nelson mandela annual report 2011/2012 table of … · the nelson mandela museum is located in the...
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NELSON MANDELA ANNUAL REPORT 2011/2012
TABLE OF CONTENTS
PART 1: GENERAL INFORMATION................................ 51.1 VIsION, MIssION ANd VALuEs...................................................................... 7
1.2 OVERVIEw OF ThE MusEuM........................................................................ 8
1.3 REPORT OF ThE AccOuNTING AuThORITy................................................. 9
1.4 chIEF ExEcuTIVE OFFIcER’s REPORT......................................................... 10
PART 2: PROGRAMME OVERVIEw ANd AcTIVITIEs... 11PROGRAMME 1: GOVERNANcE........................................................................... 13
PROGRAMME 2: huMAN REsOuRcEs................................................................ 14
PROGRAMME 3: MARKETING ANd cOMMuNIcATIONs...................................... 20
PROGRAMME 4: hERITAGE................................................................................. 23
PART 3: PROGRAMME PERFORMANcE REPORT....... 273.1 INTROducTION............................................................................................. 29
3.2 PERFORMANcE MATRIx................................................................................ 30
PART 4: ANNuAL FINANcIAL sTATEMENTs.............. 474.1 OVERVIEw...................................................................................................... 49
4.2 AccOuNTING AuThORITy REPORT.............................................................. 50
4.3 REPORT OF ThE AudIT cOMMITTEE............................................................ 51
4.4 MANAGEMENT REPORT................................................................................ 53
4.5 REPORT OF ThE AudITOR GENERAL............................................................ 55
4.6 sTATEMENT OF FINANcIAL POsITION.......................................................... 59
4.7 sTATEMENT OF FINANcIAL PERFORMANcE................................................ 60
4.8 sTATEMENT OF chANGEs IN NET AssETs.................................................. 61
4.9 cAsh FLOw sTATEMENT.............................................................................. 62
4.10 NOTEs TO ThE FINANcIAL sTATEMENTs................................................... 63
4.11 APPENdIx 1: dETAILEd sTATEMENT OF FINANcIAL PERFORMANcE......... 82
4.12 ANNExuRE 1: sTATEMENT OF GIFTs, dONATIONs ANd sPONsORshIPs.. 84
4.13 ANNExuRE 2: sTATEMENT OF LOANs........................................................ 85
4.14 ANNExuRE 3: sTATEMENT OF uNAuThORIsEd,
IRREGuLAR ExPENdITuRE, wAsTEFuL ANd FRuITLEss ExPENdITuRE... 86
4.15 ANNExuRE 4: sENIOR MANAGEMENT EMOLuMENTs................................ 88
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NELSON MANDELA ANNUAL REPORT 2011/2012
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NELSON MANDELA ANNUAL REPORT 2011/2012
PART 1: GENERAL INFORMATION1.1. VIsION, MIssION ANd VALuEs
1.1.1. VIsION
To be the leading museum that represents and interprets the life story and values of Nelson Rolihlahla Mandela, a product and champion of ubuntu.
1.1.2. MIssION
The mission of the Nelson Mandela Museum is to• Developthemuseumasasiteforthecollectionofartefacts,information,knowledgeandlifeexperiencesof Nelson Rolihlahla Mandela and a centre for curatorship that promotes a critical understanding of his life, memory and legacy as one of the greatest leaders of the 21st century.• Promotethemuseumasacentreforculturallifeintheforefrontoftherestorationofubuntuasapioneering philosophy and a force for the transformation of South African society.• BuildtheNelsonMandelalegacyasavehicleforsocialchange,nationbuildingandthepursuitoftheidealsof human solidarity through educational and advocacy programs• Promotesustainablecommunitydevelopmentandselfupliftmentthroughpartnershipswiththecommunities (especiallyQunu,Mvezo,MqekezweniMthatha),educationalinstitutions,thegovernment,theprivatesectorand otherkeystakeholdersinsociety
1.1.3. VALuEs Thefollowingvalueswillinspiretheleadershipandstaffofthemuseumandwillbecomeanorganicpartoftheiconicposturethemuseumwillassumeasacentreforculturallife.•Ubuntu•Stewardshipandserviceexcellence•Integrityandrespect•Developmentandlearning
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1.2 OVERVIEw OF ThE MusEuM
The Nelson Mandela Museum is located in the authentic landscape of Mr Nelson Mandela’s childhood and retirement. It providesanopportunity forpeople to retrace the footprintsof agreatmanat “the source”. Inmanyways itrepresentsthenation’slegacyasnarratedbyMrMandelainhisownautobiographyandinnumerousresearchandsocialnarrativesrelatedtohislife.MrRolihlahlaNelsonMandela–AhDalibhungaisthesonofChiefHenryGadlaMpakanyiswaandNosekeniMaMpemvuFaniinMvezo.HespenthischildhooddaysinQunuandhisyouthdaysinMqekezweni.Whenhestartedschool,adjacenttothesitewhichiscurrenthometotheQunucampusoftheNelsonMandelaMuseumhewasgiventhenameNelson.2010-2011financialyearmarkstheconclusionofthefirstdecadeofthemuseum,italsomarkstheyearinwhichthemuseumandthewholecountrywereparticipantsinthefirstworldcupheldonAfricansoil.ThemuseumseizedthemomentandearnedagrantfromtheDepartmentofArtsandCulture2010legacycommitteetodevelopandmultiplyatravellingexhibitiononNelsonMandela–AlbertLuthuliinConversationwhichwasputinanumberofsitesacrossSouthAfrica.Thisperiodalsosawthemuseumincreaseitsfootprintsubstantiallymakingitspresenceinsomeoftheairports,majorintersections,anddiverseprovincesinstrategicpointslikeRobbenIslandMuseum,BloemfonteinNationalMuseum,Rustenburg,NelsonMandelaMetro2010InformationCentre.
ThemuseumwasopenedonFebruary11,2000byformerPresidentMandelaandthethenMinisterofArtsandCulture,DrNgubane.TheopeningtooktheformofsodturningsinMvezoandQunu,andopeningofanexhibitionintheBhungaBuilding.Theopeningwasaculminationofextensiveconsultationsandthepainstakinglythoroughworkofasteeringcommitteesetuptofacilitatetheprocessofanationalmuseumestablishment.
Themuseumstrategicplanfortheperiodunderreviewgivesspecialemphasison:1.renewalofofferingsasseeninnewexhibitionsandprogrammes.2. increasing the footprint as seen in more provinces and regions reached.3. building of capacity as seen in more training, albeit there are still serious challenges in sourcing adequate funds tofillallthepositions.4.strengtheningofinfrastructureasseeninapprovalofthefundingfortheBhungaupgradeandmajormaintenanceon Qunu. The museum continued to deliver an improvement in its programming as seen in improved visitor feedback,and improvements in itsgovernanceasseen in improvingaudit reports.Themuseum is locatednotonly in the authentic landscape of his childhood, but also in a landscape that he absolutely loves and reveals the valuesof:Ubuntu;integrity;inspiration;listening;learning;developmentandservice.Ifexecutedwelltheworkofthemuseumwillinspirethepresentandfuturegenerationstostayintouchwiththeirpast,toactaccordingtoinformedconsciences.TheMandelaMuseuminvitesalltolearnfromandenjoythememorableexperiencesinthelandscapethatisamajorpartofthenation’sheritage.
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NELSON MANDELA ANNUAL REPORT 2011/2012
1.3 REPORT OF ThE AccOuNTING AuThORITy
On behalf of the NelsonMandelaMuseumCouncil, I am pleased to present theMuseums’ Performance andFinancialReportfor2011/12.Thereportsetsforththemuseum’sgoalsandobjectivesandhighlightsourrelatedperformanceandaccomplishments,programmatic,operational,andfinancialforthepastyear.Webuiltuponthesignificantaccomplishmentsofthepreviousthreeyears,whichincludedstrengtheningouraccountingandfinancialsystemsandclarifyingthemuseum’smissionandperformancegoals.Thisallowedthemuseumtoensurethatitismoreintegrated.Italsohelpedspurinnovativeapproachesthroughcreativecommunitypartnershipsandresearchthat addresses education and economic challenges.
Thefinancialyear,2011/12wasthefirstfullyearofconsolidationofdisparatemuseumrelateddatacollection.Inthisregardthemuseumismakingprogressinensuringthatithascomprehensivedata,bothforourheritageassetsandforothermuseumassets.Thefocusofthemuseumintheareaofheritageassetshasallowedusthroughresearchtofurtherunderstandourcollectionbetterthanweeverdidinthepreviousyears.Thisisanareathatweaimtokeepimproving on.
TheupgradingoftheBhungabuilding,oneoftheexcitingprojectsthatisinprogress,willallowthemuseummorespacefordisplays.Throughthis,weaimtotransformandexpandthedisplaysandusethisopportunitytoincreaseandwidentherangeofpeoplevisitingthemuseum.TheNelsonMandelaMuseum’soutstandingcollectionswillthenhaveahometobeproudof.Asaresultofthis,theCouncilischallengedbythesedevelopmentstoembarkonaconcertedefforttofund-raisefortheexhibitions,displaysandoutreachworktoensurethatthevisionoftheNelsonMandelaMuseumisspreadandunderstoodthroughoutSouthAfricaandtheworld.
As themuseum’sactivitiesareset toexpand in readiness for thenewdevelopment, theboardwould facilitatea tightly-costed business plan. This will include costs for the museum’s collections, acquisitions, exhibitions,publications,educationalworkandconservationofthecollections.TheCouncilwouldalsofacilitatesessionstoempowermanagement,specificallytheexecutivemanagementteamtoleadtheorganisationintogreaterefficiency.Inadditiontothis, thestrengtheningof themanagementteamwillgivespacetotheseniormanagementof theinstitution,especiallytheCEOandtheseniorMarketingmanager,tofocusonthetaskofbroadeningthefootprintsof theNelsonMandelaMuseum, both inside our country’s borders and beyond. TheCouncil togetherwith itsmanagementwillconcentrateonfurther improvingonthedeliveryofthecorebusinessofmuseumsasoutlinedinourstrategicplan.However,keyelementsofthisstrategywerealreadybeingworkedthroughinthelastyearsthroughfourbroadthemes:• increasingpublicengagement;• developingphysicalspacesforvisitors,collectionsandstaff;• improvingorganisationaleffectiveness;and• achievingfinancialsustainability.
Theannouncementthatthemuseumwastoundergoamajorrefurbishmentschemewastheculminationofmuchhardworkandadvocacyandthebeginningofasignificantprojectmanagementanddeliverychallenges.WearegratefultotheDepartmentofPublicworksfortheirsupportandourparentdepartment,theDepartmentofArtsandCultureforalwaysensuringthatitsolicitsfundsforcapitalprojectsonourbehalf.
Lastly,theessentialcharacteristicsofgoodgovernanceare:communication,accountabilityandtransparency.ThisAnnualReportisonecontributiontothemuseums’commitmenttotellingpeopleaboutitsworkanddemonstratesitsaccountabilityinfurtheranceofthelegacyofNelsonMandela.Definingthelegacyofamanwhoisrenownedthroughout the world and whose life and work embodies an enduring spirit of hope is complex and almostinsurmountable.Themuseumneedstocontinuetoreflectonitsworkandimprovethewaysinwhichittacklesitstasksandmakessurethatproblemsandchallengesareresearchedandunderstoodsothatdecisionsaremadeon thebestpossible informationandevidenceandnot tobeafraid to trynewwaysofdoing things,andtobeconstrained only by the limits of our imagination.
