developed and activities implemented based on the marketing strategy

20 Council meetings 100 committee

meetings

5 initiatives

14 policies

5 Unqualified audit outcomes

8. Number of Council and Committee meetings held

9. Number of fundraising initiatives to be held10. Number of policies, procedures and systems to be held11. Improved audit outcomes

100%

5 workplace skills plan 125 performance

contracts

5 UAMPS completed

12. Compliance with budget and supply chain management

13. Number of human capital initiatives

14. User asset Management Plan

Performance Indicator Annual Target 2015/16

1. Number of learning platforms and conversations held

2. Number of geographical locations reached

3. Number of collections researched

4. Number of sites included in the National Heritage Liberation Route

12 platforms

12 locations

100 items

2 sites

1 learning material 3 community

engagement 3 expos and shows

1 strategy

3 activities

5. Number of learning material produced6. Number of community engagement platforms

7. Number of marketing strategies developed

8. Number of activities implemented based on marketing strategy

Annual Performance Indicators and Annual Performance Indicators and Annual Targets Cont…Annual Targets Cont…

4 Council meetings 20 committee

meetings

1 strategy

1 initiative

6 policies and procedures

9. Number of Council and committee meetings held

10. Number of fundraising strategies developed11. Number of fundraising initiative held

12. Number of polices, procedures and systems developed

Annual Performance Indicators and Annual Performance Indicators and Annual Targets Cont…Annual Targets Cont…

1 unqualified audit outcome

100%

100%

13. Improved audit outcomes

14. Compliance with PFMA and Treasury Regulations

15. Compliance with budget and supply chain management

Annual Performance Indicators and Annual Performance Indicators and Annual Targets Cont…Annual Targets Cont…

1 workplace skills 25 performance

contracts

1 UAMP

16. Number of human capital initiative

17. User Asset Management Plan Completed

Annual Performance Indicators and Annual Performance Indicators and Annual Targets Cont…Annual Targets Cont…

Heritage Resource Management

Strategic Goal 1 Improve and Maintain Heritage Development and Conservation Budget Line Item

2015/16 2016/17 2017/18 2018/19 2019/20

842 309 884 424 928 645 975 077 1 023 831 12 x Learning Platforms and Conservations

93 650 98 333 103 250 108 413 113 834 12 x Exhibitions: Geographical Locations researched

50 000 52 500 55 125 57 881 60 775 100 x Collections researched

10 000 10 500 11 025 11 576 12 155 2 x Sites facilitated for inclusion in the Heritage Liberation Route

75 000 78 750 82 688 86 822 91 163 1 x Learning Material Produced

25 000 26 250 27 563 28 941 30 388 3 x Community Engagements

100 000 105 000 110 250 115 763 121 551 Exhibitions

TOTAL 1 195 959 1 255 757 1 318 546 1 384 473 1 453 697

Marketing and Communication

Strategic Goal 2 Improved Public Profile and Access Budget Line Item

2015/16 2016/17 2017/18 2018/19 2019/20

275 000 288 750 303 188 318 347 334 264 3 x Expo’s and Sows

120 000 126 000 132 300 138 915 145 861 1 x Marketing Strategy developed

300 000 315 000 330 750 347 288 364 652 3 x Marketing Activities (July,December,February)

155 000 162 750 170 888 179 432 188 404 Brand Promotion

36 171 37 980 39 879 41 873 43 967 Subscriptions

50 000 52 500 55 125 57 881 60 775 Conferences and Travelling

TOTAL 936 171 982 980 1 032 130 1 083 736 1 137 923

Governance

Strategic Goal 3 Sound and Effective Governance Budget Line Item

2015/16 2016/17 2017/18 2018/19 2019/20

2 437 752 2 559 640 2 687 622 2 822 003 2 963 103 Administration

2 521 359 2 647 427 2 779 798 2 918 788 3 064 727

Governance

639 744 671 731 705 318 740 584 777 613

Finance

10 829 446 11 370 918 11 939 464 12 536 437 13 163 259 Staff Costs

300 620 315 651 331 434 348 006 365 406 Human Skills Dev. And Recruitment

1 518 960 1 594 908 1 674 653 1 758 386 1 846 305 Security

1 760 661

1 848 694

1 941 128

2 038 184

2 140 093

Facilities and Logistics

TOTAL 20 008 542 21 008 969 22 059 417 23 162 388 24 320 506

Heritage Resource ManagementStrategic Goal 1 Improve and Maintain Heritage Development and Conservation Budget Line Item

2015/16 842 309 12 x Learning Platforms and Conversations

93 650 12 x Exhibitions: Geographical Locations reached

50 000 100 x Collections researched 10 000 2 x Sites facilitated for inclusion in the Heritage Liberation

Route

75 000 1 x Learning Material Produced

25 000 3 x Community Engagements 100 000 Exhibitions

TOTAL 1 195 959

Marketing and Communication

Strategic Goal 2 Improved Public Profile and Access Budget Line Item

2015/16

275 000 3 x Expo’s and Shows

120 000 1 x Marketing Strategy developed

300 000 3 x Marketing Activities (July,December,February)

155 000 Brand Promotion

36 171 Subscriptions

50 000 Conferences and Travelling

TOTAL 936 171

Governance

Strategic Goal 3 Sound and Effective Governance Budget Line Item

2015/16

2 437 752 Administration

2 521 359 Governance

639 744 Finance

10 829 446 Staff Costs

300 620 Human Skills Dev. And Recruitment

1 518 960 Security

1 760 661 Facilities and Logistics

TOTAL 20 008 542