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Inspiring Positive Change: Nelson Mandela Museum's Vision and Mission

The Nelson Mandela Museum aims to inspire positive change in society through the legacy and values of Nelson Mandela. Their mission is to preserve and promote Mandela's legacy while exercising effective stewardship over the museum's assets. The museum focuses on promoting social cohesion, nation building, and learning and development. With a renewed governance and leadership structure, the museum is working towards strengthening its financial administration, developing a financial sustainability strategy, and expanding its programming. They also aim to digitize the museum and reach global audiences through partnerships and fundraising efforts.

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Inspiring Positive Change: Nelson Mandela Museum's Vision and Mission

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  1. Agenda Mandate Mission, Vision & strategy Programming Governance & Leadership priorities

  2. The Mission and Vision The Mission Strategy Mandate A shift in Programming Ethos Inspire positive change in society through the legacy and values of Nelson Mandela To preserve and promote the legacy of Nelson Mandela. Exercise effective stewardship over the assets and capabilities of the museum. From “A living legacy” 2000 – 2014 To “ Living the Values” 2015 to date The Vision The values Ubuntu Stewardship Integrity Service Excellence Learning & development Innovation A centre of excellence that preserves, disseminates knowledge, interprets and upholds the values and legacy of Nelson Mandela, to promote social cohesion and nation building. Emphasis is how to inspire people build a South Africa and the world of Mandela’s dreams and aspirations

  3. Governance and Leadership Audit Opinion 2015/2016 Leadership Council Qualified Focused on organisational renewal. Restructured the organisation focusing on moving resources to core business. Leadership and capacity CEO, CFO & Heritage executive. Major cause of the adverse audit opinion New Council in Place Balanced Skills Sets. ( Heritage, Finance, legal, Technology & Community). Council committees well constituted. Previous council set the foundation for change The Museum was qualified based on failure to recognize heritage assets in accordance with GRAP 103. • Ministerial Exemption (DAC) • The Minister issued an exemption for GRAP 103 that covered 2015/16 and 2016/17 financial years. • Funding for this standard is only available in 2017/18. • During the 2015/16 the Auditor-General refused to consider the exemption, hence we received a qualification. • Grant Thornton assisted with GRAP 103 gratis Progress on resourcing New Heritage Exec Started 2 Jan 17 New CFO starting in March 2017 New CEO starting in April 2017

  4. Human Resources Priorities Compliance with regulations Work in progress Performance Management Performance Management contracts Job descriptions Renewal of expired contracts New contracts for employees affected by restructuring Absorption/permanent employment of a long term serving temporary employee Settled dispute of an employee Submitted workman's compensation application to the Department of Labour Monthly staff and Management meetings, workshops Audit governance plan Temporary tour guide Vetting of employees Structure CCMA former CEO

  5. Infrastructure Development Compliance with regulations Work in progress Procurement Processes Development and upgrading of Qunu Youth and Heritage Centre R15 million Qunu condition based maintenance Establishment of Information Communication Technology Framework (ICT) Development of specifications and appointment of a project Management team – discussed and approved at Council meeting DAC to provided Management expertise DPW presentation 17 February 2017 Tender processes in place Sample specification sent to DAC for review and update Handover site 18/10/17 The tendering process is at an adjudication stage and legal and NT advice received to continue with the process

  6. Strategic Priorities 1 Strengthen financial administration positive audit opinion and stabilise the management structure of the museum. 2 Develop a financial sustainability strategy for the museum to support programme expansion. 3 Address the issue of Mvezo node of museum and reach acceptable outcomes 4 Remain relevant to audiences through dynamic and contextual programming

  7. Dynamic Programming for a Post-Madiba era Forward looking initiatives Shift in programming ethos Launch of new exhibitions Celebrating O.R. Tambo Centenary--Mandela & Tambo outreach education prog. Nelson Mandela Centenary 2018 - initiation stage to begin July 2017 Reach global audiences Digitise the museum, possible partnerships with Google Fund raising strategy Organizational capacity, Policies, ICT system Mobilise support & resource -League of friends of Nelson Mandela Museum. Workshop staff-policies & procedures From “ A living legacy” To “Living the values” Re-opening of Bhunga building and launch of new exhibition. Colloquiums and Outreach programmes on the new programming ethos

  8. END ENKOSI

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