Theresponsibilitythatgoeswiththemuseummandateisonethatwedonottakelightly.Wepledgeourselvestoconfrontinstitutionalchallengeswithintegrityinawaythathonoursthemantowhomthismuseumisdedicated.Iampleasedtoaffirmthattheperformanceandfinancialdatacontainedinthisreportis,tothebestofmyknowledge,reliableandcompleteandthatitisatruereflectionoftheactivitiescarriedoutbythemuseumduringthefinancialyearunderreview.
........................................PumlaMadibaChairpersonNelson Mandela Museum
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1.4 chIEF ExEcuTIVE OFFIcER’s REPORT
WhentheNelsonMandelaMuseumCounciladoptedthevision,“tobetheleadingmuseumthatrepresentsandinterpretsthelifestoryandvaluesofNelsonRolihlahlaMandela,aproductandchampionofUbuntu”itaspiredtoseemanagementandstaffnotonlyemulatingthesacrificesthatPresidentMandelamadebutalsoensuringthatthemuseumbecameaninstitutionwhicheverypersonwouldvisitandlearnfromthelifeofNelsonMandela.
For any institution that is associatedwith the name of NelsonMandela, such an institution is expected to beexemplaryinbothconductandcommitmenttothetransformationoftheSouthAfricansociety.Asamuseum,wederive inspiration from this commitment through our activities that are outlined in our strategic plans and other similar documents.
In this vision andmission of becoming a “site for the collection of artefacts, information, knowledge” and the“promotionofsustainablecommunitydevelopmentandselfdevelopmentthroughpartnershipswithcommunities”weareguidedbyahighlycompetentmuseumCouncilmadeupof individualswithdiverseskills,expertiseandexperiencesfromacrossacademicdisciplines.
Forthecurrentreportingyear,theCouncilhadmandatedthemuseumstaffandmanagementtoachievethefollowingobjectives:• Buildingandimprovingthequalityofthecontentofthemuseumtocreatefertilegroundforresearch,education and recreation• Upgradingthephysicalinfrastructuretoensurethesafetyandconservationoftheartifactsandtheimmovable property of the NMM• Strengtheninggovernanceandaccountabilityoftheinstitution
Inordertoachievethisbroadmandate,themuseumdividedtheseintofourprogrammesthatwouldensurethateachofthemandatesisconvertedintocleardeliverables.Thefocusareaswereasfollows:• Administration-withaclearfocusonourhumanresourcestrategy,informationcommunicationtechnology, compliancewithsupplychainmanagementandasecuredinstitution.• Marketing-toensurethatthemuseummessagespreadswidelywithinandbeyondourbordersandthatour toursareprofessionallyconductedandareabletoattractawidevarietyofpeople• HeritageServices-toensurethatmuseumartifactsareproperlyconservedandthatthereissufficient informationoneachandeveryobjectinourcollectionwhilealsodevelopingdynamiceducationmaterial• Enterprise-thattheNelsonMandelaMuseumYouthandHeritageCentreinQunuisutilisedtoitsmaximum capacity and that it is professionally managed.
Itwas thenclear to us that the achievementof theseobjectivesdependson soundandeffectivegovernance.Consequently,ourprogrammesandactivitiesweregearedtowardsachievingthesesetgoalsasreflectedinthisannualreport.Someofthehighlightsofthisreportingyearinallouractivitiesareasfollows:• Anunqualifiedauditreport,althoughtherearemanyareasinwhichwemuststillimproveasaninstitution;• Bhungaupgradewhichisstillintheprocessofcompletion;• Travellingexhibitionstoatleast8provincesoftheRepublicofSouthAfrica;• Anincreaseinthenumberofpositivemediareports;• ConsolidationofinstitutionalstakeholdersandpartnershipswithHousesofTraditionalLeadership,schools, churchesandotherinstitutionsassociatedwithNelsonMandelasuchastheNelsonMandelaCentreof MemoryattheNelsonMandelaFoundation,VictorVersterprison,parliamentofRSA,heritageandcultural institutions, etc.
Againinthisreportingyearthemuseumcontinuedtostrengthenpartnershipsinareaswhereitisstrongandthoseinwhichitstillneedstoimproveon.Thissummaryishoweveranindicatoroftheroadthathasbeentravelledbythemuseumintheyearunderreviewbutasitwouldbeobserved,italsoindicatesourlimitationsasaninstitutionandareasinwhichweneedtoimprove.Asayounginstitutionthatis12yearsoldwithlimitedbudgetandstaffcompliment,wearedeterminedtocontinuallyimproveonbothouradministrationandprogrammeactivities.
Lastly,thefinancialstateofanyinstitutionandtheefficientmanagementofpublicfundsisoneofthedeterminingindicators of an improving and efficient institution. In this regard, as in the previous year, theNelsonMandelaMuseumhasagainreceivedanunqualifiedauditreport.Weowethistoourcogentlycoordinatedsystems,whichmust continue to improve in order to ensure that our report does not have any matters of emphasis in future.
..........................NoelL.ZSolaniActingCEONelson Mandela Museum
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NELSON MANDELA ANNUAL REPORT 2011/2012
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NELSON MANDELA ANNUAL REPORT 2011/2012
PART 2: PROGRAMME OVERVIEW AND ACTIVITIES
2.1. PROGRAMME 1: GOVERNANcE
TheNelsonMandelaMuseumisaNationalPublicEntitywhichisgovernedbytheMinisterasanExecutiveAuthority,aCouncilasanAccountingAuthority,aChiefExecutiveOfficerasanAccountingOfficerwiththesupportofaChiefFinancialOfficer.TheCouncilispart-timeChiefExecutiveandtheChiefFinancialOfficersengagetheirrespectiveadministrativearmstosupporttheCouncil in its legislatedduties. AstheCouncil ispart-time, ithasdelegatedthebulkofitsresponsibilitiestotheadministrativewingofthemuseumandperformsanoversightroletoensureeffectiveriskmanagement,generalco-ordinationandaccountability.
ImportanthighlightsofthisprogrammeincludetheappointmentoftheMuseumCouncil,addressingofGovernanceissues,andstrengtheningofstakeholderrelations.
SoonafteritsestablishmentinApril2011,theCouncilestablishedcommittees,namely:
1. AuditandRiskCommittee;2. FinanceCommittee;3. InstitutionalDevelopmentCommittee;4. ContentCommittee;aswellasappointingan5. InternalAuditorand6. A Travel Agent
TheNelsonMandelaMuseum,particularlytheCouncilfacedadifficulttask.Firstly,itneededtostudythepoliciesandevaluatealltheprogrammesofthepreviousyearinwhichtherewasalacuna–noCouncil.Secondly,ithadtoreviewtheStrategicPlanoftheyearunderreview.Thirdly,itreviewedthevisionandmissionofthemuseumwhileitmonitoredandevaluatedtheactivitiesofthemuseum.Althoughthisisworkinprogress,theCouncilisconfidentthat the museum is going from strength to strength in serving the local, provincial, national and international clientele.
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2.2. PROGRAMME 2: huMAN REsOuRcEs 1. why hR dEPARTMENT:TheHRDepartmentistheheartoftheInstitutionandavitalorganoftheMuseum.Itsaimistoensureclearundilutedhumancapitalmanagementof theMuseumand itsstakeholdersaswell as tocontribute towards themuseumdevelopmentandeffectivedeploymentofstafftaskedtoensurethattheMuseumdeliversonitsmandatethroughretention, and attraction of human capital. Furthermore, another task of theHRDepartment is to balance andharmonize the labour relations of the Organisation.NMMbeing a knowledge base and living organisation, its human capital is critically important in ensuring thesuccess of the museum initiatives.ThefollowingarethemajorhighlightsoftheHRDepartmentforthe2011/2012financialyear:• Training&Development• Recruitmentandselection• Policyreviews• Organisationaldevelopment• HandlingResignationsandTerminations• HRAlignment• LabourRelationsMatters• PMS• Wellnessprogrammes• EmploymentEquity• Leaveschedule
2. TRAINING & dEVELOPMENTThere has been good progress in the training and development of the people in general. The development and changemindsetaspartoftrainingisofparamountimportanceintheHRfunctionandneedstocontinueasapriorityoftheOrganisation.ThegrowingneedofTechnicalskillsandcapacitybuildingisprevailingfromtimetotime.Thiscalls for prompt action.FinanceofficialswerealsodevelopedinareasthatwereraisedbytheAuditorGeneral(e.g.SupplyChainManagement,AssetsManagement,etc.).
3. REcRuITMENT & sELEcTIONTheorganisationhasadvertisedonepositionintheyearunderreview,whichis:• SecurityfacilitiesandlogisticsspecialistThefillingofthispositionwassuccessful.
Positionswerefilledasfollows:Department Position Incumbent Date started
QunuYouthHeritageCentre Admin Officer S.Mazwana 29-03-2011
Internshipprogramme:Department Position Incumbent Date started
Marketing TempTourGuide U.Songca 01-04-2011
Marketing TourGuidingIntern N. Ncapai 01-04-2011
Marketing TourGuidingIntern Z.Gamakhulu 01-04-2011
Programme Temp Researcher Sinazo Mtshemla Feb2011
Programme Temp Researcher IsabelGwaze March2011
4. ORGANIsATIONAL dEVELOPMENTInternsareallplacedunderDepartmentsaccordingtotheirexpertiseandfieldofstudieswithaclosementorshipoftheHeadsofDepartments,e.g.Marketing,ProgramsandQunuHeritageCentre.Reporting lines have been addressed in order to monitor the performance and personnel development areas.Thereisachallengeinthefillingofthevacantpositionsintheorganogramduetobudgetconstraintsandthisiscreatingcapacitygapandiscausingmulti-taskingincertainareas.
5. REsIGNATIONs ANd TERMINATIONsDuringtheyearunder review,oneresignationwasreceived fromtheSecurityFacilitiesLogisticsSpecialist; thisresignationwasduetotheincumbentgettingabetterofferelsewhereandwasalsonecessitatedbytheincumbent’sresolvetoseepersonalgrowth.
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6. huMAN REsOuRcEs ALIGNMENTTheMuseumhasengagedaconsultanttodraftaRemunerationandRetentionPolicy.Thealignmentofmuseumstaffsalarieswithapropergradingsystemwasconducted.TwogradingsystemswererecommendedtoCOUNCIL.Thesewere:EquateSystemandPattersonGradingSystem.TheexercisewasapprovedbymuseumcouncilandthePattersonGradingSystemwasfoundtobesuitableforMuseumemployees.Theimplementationthereofhasbeen put on hold until there are enough funds to align salaries of all museum employees. This matter requires urgent attention.
7. LABOuR RELATIONs MATTERs TherehasbeenastablelabourrelationsenvironmentwithintheOrganisation;therearetwocaretakershopstewardsdeployedbyNEHAWUwithintheInstitution.DISCIPLINARYCASESTherearenodisciplinarycasestobereportedforthefinancialyearunderreview.CCMAArisingfromtheabove,nocasewenttoCCMAduringthefinancialyearunderreview.GRIEVANCESStaff meetings are held on a monthly basis and the Agenda comes from both the employees and management. Managementmeetingsareconvenedeverysecondweekof themonth.Thesemeetingsassist the Institution inperformancemonitoringandalsoserveasa360degreefeedbackmechanism.
8. PERFORMANcE MANAGEMENT sysTEMThe performance management system policy has been approved by museum council. Each manager has aperformanceagreementwithclearKeyPerformanceAreas(KPAs)linkedtotheStrategy.PerformancediscussionsaredonetwiceayearonasixmonthsbasisbytheCEOandHODswiththeirdirectreports.QuarterlyreportsaresubmittedbyeachmanagertotheCEO’sofficetomonitortheperformanceoftheindividualandoftheInstitution’sannualtargets.TheCouncilassessestheCEO’sPerformance.
9. huMAN REsOuRcEs POLIcy REVIEwTheHRpoliciesmatrixwassenttothecouncilinMarch2010/2011forrevieworfornotingasfollows:• LeavePolicy–noted-2011• GrievanceandDisciplinaryProcedure–noted-2011• CodeofGoodConduct–noted-2011• EmployeeStudyAid–noted-2011• Cellphonepolicy–noted-2011• RecruitmentandSelectionpolicy–noted-2011NoreviewoftheHRPoliciestookplaceduringtheyearunderreview.
10. ANALysIs OF dEMOGRAPhIcs OF ThE INsTITuTIONCategories a / male a / female c / male c / female w / male w / female total
1.CEO 1
2.CFO 1
3.HRM 1
4. Security Spe-cialist
5.ExecutiveAs-sistanttoCEO.
1
6. Snr Manager Programs
1
7. Snr Manager Marketing
1
8.Accountant 1
9.Educationmaterial develop-
ment manager
1
10.HeritageCentreManager
11.Heritagetoursco-ordi-
nator
1
12.FinanceSecretary
1
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NELSON MANDELA ANNUAL REPORT 2011/2012
Categories a / male a / female c / male c / female w / male w / female total
13.AdMINOf-ficer
1
14. Admin Officer – Qunu
1
15.CommunityLiaisonOfficer
1
16.HeritageConservator
1
17.Communica-tion and Media
Officer
1
18.Design,GraphicsandWebsiteOfficer
1
19.Caretaker 1
20.GenaralAs-sistant
1
21.EducationOutreach Officer
1 1
22.FinancialController
1
23.TourGuideInterns
2 1
24 Temp Researcherx2
2
25.ExhibitionsAssistant
Total 1
14 14 =28
11. sTAFF wELLNEssDuringtheyearunderreviewthereistheBhungaupgradeproject.ThemoveofstafffromBhungabuildingtoQunucreatedalotofstressamongststaffduetothefactthattheyhadtotravel66kmeverydaytowork.NMMprovidedfreetransportforemployeestoandfromwork.Thechangeofworkingconditionsfromnormalofficestoparkhomesandnetworkproblemswereamongstthechallengesfacedbyemplyees.
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NELSON MANDELA ANNUAL REPORT 2011/2012
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NELSON MANDELA ANNUAL REPORT 2011/2012
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NELSON MANDELA ANNUAL REPORT 2011/2012
13. schEduLE OF huMAN REsOuRcEs cOsTITEM COST
Salaries 7284122
Staffwelfare 5100
Recruitment 44058
Benefits 349052
14. sTAFF sKILLs dEVELOPMENTPOSITION Number of trained staff COURSE DETAILS
Museum staff 12 Customercare
CEO 1 King111
Financialcontroller 2 scm
ExecutiveAssistant 1 GOVERNANCE
Communityliasonofficer 1 BA
Graphicdesigner 1 BA
CARETAKER&ASSISTANTSFL 2 NOSA
FinanceAdminofficer 1 HonoursinB.Comaccounting
Secretary in finance 1 Advanced payroll course.
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NELSON MANDELA ANNUAL REPORT 2011/2012
PROGRAMME 3: MARKETING ANd cOMMuNIcATIONs
TheMarketingDepartmentisresponsibleforattracting,welcoming,retaining,andincreasingvisitorstothemuseumfromaroundtheworldusingdiversemarketingtoolsandplatforms.Itbuildsandmaintainsrelationswithpartners,stakeholdersandthemedia.
1. MEdIA cOORdINATION ANd PuBLIcITyMediaCoordinationhasbeenoneofthetacticalapproachestobuildrelationswithlocal,nationalandinternationalmedia.Thishasbeenmadepossiblebythetimelyavailabilityoftherelevantspokespersonofthemuseum.Writinganddisseminationofpressreleases,storypitching,groupandindividualjournalistsmediatours,filmcrewandphotoshootcoordinationandaresponsetomediaqueriesledtopositiverelationswithmediaandminimisednegativepublicity.ThemuseumreachedouttheentirecontinentthroughWorldWideWebpublicity.
2. BROAdcAsT MEdIATheinterestsshownbybroadcastmediainconveyingthestoryofNelsonMandelathroughthemuseumincreasedthemuseumvisitationphysicallyandvirtually.ThisplacedQunuasoneofthemostattractivespacesintheworld,firedupbyitsamazingrichcontentwhichincludesexhibitions,vastopenairheritage,unspoiltenvironment,soundsand legends, authentic information about the life and times of Nelson Mandela, topography and unpolluted air, as wellasworldclassaccommodation,conferencingandsecureparking.
Growing interest fromfreelancers,filmcrewsandTelevisionproducers tocovermuseumprogramsenabled themuseum to feature prominently in diversemedia networkswhich includeSABCTelevision andRadio,ChineseTelevision,CCTV4,CBSNEWS,TopBilling,CanadaNews,andotherlocalcommunityradiostationssuchasRadioPulpit,VukaniCommunityRadio,UCR,KhanyaCommunityRadio,AlfredNzoCommunityRadioand InkonjaneCommunityRadio.
3. PRINT MEdIAThemuseumreachedmillionsofpeoplearoundtheglobe.Itsprintmediacoveragereachedthehighestpointsinceitsinception.Themuseumfeaturedinmajornationalandinternationalnewspapersandmagazines,withhighestreadership,suchasTheSundayTimes,Citizen,DailySun,DailyDispatch,SowetanGautengandKZN,TheLondonGuardian,Huisgenoot,YouMagazine,DieBurger,Newage,StarNewspaper,IlangaLangeSonto,Isolezwe,CapeTimes,NamibianSun,SAPA,Reuters,afpnewsagencies-etc.AFPcoverstheworldwithacombined5,000storiesadayinEnglish,French,Spanish,German,PortugueseandArabic.OtherlanguagesareofferedthroughpartneragenciesincludingChineseandJapanese,andmanyotherinternationalnewsagencies.
In2011,themuseumbrochurewasupdated;_anewsletterandtwosetsofminiaturebrochuresweredevelopedtoreachourtargetdemographicofyoungfamiliesmoreeffectively.Theminiaturebrochuresweredistributedbylearnersaroundthreemajorcities;_CapeTown,BloemfonteinandMthathabylearnerswhoparticipatedinmuseumprogrammes.Thepurposeof thebrochure is todrivepotentialvisitorstotheNelsonMandelawebsite formoreinformationonhowtovisitthemuseums.
BrochureManagement,acompanythatdistributesbrochureswascontractedforbrochuredistributiononstrategicareas.This,too,provedtobeastrategicmovewhichpaidoff.
4. dIGITAL MEdIAEngagingwithonlinesocialspacesbrokebarriersofcommunicationandimprovedthemuseum’saccessibilitytoyoungpeoplearoundtheglobe.Digitalcampaignsarerunregularlyonthemuseumfacebook.TheNelsonMandelaMuseumLaunched itsownyouTubechannel in2010andscreens short videosabout exhibitionsandmuseumeventsanduploadsthemonthemuseumyouTubechannel.Uploadsforthereportingperiodinclude:_ArchbishopTutu’sbirthdaywishtoMadibavideo=61.8%,MuseumcelebratesMandelaDay=21,8%,Mandela&LuthuliExhibitionlaunch=10,9%,andOkuhleMndendepraisesinging=3,6%Twitterfollowinghasgrowntremendouslywithmorethan737followers.Thewebsiteisupdatedregularlytofeatureprominentevents,andtogetherwiththemuseumsocialmediadrewbigfiguresreaching5,481visits.
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NELSON MANDELA ANNUAL REPORT 2011/2012
5. hIGhLIGhTs OF wORLd wIdE wEBsITE PROMOTING NELsON MANdELA MusEuMwww.iafrica.safarinow.com/destinations/mthatha - with over a million unique users, www.iol.co.za IndependentOnline’ssuiteofwebsitescurrentlyrecordover22millionpageimpressions,withover1.6millionuniquereaderspermonth–bothlocallyandinternationally.OtheronlinechannelsincludethatoftheCapeTimes,SinChewDaily,andnews24,attractingmillionsofpeoplebasedonchannelsfollowing.TheNelsonMandelaMuseumiscommittedtocreatingastrongeronlinepresencethroughonlinemarketing.Thisgoalhasbeenachievedinthecurrentfinancialyearalthoughthereisstillroomforimprovement.
NelsonMandelaMuseumYouthAmbassadorProgrammeThisprogrammewaslaunchedinMarch2012andaimstoincreasethemarketshareofNelsonMandelaMuseumnetworkbydevelopingacompetitiveandcollaborativeapproachtoaudiencedevelopmentinordertostrengthenandexpandtheextent towhichschoolsanduniversitiesuseNelsonMandelaMuseumasculturaland learningresource.Thisprogrammehasgrowninleapsandbounds.
AdvertisingDespiteadvertisingbudgetconstraintsinthisreportingperiod,advertswereplacedinvariousnationalandregionalmedianetworks,eachtargetingacertaincomponentofthemuseumofferings.TheyincludeMojaHeritageCollection,EasternCapeBusinessandAATravelMagazine.
6. sTAKEhOLdER RELATIONs & OuTREAchVariousmeetingswereheldwiththeMqhekezweniGreatplaceandthepeopleofMqhekezwenisinceJune2011.The meetings focused on the restoration and development of the site to be a source of learning and a tourist hub. Asiteplanwasdevelopedandimplementationofinterpretativeboardsisonthecards,pendingtheavailabilityoffunds.However,phaseonewhichconstitutedmarkingandprotectionofimbizospacewasimplemented.
The NelsonMandelaMuseum hosted the Nkantolo Development Trustmembers. The delegation includedMsGetrudeTambo,whoisO.R.Tambo’sonlysurvivingsister,theChiefofNkantolo,and,Nkantoloyouth.Themeetinglastedfortwodays.ItsaimwastoexposemembersofthetrusttoNelsonMandela’shumblebeginnings,fromMvezotoallsitesthataredirectlyassociatedtohimaroundQunu,andtoMqhekezweni.ThetourendedatNelsonMandela’sresidenceinQunu,wherethedelegationwaswarmlywelcomedbytheMandelafamily.ThisledtoaformalisedpartnershipbetweenthetwoInstitutionsand,moreover,anoralhistoryprojecttracingOR’sfootprintsaroundMbizanawasestablished.
RestorationofearthbuildingswasatthecoreoftheMandelaDay2011activities.ThisunlockedthepotentialofMqhekezweniGreatPlacewhereNelsonMandelawasraisedbytheRegentJongintabaMtirara,whowasMadiba’sUncle.TheoldhutofMrsNodanileinQunuwasrestoredandatemporalstructureputupbytheDepartmentofHumanSettlement.Shealsobecamea recipientof theDepartmentofSocialDevelopmentcommunitysupportprogramme.Avisdonatedblanketsandothergifts.
TheRestorationofearthbuildingprojectaimedtointroducelearnerstopreservationofheritagebuildingsandsitesofhistoricalsignificance.
Therewereanumberof engagements ,whichbrought togetherEducationCircuitManagers,Schools,Politicalorganisations, Government Departments, Traditional Councils, Local Municipalities, SAPS, SANDF, MKMVA,MunicipalPolice,Unions,WSU,LocalCommunities,CivicorganisationsCommunities,SASCOandCOSAS.Theseandother stakeholdersparticipated in themuseumevents suchas, learnerdebatesanddialogue, stakeholderconsultative forums, and other museum annual events. This has yielded positive results for the museum.
TheNelsonMandelaMuseumpartneredwithlike-mindedNGOssuchasTheEnterprisePartnership(TEP),topromoteNelsonMandelaMuseumproductsandservices.ItwonmembershipoftheTEPHiddenTreasuresProgrammeanditfeaturesinallTEPHiddenTreasurespublications,printandonline.
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NELSON MANDELA ANNUAL REPORT 2011/2012
7. PuBLIc BENEFIT, susTAINABILITy, sOcIAL ANd cOMMuNITy IssuEs
Sportdevelopmentasaplatformtoengagingout-of-schoolyouthprovedasuccess.AtournamentwasheldattheMuseumSportGroundswhichweresponsoredbytheGermanDevelopmentBank.Sixteenteamsfromthevillageand itsneighbourhoodparticipated.PartnershipwithDSRACandORTamboDistrictMunicipality in thisprogram,ensuresgrowthandsustainability.SeveralsportingequipmentwasdonatedbytheDepartmentOfSport,Recreation,Arts&Culture(DSRAC)andtheO.R.TamboDistrictMunicipality.
AnAfricantraditionalbeautycontestwasheldforthelocalyouthwhereknowledgeofIKSwasanaddedadvantageto the beauty pageants.
ANelsonMandelaJourneyofDiscoverytourtotheWesternCapeexposedlearnersfromQunutotheinjusticesoftheapartheidrule.Varioussitesofhistoricalsignificancewerevisitedanddiscussionsessionswereheld.Thevisitedsites includedRobben Island,TheNationalAssembly,Gugulethu7memorial, and,VictorVersterPrisontodayknownasDrakensteinPrison.
8. ExPOs ANd MARKETING ExhIBITIONsTheTourismIndaba2011furtherpositionedtheNelsonMandelaMuseumasasignificantinstitutionintheSouthAfricanHistoryandtourismlandscape.NewtwentyNationalandinternationaltouroperatorspackagedthemuseumandthereforeincreasedthemuseum’stourismmarketshare.
TheannualnationaloutdoorexhibitionheldatLowrensfordwineestatesexposedthemuseumandfurtherincreaseditsdomesticmarketshare.
9. VIsITATIONTheNelsonMandelaMuseum audiences reflect a broad range of interests and needs. In order tomeet theseneeds, the museum focuses on numerous areas of activity including school programs, youth programs, community outreachonsiteandtravellingexhibitions.Thisledtoanimpressivegrowthinvisitornumbersdespitethetemporalclosureofoneofitscorenodes,theBhungaBuildingwhichisbeingupgraded.Intotal33000peoplephysicallyvisitedtheNelsonMandelaMuseuminMthathaandQunuduringtheyearunderreview.Severalothereventsaswellasexhibitionlauncheshostedinvariouscities,townsandvillagesgaveaccesstomillionsofpeoplearoundthecountryandtheSADCregion.TheseincludemarketingexhibitionsduringtheANCYouthleagueConference,NgquzaHillCommemoration,HeritageDayCelebrationsinGiyaniandtheCentenaryLaunchinQueenstown.
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NELSON MANDELA ANNUAL REPORT 2011/2012
PROGRAMME 4 hERITAGE
TheNelsonMandelaMuseumPrograms/HeritageDepartmentismandatedtoengageinvariousprogrammesthatareeducationalandcultural,whichareaimedatsharingtheresourcesthatarelinkedtoPresidentNelsonMandela.Someoftheseprojectsareexecutedthroughpartneringwithotherinstitutions.Therearefivekeyareasofdeliveryandtheyareasfollows:(i) MaterialDevelopment:developmentofeducationsupportmaterialssuchaslearningguides,catalogues basedonourexhibitionsandworkingeneralaswellasproductionofworksheetsforlearners.(ii) LeadershipInstitute:Undertheleadershipinstitutethereare3campsthatarealternatecampsheldeachyear. They focus on young people at school and those out of school. (iii) Outreachprogrammes:Travellingexhibitionsandschoolvisits.(iv) Intellectualagenda:thefocusofthisistostimulatedebateonheritageandthelegacyofNelsonMandelaand his contemporaries through seminars, conferences, symposiums and continuous research.(v) Heritageresources:Thisfocusesonthecollection,protectionandpreservationofmaterialsthatreflectthe legacy of Nelson Mandela. The following is the report of the 2011/12 financial year end thatmade theNelsonMandelaMuseums’ publicprogramming a reality and connected the museum to its communities and the general public
1. EducATION
Inthereportingyear,thedepartmenthosted3campsthatformpartoftheLeadershipInstitute.Thesecampsareenumeratedbelow.
1.1. International Youth CampOnthe13to23March2011,theNelsonMandelaMuseumparticipatedinanInternationalYouthCampinGermany.TheMuseumsent5learnersfrom5provincestoparticipateinthecamp.The5learnersweredrawnfromEasternCape,Kwa-Zulu-Natal,Mpumalanga,LimpopoandNorthernCape.ThisisaresultofapartnershipbetweenthemuseumandtheAnneFrankHouse,inLowerSaxony,Germany.Thecampattractsparticipantsfrom9EuropeancountriesandSouthAfricaisthe10thcountry
1.2 Winter School CampOnthe04-09July2011,themuseumhostedaWinterSchoolCampattheNelsonMandelaYouthandHeritageCentre,Qunu.Thecampattracted60learnersbetweentheagesof14to18yearsand9educatorsfromallthe9ProvincesoftheRepublicofSouthAfricatobeinspiredbythevaluesthatNelsonMandelastoodfor.The themeof the campwas “Youth nurturingMandela’s legacy beyond 2010.”Youngpeoplewere inspired tocontributetimetoengageinvoluntaryworkwithintheircommunitiesandschools.
1.3 Artist in ResidencyOnthe24thOctobertothe8thofDecember2011,themuseumhostedanArtsincubatorprogramme.TheprogrammeattractedoutofschoolyouthfromtheEasternCapethathaveaninterestindevelopingtheirartskillsinordertobecomeentrepreneurs.Duringtheprogramme,artworkswereproducedandlaunchedonthelastdayofthecamp.Theartworkswereexhibitedfor3monthsattheNelsonMandelaYouthandHeritageCentreforpublicviewing.
2. INTELLEcTuAL AGENdA
TheNelsonMandelaMuseumsubscribestotheconceptoflifelonglearningthroughthefollowingactivities.
2.1 Seminar on Sasol New Art Signatures CompetitionTheseminarwasconductedonthe13May2011atBhungaBuildingwithapresentationmadebytheSasolNewArtSignaturesChairpersonPeterBinsbergen.Theseminarwaspartoftheentryprocesswhereallartistswishingtotakepartinthecompetitionwereencouragedtoattend.OneofourparticipantswhosubmittedhisartworkthathehaddevelopedduringtheartsincubatorprogrammewontheSasolnewsignaturecompetition.TheritualsofamaXhosainfluencedMrSkhumbuzoMakandula’spieceandhisworkwastitled“ilolo.”
2.2 Seminar on Long Walk to Freedom ExhibitionAspart of our outreachprogramme,on the25May2011 thedepartment conductedan Interactive seminar atKraaipanMuseum inNorthWest.Further to this, apresentationon theexhibitionwasdone toschoolsaroundKraaipanforaudiencedevelopment.
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NELSON MANDELA ANNUAL REPORT 2011/2012
2.3 Winter School WorkshopOnthe3rdtothe5thJune2011,thedepartmentconductedaworkshopattheNelsonMandelaYouthandHeritageCentretogetherwiththeNelsonMandelaMuseumcamppioneersandeducatorsfromallthenineProvincesofSouthAfricainpreparationfortheWinterSchoolCamp.Throughthisworkshop,thecampactivitiesweredevelopedandimplementedduringthewinterschoolcamp.
2.4 Seminar on the meaning of Mandela and LuthuliOnthe26July2011,6secondaryschools(Grades10and11)participatedinadebatethattookplaceinHammanskraalonthemeaningofMandelaandLuthuliaspartofabuildupprogrammetowardsthelaunchoftheMandelaandLuthuliexhibitionatTembaLibrary.Onthe25August2011,anotherseminaronMandelaandLuthuliwasconductedatMiddelburgCulturalMuseumwithapresentationmadebyMrJabulaniSitholefromtheUniversityofKwaZulu-Natal.
2.5 Curatorial FellowshipDuringthisperiod,thedepartmenthostedMrBala,adoctoralstudentfromMichiganStateUniversity,USAbetweenJuneandJuly2011.MrBala’sfellowshipwasfacilitatedbyourpartnershipwithMichiganStateUniversityMuseumthatallowsonefellowfromMichiganStateUniversitytovisitusonaresearchprogrammethatwejointlyidentified.WhileinSouthAfrica,MrBalaworkedonaprogrammefororalhistoryresearch.
3. MATERIAL dEVELOPMENT
NelsonMandela’s life story is an important story in thehistoryofSouthAfrica and theworld, particularly as itpertainstospecificvaluessuchasthoseoffreedom,humanity,resilience,peaceandreconciliation.Duringthisperiodthedepartmenthasproducedthefollowing:
3.1 Winter School Camp MagazineThedepartmenthasdevelopedamagazinethatreflectsthejourneysthattookplaceduringthewinterschoolcampinJune2010/11.
3.2 Catalogue BookThedepartmenthasdevelopedtwocataloguebooks,onefocusesontheLongWalktoFreedomExhibitionthatiscurrentlyhousedatReakgonaYouthCentreinNorthWest.Thesecondonefocusesontheartworksthatwereproduced by young artists from O R Tambo Municipality during the Arts incubator programme.
3.3 Journal on colloquium proceedingsAmockuponcolloquiumproceedingshasalreadybeendeveloped.Thebookiscurrentlyatthereviewingstageandwillbereadyforprintingverysoon.
3.4 PuzzlesThedepartmenthasdevelopedpuzzlesforGradeR–3basedonthemuseumexhibitions.Thepuzzlesarepopularwithyounglearners,especiallythosethatparticipateinourprogrammes.
4. OuTREAch PROGRAMME
Themuseumoutreachprogrammeisaimedattakingthemuseumtothepeopleregardlessoftheirlocation.Thishasbeendonethroughthefollowingactivities:
4.1 School VisitsAspartoftheoutreachprogramme,thedepartmenthasvisited118schoolsinMthathaandsurroundingsbetweenNyandeniDistrictandAlfredNzoDistricttointroducethemuseumactivitybook.
4.2 Travelling ExhibitionExhibitionsarethedominantinterpretationtooloftheNelsonMandelaMuseum
4.3 In Conversation: Mandela and Luthuli ExhibitionInpresentingthemultisiteexhibitionatthevenueslistedbelowacrossthecountry,themuseumisinvitingpeopleofSouthAfricaandtheworldtoexamineforthemselvesthecontinuedrelevanceofthesetwoNobelLaureates:• Onthe5May2011,theexhibitionwaslaunchedatBodibengLibrayinSoshanguveinGautengProvince;the sameexhibitionalsotravelledtoHammanskraalandwaslaunchedonthe27July2011• Onthe16July2011,theexhibitionwaslaunchedatBramfortintheFreeState• Onthe25August2011,theexhibitionwaslaunchedatMiddelburgCulturalMuseumintheEasternCape• ThesameexhibitionisrunningatNelsonMandelaGatewayinWesternCapeuntilMay2012.• AnotheroneisrunningatPolokwaneCulturalMuseuminLimpopoandalsoatKwa-MuhleMuseuminKwa- ZuluNatal.
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NELSON MANDELA ANNUAL REPORT 2011/2012
4.4 Nelson Mandela Photographic ExhibitionThisexhibitioniscurrentlyhostedattheNelsonMandelaacademichospital.Theexhibitionispopularwithbothstaffandpatients.Itisalsopopularduringtheschooltermwithlearnersdoingtheirownresearch.
4.5 Dear Mr Mandela, Dear Mrs Parks: Children’s ExhibitionDuringthisperiodJune2011toMarch2012,theexhibitionwasonshowatAlbanyMuseuminGrahamstown;itattractedbothmembersofthepublicandstudentsatthenearbyRhodesUniversity.AsaresultofthepresenceofthisexhibitionatthenearbycampusofRhodesUniversity,webelievethat ithadan influenceonthenamingof residences for theuniversitybecausewhen theuniversitywas renamingsomeof its residencesoneof themwasrenamedafterMrsRosaParks.Theuniversityinvitedustoparticipateinthelaunchofthenewnameoftheresidence.
4.6 Long Walk to Freedom exhibitionThisexhibitionisrunningatRaekgonaCulturalMuseuminNorthWest.
4.7 At the museumDuringthisperiodthemuseumhoused2exhibitionsatBhungaBulidinginMthathaOnewastitled:MandelaandLuthuliexhibitionandfocusesonconversationsmadebybothleadersduringtheapartheidyearsandtowardstheadoptionofthearmedstruggle.TheMakingofNelsonMandelaexhibitionfocusesonthe“triumphofthehumanspirit”andtheimprintNelsonMandelaleftinSouthAfrica,thecontinentandtheworld.Atouryouthandheritagecentre,wehaveoneoftheinterestingexhibitionsknownas“ParentingtheNation”anditisbasedonthelifestoriesofAlbertinaandWalterSisulu.
5. REsEARch
Duringthisperiod,theunitwasbusywithcontinuousinvestigationandengagementwithconservationandanalysisofmuseum collection. Some of the artefactswere donated anonymously. The research unit aims to completeresearchingtheprovenanceofthiscollectionbytheendof2014sothatthemuseumcanhaveacompletedataofwhomadetheartefact,whenwasitmade,wherewasitmade,whywasitmade,andbywhomwasitdonated?Anoralhistoryprojectwasalsostartedinordertoprovidein-depthinformationaroundtheseartefact.Formanypeopleundertakingresearch,museumsprovideanunrivalledwealthofinformationandresourcesaswellasaccesstoarchives.Asaresultofthis,scholarsandhighlytrainedprofessionalsvisitmuseumstosourceinformation.Inthereportingyear,theresearchunitinterviewed20individualswhodonatedsomeobjectstothemuseum.
6. hERITAGE cONsERVATION
Someofthekeyresultareasofthedepartmentarecollections,protectionandpreservationofmaterialthatreflectsthe legacy of Nelson Mandela.Duringthisperiod,theunit ledtheremovalofthemuseumcollectionswheretheyarekeptsafely inpreparationfortheBhungaclosure.Theprocessinvolvedresearchingandpurchasingoflabelsandlabellingandreconcilingoftheexistingregisters,verifyingofobjects,takingphotographsofobjects,lookingforquotationsforpackagingandtransportationof theobjectstotheplacewheretheyarekeptsafely.Theunitwasalsoresponsible forde-installationofthestoragematerialatNelsonMandelaYouthHeritageCentre.TheverificationoftheobjectslistedonthereceivedfilefromVikingRemovalCompanywashandedovertothecollectionsofficer.
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NELSON MANDELA ANNUAL REPORT 2011/2012
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NELSON MANDELA ANNUAL REPORT 2011/2012
PART 3: PROGRAMME PERFORMANCE REPORT
TheNelsonMandelaMuseumwasopenedon11February2000at3sites(Mvezo,QunuandBhugaBuilding)byFormerPresidentMandelaandthenMinisterofArtsandCultureanditwasgazettedinthesameyearintermsoftheCulturalInstitutionsAct.ThemuseumopeningfollowedalongconsultativeprocessthatstartedshortlyafterMrMandelain1996announcedthathewilldonatehisgiftstoamuseumthatwastobeestablishedintheEasternCape,atameetingchairedbyGeneralHolomisa(thenDeputyMinisterofEnvironmentandTourism)inQunu.Theconsultativeprocessculminatedinadefinitonofwherethemuseumsiteswillbe,whatthemuseumwillcontributeto and broadly the strategic direction of the museum.
TheMinisterofArtsandCultureappointsaCounciltooverseethestrategicandpolicydirectionofthemuseum,thecouncilexercisesoversightoveramanagementteaminitsexecutionofthestrategyandbudgetsodeterminedwiththesaidpolicyframework.ThepresentperformancereportagainstthepredeterminedobjectivesispresentedtotheExecutiveAuthority,NationalAssemblyandstakeholdersingeneraltodemonstrateprogressagainstpredeterminedobjectivesandtoindicateareaswheretherehasbeendeviationfrompredeterminedtargetswithreasons.
2011-2012wasamomentousyearforthemuseum.ThefinancialyearsawtheaccelerationoftheBhungaUpgrade,themuseumhasnowachievedpresenceinalltheprovincesthroughthetravelingexhibitionsandcamps.TherehavebeenunforeseeabledelaysintheexecutionoftheQunuUpgradeduetomattersrelatedtoappointmentofProgrammeManager.
ThemuseumhasattemptedtodeliveronastrategythatisalignedtoMzansi’sGoldenEconomy.
Themuseum’sperformancegoalsintheperiodunderreviewwerethefollowing:1. Tostrengthenthemuseum’scontentandofferingswithitscorebusinessastobeingtobecometheliving heritage of Mr Nelson Mandela.2. Tobuildandmobilizeresources(financial,humanandmaterial)ofthemuseumtoincreaseitsorganisational capacitytofulfilitsmandateandpursueitsstrategicdirectiongoingintothefuture.Atthesametimeto ensure there is good and improved governance.3. Toimprovethemuseum’scommunications,image,publicprofileandfootprinttoensureaccessibilityanddo justicetoitsname.Themuseuminthisregardplannedtoalsocontributetothegovernment’s2010efforts and at the same time leverage the opportunities that arise thereby.4. Torenewthemuseum’sinfrastructureisthatismorefitforthepurposeandsothatitismoreuserfriendly.
Thetablethatfollowshighlightsprogressinperformanceagainstthepredeterminedtargets.
ThemuseumthankstheMinisterofArtsandCulture,theNationalAssembly,Theportfoliocommitteeforartsandculture,thetouroperators,thecommunities,thedonors,itsvarioussupportersandthevariousstakeholdersthathave been part of the museum’s success to date.
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NELSON MANDELA ANNUAL REPORT 2011/2012
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3%A
chie
ved
31
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
1:
To b
uild
the
mus
eum
’s c
ont
ent
and
str
eng
th is
the
co
re f
unct
ion
as
the
livin
g h
erit
age
of
Dr.
Nel
son
Man
del
a an
d r
epo
sito
ry o
f th
at li
ving
her
itag
e.FI
NA
L A
CT
UA
L R
ES
ULT
S T
O B
E R
EP
OR
TE
D O
NS
trat
egic
Ob
ject
ive
1
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Program
mes
Docum
enting
of a
ll m
useu
m
arte
fact
s fo
r p
rop
er
acco
unta
bili
ty,
cons
erva
tion
and
su
stai
nab
le u
se.
Propercon
servation
mea
sure
s in
pla
ce
in a
ccor
dan
ce
withNMMPolicy
Provision
s
Propercon
servation
measureswhichare
80%com
pliantwith
theNMMPolicy
2011/2012
80%
80%
0%A
chie
ved
Program
mes
Docum
enting
of a
ll m
useu
m
arte
fact
s fo
r p
rop
er
acco
unta
bili
ty,
cons
erva
tion
and
su
stai
nab
le u
se.
Implementationof
museumExhibition
Fram
ework.
40%Exhibition
Fram
ework
Implementedduring
theFinancialYear.
2011/2012
40%
45%
5%A
chie
ved
32
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Ad
min
and
fina
nce
To d
evel
op a
hig
hly
effe
ctiv
e b
oard
Estab
lishahigh
ly
effe
ctiv
e A
udit
Com
mittee
HaveanAud
itCom
mitteeinplace
by
the
end
of t
he
finan
cial
yea
r
2011/2012
11
0A
chie
ved
Ad
min
and
fina
nce
To d
evel
op a
hig
hly
effe
ctiv
e b
oard
Cou
nciland
com
mitt
ee m
eetin
gs
and
qua
lity
of
sup
por
t
Haveatleast4
Cou
ncilmeetings
perFinancialyear
withsup
porting
doc
umen
tatio
n
sup
plie
d t
o m
emb
ers
oneweekbeforethe
dat
e of
the
mee
ting
2011/2012
44
0A
chie
ved
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Num
berofrisk
asse
ssm
ents
to
be
per
form
ed.
Oneriskassessment
exerciseperform
ed
annu
ally
2011/2012
12
1A
chie
ved
All
mus
eum
Dep
artm
ents
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Percentageofitem
sintheGovernance
imp
rove
men
t p
lan
rais
ed b
y th
e A
udito
r Generalduring
2010/11audit
add
ress
ed.
95%oftheitem
sra
ised
by
the
aud
itor
Generaladdressed
b
y th
e en
d o
f the
fin
anci
al y
ear.
2011/2012
95%
85%
-10%
Mus
eum
has
no
Procedure
man
ual i
n p
lace
yet.Procurement
Man
ager
pos
t p
riorit
ised
but
not
fil
led
yet
and
the
res
t st
ill v
acan
t
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd q
ualit
y of
its
aud
ited
rep
orts
.
Num
berofreviews
ofInternalFinancial
cont
rol p
olic
ies,
sy
stem
s an
d
pro
ced
ures
Reviewofsystems
and
pro
ced
ures
of
inte
rnal
con
trol
s at
le
ast
once
a y
ear
2011/2012
10
-1O
nly
don
e af
ter
year
en
d o
n 25
th M
ay
2012
Admin.A
ndFinance
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Percentage(%
)of
invoicespaid/settled
within30daysof
rece
ipt.
Onaverage85%of
sup
plie
rs in
voic
es
paid/settledwithin
30daysofreceipt.
2011/2012
85%
80%
-5%
Ach
ieve
d
33
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Admin.A
ndFinance
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Percentage(%
)va
rianc
e in
bud
gete
d
expenditurebelow
2,5%
Variancebetween
Bud
getedand
Actual
expenditurenotto
exceed
2,5%each
qua
rter
2011/2012
2.50%
2.5%
0%A
chie
ved
Admin.A
ndFinance
To b
uild
the
m
useu
m's
Inform
ation
Techno
logyCap
acity
into
an
effe
ctiv
e an
d in
tegr
ated
se
rvic
e to
faci
litat
e th
e tr
ansf
orm
atio
n of
bus
ines
s sy
stem
s ac
ross
the
or
gani
satio
n.
Customer
satis
fact
ion
withqualityand
timelinessofIT
servicesindex(1-5)
Surveydon
etwicea
year
sho
uld
ind
icat
e a
scor
e of
32011/2012
33
0A
chie
ved
Admin.A
ndFinance
To b
uild
the
m
useu
m's
Inform
ation
Techno
logyCap
acity
into
an
effe
ctiv
e an
d in
tegr
ated
se
rvic
e to
faci
litat
e th
e tr
ansf
orm
atio
n of
bus
ines
s sy
stem
s ac
ross
the
or
gani
satio
n.
Networkavailability
TheInternetnetwork
shou
ld b
e av
aila
ble
atleast50%ofthe
time
at a
ny t
ime.
2011/2012
50%
38%
-12%
The
pro
ble
ms
experienced
during
the
mov
emen
t fr
om
BungatoQunu
creatednetwork
hasslesho
wever
man
agem
ent
is
pla
nnin
g sa
telli
te
arra
ngem
ent
Admin.A
ndFinance
To b
uild
the
m
useu
m's
Inform
ation
Techno
logyCap
acity
into
an
effe
ctiv
e an
d in
tegr
ated
se
rvic
e to
faci
litat
e th
e tr
ansf
orm
atio
n of
bus
ines
s sy
stem
s ac
ross
the
or
gani
satio
n.
Red
uctio
n in
the
p
erce
ntag
e nu
mb
er
ofunanswered
external/incoming
calls
70%red
uction
ofunanswered
external/incoming
calls
sho
uld
be
achi
eved
dur
ing
the
finan
cial
yea
r.
2011/2012
70%
80%
10%
Ach
ieve
d
34
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Mus
eum
M
anag
emen
t
To d
evel
op a
nd
review
allpolicies,
pro
ced
ures
and
sy
stem
s fo
r al
l th
e ar
eas
of t
he
orga
nisa
tion
Num
ber
of p
olic
ies,
p
roce
dur
es a
nd
syst
ems
dev
elop
ed.
4 p
olic
ies,
p
roce
dur
es a
nd
syst
ems
to b
e d
evel
oped
dur
ing
the
curr
ent
finan
cial
yea
r
2011/2012
40
-4M
ovem
ent
to Q
unu
crea
ted
pre
ssur
e on
m
anag
emen
t.
Mus
eum
M
anag
emen
t
To d
evel
op a
nd
review
allpolicies,
pro
ced
ures
and
sy
stem
s fo
r al
l th
e ar
eas
of t
he
orga
nisa
tion
Num
berofP
olicies,
pro
ced
ures
and
sy
stem
s re
vise
d.
4 p
olic
ies,
p
roce
dur
es a
nd
syst
ems
to b
e re
vise
d d
urin
g th
e cu
rren
t fin
anci
al y
ear
2011/2012
40
-4M
ovem
ent
to Q
unu
crea
ted
pre
ssur
e on
m
anag
emen
t
Ad
min
and
fina
nce
To e
nsur
e ef
fect
ive
orga
nisa
tion
of
mus
eum
ass
ets
Percentage
imp
lem
enta
tion
of t
he A
sset
M
anag
emen
t p
olic
ies
and
gu
idel
ines
Achieve95%
im
ple
men
tatio
n of
th
e M
useu
m's
Ass
et
man
agem
ent
syst
em
thro
ugho
ut t
he
finan
cial
yea
r
2011/2012
95%
95%
0%A
chie
ved
CEO'sOffice
To e
nsur
e ef
fect
ive
orga
nisa
tion
of
mus
eum
ass
ets
PolicyMon
itoring
syst
em in
pla
ce
Estab
lishand
updated
NMMPolicy
regi
ster
2011/2012
12
1A
chie
ved
Ad
min
and
fina
nce
To e
nsur
e ef
fect
ive
orga
nisa
tion
of
mus
eum
ass
ets
Percentageofassets
corr
ectly
lab
elle
d
and
rec
ord
ed in
the
as
set
regi
ster
100%
oftheassets
bar
cod
ed a
nd
ente
red
cor
rect
ly in
to
the
Ass
et r
egis
ter.
2011/2012
100%
100%
0%A
chie
ved
Ad
min
and
fina
nce
To e
nsur
e ef
fect
ive
orga
nisa
tion
of
mus
eum
ass
ets
MotorVehicleFuel
CardSystemin
placeand
100%
imp
lem
enta
tion
and
m
aint
enan
ce
100%
im
ple
men
tatio
n an
d
Mai
nten
ance
of
MotorVehicleFuel
CardSystemduring
the
finan
cial
yea
r
2011/2012
100%
100%
0%A
chie
ved
Ad
min
and
fina
nce
To e
nsur
e ef
fect
ive
orga
nisa
tion
of
mus
eum
ass
ets
Estab
lishaPre-
prin
ted
Mot
or
TransportLo
gBoo
k
Develop
and
have
MotorTransportPre-
printedLog
boo
ks
in p
lace
by
seco
nd
qua
rter
of t
he c
urre
nt
Financialyear.
2011/2012
10
-1
Ach
ieve
d
35
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Com
pilationand
sub
mis
sion
of
bud
gettoCou
ncil
andDAC
Bud
gettobe
submitted
toDAC
byendofF
ebruary
each
yea
r
2011/2012
11
0A
chie
ved
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Com
pilationand
sub
mis
sion
of
Mon
thly
rep
orts
to
Man
agem
ent
Mon
thlyFinancial
Rep
orts
com
pile
d
and
sub
mitt
ed t
o m
anag
emen
t b
y 15
th
ofm
onthfo
llowing
mon
th r
epor
ted
on.
2011/2012
40
-4
Not
don
e as
the
m
useu
m is
stil
l working
ona
softwarewhichwill
makeitfeasible
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Com
pilationand
sub
mis
sion
of
qua
rter
ly fi
nanc
ial
reportstoCou
ncil
andDAC
QuarterlyFinancial
Rep
ort
sub
mitt
ed
tocou
ncilandDAC
by
the
end
of t
he
mon
thfo
llowingthe
last
mon
th o
f qua
rter
re
por
ted
on.
2011/2012
43
-1
The
last
qua
rter
has
no
t b
een
sub
mitt
ed
yetduetoCFO
'S
Injurybutwillbe
sub
mitt
ed b
efor
e 30thM
ay2012.
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Con
troland
m
onito
ring
of
bud
getexpenditure
by
com
pila
tion
of a
naly
sis
of
bud
get
and
act
ual
expenditurerep
ort
A c
omp
arat
ive
anal
ysis
of a
ctua
l expenditureagainst
bud
get
pro
duc
ed
mon
thly
2011/2012
44
0A
chie
ved
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Updated
and
co
mp
lete
d A
sset
register,w
ith
reva
lued
ass
ets
in
accordancewith
IAS16
95%com
pletion
achi
eved
for
the
year
2011/2012
95%
95%
0%A
chie
ved
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
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ely
mon
thly
, quarterlyprojections,
rep
orts
, and
re
conc
iliat
ions
.
12 m
onth
ly r
epor
ts
and
rec
onci
liatio
ns
and
4 q
uart
erly
projectionsproduced
d
urin
g th
e ye
ar
2011/2012
OnlyMon
thlyB
ank
Rec
onci
liatio
ns
weredon
ebutno
projectionreports
36
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Ad
min
and
fina
nce
To im
pro
ve t
he
Mus
eum
’s fi
nanc
ial
man
agem
ent
and
ad
min
istr
atio
n an
d
turn
arou
nd o
f its
q
ualit
y au
dite
d
rep
orts
.
Fraud
Prevention
PlanReview
Reviewoffraud
p
reve
ntio
n p
lan
don
e2011/2012
11
0
Achievedw
ith
RiskandFraud
PreventionStrategy
havi
ng b
een
pro
duc
ed
Ad
min
and
fina
nce
EnsureCom
pliance
withCorporate
Governance
Haveinternalaud
itfu
nctio
n in
pla
ceHaveinternalaud
itfu
nctio
n in
pla
ce2011/2012
100%
90%
-10%
IncumbentService
pro
vid
er t
erm
end
ed
on 3
1 O
ctob
er
2011and
thenew
on
e's
app
oint
men
t ap
pro
ved
on
9th
March2012.
Ad
min
and
fina
nce
EnsureCom
pliance
withCorporate
Governance
Implementinternal
aud
it co
vera
ge p
lan
100%
Implementation
ofInternalAud
itCoveragePlan
2011/2012
100%
90%
-10%
Incum
bentService
pro
vid
er t
erm
end
ed
on 3
1 O
ctob
er
2011and
thenew
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e's
app
oint
men
t ap
pro
ved
on
9th
March2012
CEO'sOffice
To d
evel
op a
fund
ra
isin
g st
rate
gy
to h
elp
ach
ieve
th
e m
useu
m's
id
eal o
f fin
anci
al
sust
aina
bili
ty
Estab
lishaStrategic
Fund
raising
Plan
HaveaStrategic
Fund
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Planin
pla
ce2011/2012
11
0A
chie
ved
CEO'sOffice
To d
evel
op a
fund
ra
isin
g st
rate
gy
to h
elp
ach
ieve
th
e m
useu
m's
id
eal o
f fin
anci
al
sust
aina
bili
ty
Num
berofF
unding
pro
pos
als
app
rove
d
byDon
ors
Twofund
ing
pro
pos
al m
ade
and
ap
provedbyDon
ors
withinthisfinancial
year
2011/2012
22
0A
chie
ved
CEO'sOffice
To d
evel
op a
fund
ra
isin
g st
rate
gy
to h
elp
ach
ieve
th
e m
useu
m's
id
eal o
f fin
anci
al
sust
aina
bili
ty
IndividualP
rojects
com
ple
ted
on
time
and
at
agre
ed c
ost
80%ofthetotal
numberofp
rojects
achi
eved
on
time
and
at
the
agre
ed
cost
2011/2012
80%
0%-80%
Inprogress.Delays
on Q
unu
37
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
CEO'sOffice
To d
evel
op a
fund
ra
isin
g st
rate
gy
to h
elp
ach
ieve
th
e m
useu
m's
id
eal o
f fin
anci
al
sust
aina
bili
ty
Amou
ntofC
ashand
in-kindSpon
sorship
R1.68Millionworth
of S
pon
sors
hip
or
gani
sed
rec
eive
d
incashorinkind
2011/2012
R1680000
10000U
SDollars
andR
28m
for
cons
truc
tion
10000USDollars,R
28mfo
rconstruction
CEO'sOffice
To d
evel
op a
fund
ra
isin
g st
rate
gy
to h
elp
ach
ieve
th
e m
useu
m's
id
eal o
f fin
anci
al
sust
aina
bili
ty
Incomegeneratedby
the
Mus
eum
R580000ofincom
ege
nera
ted
inte
rnal
ly
by
the
mus
eum
d
urin
g th
e fin
anci
al
year
2011/2012
580000.00
610306.00
30306.00
Ach
ieve
d
CEO'soffice
Tound
ertakea
com
pre
hens
ive
hum
an d
evel
opm
ent
of M
useu
m
emp
loye
es
Man
agem
ent
pro
ficie
ncy
leve
l (scaleof1
-5)
The
Nel
son
Man
del
a M
useu
m
man
agem
ent
shou
ld a
ttai
n an
av
erag
e sc
ore
of 3
in
pro
ficie
ncy
leve
l d
urin
g th
e fin
anci
al
year
2011/2012
3 3
0A
chie
ved
Hum
anResou
rce
Tound
ertakea
com
pre
hens
ive
hum
an d
evel
opm
ent
of M
useu
m
emp
loye
es
Training
expenditure
as a
per
cent
age
of o
per
atio
nal
expenditure
The
Mus
eum
willkeepthe
staf
f tra
inin
g an
d
dev
elop
men
t expenditure
at1.5%ofthe
tota
l op
erat
iona
l expenditure
2011/2012
1.5%
5%
3
.5A
chie
ved
Hum
anResou
rce
Tound
ertakea
com
pre
hens
ive
hum
an d
evel
opm
ent
of M
useu
m
emp
loye
es
Sta
ff p
rofic
ienc
y le
vel (
on a
sca
le o
f 1-5)
The
Nel
son
Man
del
a M
useu
m s
taff
shou
ld a
ttai
n an
av
erag
e sc
ore
of 3
in
pro
ficie
ncy
leve
l d
urin
g th
e fin
anci
al
year
2011/2012
33
0A
chie
ved
Hum
anResou
rce
To p
rom
ote
a cu
lture
of
con
tinuo
us
imp
rove
men
t ac
ross
th
e or
gani
satio
n in
or
der
to
tran
sfor
m
thewaythem
useum
doe
s b
usin
ess
Percentage(%
)KPI's
who
setargetshave
bee
n m
et
The
inst
itutio
n shou
ldachieve75%
of
its
tar
gets
set
for
the
finan
cial
yea
r
2011/2012
75%
17%
-58%
38
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
2:
To b
uild
and
mo
bili
se r
eso
urce
s (fi
nanc
ial,
hum
an a
nd m
ater
ial)
of
the
mus
eum
to
incr
ease
its
org
anis
atio
nal c
apac
ity
to f
ulfi
l its
man
dat
e an
d p
ursu
e it
s st
rate
gic
dir
ecti
on
go
ing
into
the
fut
ure.
At
the
sam
e ti
me
to e
nsur
e th
ere
is g
oo
d a
nd
imp
rove
d g
ove
rnan
ce.
Str
ateg
ic O
bje
ctiv
e:
Res
po
nsib
le
Bus
ines
s U
nit
Mea
sura
ble
O
bje
ctiv
e (G
oal
)P
erfo
rman
ce
Mea
sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
Est
imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
Hum
anResou
rce
To p
rom
ote
a cu
lture
of
con
tinuo
us
imp
rove
men
t ac
ross
th
e or
gani
satio
n in
or
der
to
tran
sfor
m
thewaytheM
useum
doe
s b
usin
ess
Num
ber
of
perform
ancereview
sess
ions
hel
d b
y lin
e managerswiththeir
staf
f
Four(4)review
sess
ions
sho
uld
b
e he
ld b
y ea
ch
Managerswithhis/
her
staf
f
2011/2012
45
1A
chie
ved
39
NELSON MANDELA ANNUAL REPORT 2011/2012
StrategicGoal3:Toim
provethem
useum’scom
munications,imageand
pub
licprofile(locallyand
internationally)and
worktowardstheattainment
ofaworldclassstatusalon
gsuchicon
icm
useumsasM
arop
eng(th
ecrad
leofh
umankind).
Str
ateg
ic
Objective:
Res
pon
sib
le
BusinessUnit
Mea
sura
ble
Objective(Goal)
Perform
ance
Measure(K
PI)
Targ
etBaseYear
2010/11
Estimate
Ove
rall
targ
ets
Ove
rall
resu
ltsVariance
Com
ment
Marketing
To b
uild
and
st
reng
then
the
N
elso
n M
and
ela
Mus
eum
bra
nd a
nd
bui
ld it
s p
rofil
e an
d
Imagenationallyand
in
tern
atio
nally
Visitorsatisfaction
index(score1-5)
Att
ain
an a
vera
ge
scor
e of
4 o
ut o
f 5
in v
isito
r sa
tisfa
ctio
n withm
useum
pro
duc
ts t
hrou
ghou
t th
e ye
ar.
2011/2012
33.
250.25
Majorcom
plaints
abou
t p
oor
cont
ent,
ref
errin
g to
una
vaila
bili
ty o
f exhibition
ded
icated
to
Nel
son
Man
del
a
Marketing
To b
uild
and
st
reng
then
the
N
elso
n M
and
ela
Mus
eum
bra
nd a
nd
bui
ld it
s p
rofil
e an
d
Imagenationallyand
in
tern
atio
nally
Num
ber
of
interactionswith
mus
eum
ser
vice
th
roug
h ou
trea
ch
pro
gram
mes
7 ou
trea
ch
pro
gram
mes
undertakento
pro
mot
e in
tera
ctio
ns
withM
useumservice
buy
the
end
of t
he
year
2011/2012
717
10
Participated
inthe
ANCCentenary
laun
ch in
Man
gaun
g,
LaunchofD
ear
MrMandelaDear
MsParks,12th
Ann
iver
sary
of
the
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eum
and
MatatieleFestival-
ACHIEVED
Marketing
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uild
and
st
reng
then
the
N
elso
n M
and
ela
Mus
eum
bra
nd a
nd
bui
ld it
s p
rofil
e an
d
Imagenationallyand
in
tern
atio
nally
Num
ber
of m
edia
ar
ticle
s co
verin
g N
elso
n M
and
ela
Mus
eum
eve
nts
36 m
edia
art
icle
s co
verin
g N
MM
ev
ents
ap
pea
ring
in
vario
usnew
spap
ers
and
mag
azin
es
dur
ing
the
finan
cial
ye
ar
2011/2012
3613
195
Rec
eive
d p
ublic
ity
from
EasternCap
eBusiness,Sunday
Times,E
asternCap
eToday,S
tar[Sow
eto
Edition
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Feverx2,Leading
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EP,THE,
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ETH
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FEVERx2,G
rocot's
Mail,Th
eNew
Agex2,
Dizindab
a,Pub
lic
sector,Citizen-
ACHIEVED
40
NELSON MANDELA ANNUAL REPORT 2011/2012
StrategicGoal3:Toim
provethem
useum’scom
munications,imageand
pub
licprofile(locallyand
internationally)and
worktowardstheattainment
ofaworldclassstatusalon
gsuchicon
icm
useumsasM
arop
eng(th
ecrad
leofh
umankind).
Str
ateg
ic
Objective:
Res
pon
sib
le
BusinessUnit
Mea
sura
ble
Objective(Goal)
Perform
ance
Measure(K
PI)
Targ
etBaseYear
2010/11
Estimate
Ove
rall
targ
ets
Ove
rall
resu
ltsVariance
Com
ment
Marketing
To b
uild
and
st
reng
then
the
N
elso
n M
and
ela
Mus
eum
bra
nd a
nd
bui
ld it
s p
rofil
e an
d
Imagenationallyand
in
tern
atio
nally
Num
ber
of
app
eara
nces
in
electron
icm
edia(TV,
Rad
io a
nd S
ocia
l Med
ia)
30appearances
of t
he N
elso
n M
and
ela
Mus
eum
in
ele
ctro
nic
med
ia
dur
ing
the
finan
cial
ye
ar
2011/2012
30687
657
Ap
pea
red
3t
imes
from
the
SABCTV,CCTV
AFR
ICA,CCTV
4,TOP
BILLING,C
hinese
TV,C
ANADATV,
Rad
ioPulpit,Vukani
Com
munityRad
io,
Umhlob
oWenene,
UnitraCom
munity
Rad
io, a
nd t
hat
incl
udes
art
icle
s ap
pearedonVario
us
web
sites-Achieved
41
NELSON MANDELA ANNUAL REPORT 2011/2012
StrategicGoal3:Toim
provethem
useum’scom
munications,imageand
pub
licprofile(locallyand
internationally)and
worktowardstheattainment
ofaworldclassstatusalon
gsuchicon
icm
useumsasM
arop
eng(th
ecrad
leofh
umankind).
Str
ateg
ic
Objective:
Res
pon
sib
le
BusinessUnit
Mea
sura
ble
Objective(Goal)
Perform
ance
Measure(K
PI)
Targ
etBaseYear
2010/11
Estimate
Ove
rall
targ
ets
Ove
rall
resu
ltsVariance
Com
ment
Marketing
To b
uild
and
st
reng
then
the
N
elso
n M
and
ela
Mus
eum
bra
nd a
nd
bui
ld it
s p
rofil
e an
d
Imagenationallyand
in
tern
atio
nally
Tota
l Num
ber
of
Visitorstothe
mus
eum
and
its
activ
ities
.
The
mus
eum
mus
t register45000
per
sons
hav
ing
visi
ted
the
mus
eum
an
d it
s ac
tiviti
es
dur
ing
the
finan
cial
ye
ar.
2011/2012
45000
4973
547
35
Ther
e ha
ve b
een
approximately3500
peo
ple
com
ing
to t
he m
useu
m
for
per
sona
l use
, i.e.C
onferencing,
wed
dingsand
ac
com
mod
atio
n.
Com
ingtothe
even
ts b
y th
e m
useu
m, t
he
Ann
iver
sary
Celeb
rationssaw
ab
out+1500on
bot
h d
ays.
The
m
useu
m v
isito
rs
wereap
proximately
1219.Itisnotsafe
tosaythiswasnot
achieved
aswe
do
not
have
the
fig
ures
for
othe
r N
elso
n M
and
ela
Museumexhibition
svisitationscou
ntry-
wide
CEO'soffice
To s
tren
gthe
n co
mm
unic
atio
n withinNMMasan
orga
nisa
tion
and
betweenNMMand
allstakeho
lders,
par
tner
s, t
he m
edia
an
d t
he g
ener
al
pub
lic
Num
ber
of s
taff
mee
tings
hel
d
Hold11staff
mee
tings
dur
ing
the
finan
cial
yea
r2011/2012
1111
0A
chie
ved
42
NELSON MANDELA ANNUAL REPORT 2011/2012
StrategicGoal3:Toim
provethem
useum’scom
munications,imageand
pub
licprofile(locallyand
internationally)and
worktowardstheattainment
ofaworldclassstatusalon
gsuchicon
icm
useumsasM
arop
eng(th
ecrad
leofh
umankind).
Str
ateg
ic
Objective:
Res
pon
sib
le
BusinessUnit
Mea
sura
ble
Objective(Goal)
Perform
ance
Measure(K
PI)
Targ
etBaseYear
2010/11
Estimate
Ove
rall
targ
ets
Ove
rall
resu
ltsVariance
Com
ment
CEO'sOffice
To s
tren
gthe
n co
mm
unic
atio
n withinNMMasan
orga
nisa
tion
and
betweenNMMand
allstakeho
lders,
par
tner
s, t
he m
edia
an
d t
he g
ener
al
pub
lic
Employeeoverall
satisfactionindex
(1-5score)
The
Nel
son
Man
del
a M
useu
m s
houl
d
atta
in a
sco
re o
f 1
in o
vera
ll em
plo
yee
satis
fact
ion
2011/2012
10
-1
Non
e of
the
cl
ient
sat
isfa
ctio
n questionnaireswere
com
ple
ted
hen
ce
a ra
te c
anno
t b
e d
eter
min
ed.
Marketing
To s
tren
gthe
n co
mm
unic
atio
n withinNMMasan
orga
nisa
tion
and
betweenNMMand
allstakeho
lders,
par
tner
s, t
he m
edia
an
d t
he g
ener
al
pub
lic
Num
ber
of
Ad
vert
oria
ls p
lace
d
in h
igh
imp
act
pla
tfor
ms
6 ad
vert
oria
ls a
bou
t th
e N
elso
n M
and
ela
Mus
eum
pla
ced
in
hig
h im
pac
t p
latf
orm
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n co
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mus
t vi
sit
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uringthe
finan
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r
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enga
gem
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and
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of
the
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enga
gem
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the
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r
2011/2012
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0A
chie
ved
43
NELSON MANDELA ANNUAL REPORT 2011/2012
StrategicGoal3:Toim
provethem
useum’scom
munications,imageand
pub
licprofile(locallyand
internationally)and
worktowardstheattainment
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sura
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dur
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ar
2011/2012
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-53
Ach
ieve
d
44
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
4: T
o im
pro
ve t
he in
fras
truc
ture
, fac
iliti
es m
anag
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t an
d s
ecur
ity
of
mus
eum
's b
uild
ing
s an
d a
rtef
acts
in a
ll th
e th
ree
site
s.
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ateg
ic O
bje
ctiv
e:
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po
nsib
le
Bus
ines
s U
nit
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sura
ble
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bje
ctiv
e (G
oal
)P
erfo
rman
ce
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sure
(KP
I)Ta
rget
Bas
e Ye
ar 2
010/
11
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imat
eO
vera
ll ta
rget
sO
vera
ll re
sult
sVa
rian
ceC
om
men
t
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urity
, fac
ilitie
s andLog
istics
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pro
ve
infr
astr
uctu
re
and
faci
litie
s m
anag
emen
t an
d
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urity
of t
he
mus
eum
's b
uild
ings
an
d A
rtef
acts
in a
ll si
tes
Percentage(%
)completionofBunga
bui
ldin
g re
nova
tions
.
The
reno
vatio
ns o
f theBungabuilding
mus
t re
ach
a to
tal
100%
com
pletion
by
the
end
of t
he
finan
cial
yea
r.
2011/2012
100%
25%
-75%
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urity
, fac
ilitie
s andLog
istics
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pro
ve
infr
astr
uctu
re
and
faci
litie
s m
anag
emen
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of t
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mus
eum
's b
uild
ings
an
d A
rtef
acts
in a
ll si
tes
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ber
of
pre
vent
ive
maintenanceworks
cond
ucte
d o
n fa
cilit
ies
Five(5)P
reventive
maintenanceworks
mus
t b
e ca
rrie
d o
ut
fortheFinancialyear
2011/2012
55
0A
chie
ved
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urity
, fac
ilitie
s andLog
istics
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pro
ve
infr
astr
uctu
re
and
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litie
s m
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urity
of t
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ings
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ovat
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of Q
unu
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entr
e
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ion
of Q
unu
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com
ple
te b
y th
e en
d
of t
he fi
nanc
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ear.
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40%
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and1letterwritten
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, fac
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istics
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pro
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of t
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mus
eum
's b
uild
ings
an
d A
rtef
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in a
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eum
MaintenancePolicy
HaveMuseum
MaintenancePolicy
in p
lace
by
the
third
q
uart
er
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11
0A
chie
ved
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urity
, fac
ilitie
s andLog
istics
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pro
ve
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astr
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andProcedurein
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11
0A
chie
ved
45
NELSON MANDELA ANNUAL REPORT 2011/2012
Str
ateg
ic G
oal
4: T
o im
pro
ve t
he in
fras
truc
ture
, fac
iliti
es m
anag
emen
t an
d s
ecur
ity
of
mus
eum
's b
uild
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s an
d a
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acts
in a
ll th
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s.
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ateg
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ctiv
e:
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le
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s U
nit
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sura
ble
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ctiv
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rget
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vera
ll ta
rget
sO
vera
ll re
sult
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rian
ceC
om
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t
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, fac
ilitie
s andLog
istics
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pro
ve
infr
astr
uctu
re
and
faci
litie
s m
anag
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t an
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urity
of t
he
mus
eum
's b
uild
ings
an
d A
rtef
acts
in a
ll si
tes
All
the
Mus
eum
Facilitiesare
up-to-datewith
mai
nten
ance
(Sco
re
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Att
ain
a ra
ting
of 4
fortheup
-to-date
mai
nten
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of a
ll m
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m fa
cilit
ies
dur
ing
the
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cial
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ar
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48
4A
chie
ved
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urity
, fac
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istics
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ings
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in a
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tes
All
site
s ar
e fu
lly
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re fr
om a
ny
internaland
external
harm
to
the
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efac
ts
andProperties
(Score1-5)
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ain
an a
vera
ge
ratin
g of
5 fo
r th
e se
curit
y of
all
Mus
eum
Art
efac
ts
andPropertiesfrom
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external
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dur
ing
the
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cial
yea
r.
2011/2012
55
0A
chie
ved
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urity
, fac
ilitie
s andLog
istics
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pro
ve
infr
astr
uctu
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s m
anag
emen
t
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)maintenanceworks
cond
uctedwithin
48hou
rsofb
eing
re
por
ted
.
80%ofthe
maintenancework
mus
t b
e co
nduc
ted
within48ho
urs
of b
eing
rep
orte
d
duringtheFinancial
Year.
2011/2012
80%
73%
-7%
DelaysbyDPW
46
NELSON MANDELA ANNUAL REPORT 2011/2012
47
NELSON MANDELA ANNUAL REPORT 2011/2012
48
NELSON MANDELA ANNUAL REPORT 2011/2012
49
NELSON MANDELA ANNUAL REPORT 2011/2012
ANNuAL FINANcIAL sTATEMENTs
TypeofFinancialStatements Entity NameofControllingDepartment DepartmentofArts&Culture NameofNational/ProvincialPublicEntity NationalPublicEntity Fortheyearended 31March2012 TypeofFinancialstatements PublicEntitiesAnnualFinancialStatements Contactinformation: NameofChiefFinancialOfficer: Mr.WMdludlu Contacttelephonenumber: (047)5325110 Contacte-mailaddress: [email protected] Nameofcontactatrelevanttreasury: ThomasMatjeni Contacttelephonenumber: (012)3155792 Contacte-mailaddress: [email protected] NameofrelevantAuditor: Auditor-GeneralofSouthAfrica Contacttelephonenumber: (047)5310409 Contacte-mailaddress: Rasmeni,Malusi:[email protected] Preparer Contacttelephonenumber: SizweNtsalubaGobodo Contacte-mailaddress: [email protected]
50
NELSON MANDELA ANNUAL REPORT 2011/2012
AccOuNTING AuThORITy REPORT
1. GENERAL INFORMATIONThe Role of the Council of the Nelson Mandela MuseumInAccordancewiththeprovisionsofthePublicFinanceManagementAct,Act1of1999(PFMA),asamended,andtheTreasuryRegulations, theCouncilof theNelsonMandelaMuseum(theCouncil) is theAccountingAuthority.ItsroleincludesthesubmissiontotheExecutiveAuthority,theTreasuryandtheAuditorGeneralinformationsuchasAnnualFinancialStatementsandPerformanceInformationtwomonthsaftertheendofthefinancialyear.SinceitsinaugurationinApril2011,theCouncilhasaddressedtheprioritytaskstoenableittofunctionefficientlyandeffectively.ItestablishedaFinanceCommitteeaswellasanAuditCommitteeamongotherswhichdidnotexistinthepreviousyearandbeforethecurrentCouncilwasestablished.
2. sTATEMENT OF REsPONsIBILITyThePublicFinanceManagementAct(Act1of1999)asamendedrequirestheCounciltoensurethattheNelsonMandelaMuseumkeeps fullandproper recordsof itsfinancialaffairs.TheAnnualFinancialStatementsshouldfairly present the state of affairs of theNelsonMandelaMuseum, its financial results, its performance againstpredeterminedobjectivesand itsfinancialpositionat theendof theyear in termsof theGenerallyRecognisedAccountingPractice(GRAP)andinthemannerrequiredbytheCompaniesAct1973inSouthAfrica(ActNo.61of1973).
TheseAnnualFinancialStatementshavebeenpreparedinaccordancewithStatementsofGenerallyRecognisedAccountingPractice.Theyarebasedonappropriateaccountingpolicies,supportedbyreasonableandprudentjudgementsandestimates.
Thestrategy,operationalplans,budgetandcashflowprojectionstotheendof2017werereviewed.Onthebasisofthisreview,andintheviewofthecurrentfinancialposition,theCouncilhaseveryreasontobelievethattheNelsonMandelaMuseumwillbeagoingconcernintheyearaheadandhasadoptedthegoingconcernbasisinpreparingtheFinancialStatements.
Although,asstatedabove,theCouncilcouldnothaveperformedthe‘GeneralResponsibilities’aslistedinsection51ofthePFMA,ithasthepleasuretosubmittheFinancialStatementsofNelsonMandelaMuseumforthefinancialyear2011/2012.
3. FINANcIAL REsuLTsFulldetailsoftheFinancialResultsaresetoutinpages59to89ofthereport.
4. AudIT REPORTTheAuditReportoftheAuditorGeneralwillbepresentedonpages55to58.
5. BusINEss AddREssPhysicalAddress: BhungaBuilding CnrNelsonMandelaDrive&OwenStreetMthatha
6. OPINIONIntheopinionoftheCouncilbasedontheinformationavailabletodate,theAnnualFinancialStatementsfortheyearendedon31March2012andsetoutinpages59to89,fairlypresentthefinancialpositionoftheNelsonMandelaMuseum.TheresultsoftheoperationsandtheCashFlowfortheyearunderreviewfairlycomplywithprovisionsofthePFMAandTreasuryRegulations.
7. wORd OF GRATITudETheMuseumisgratefulforthecontinuedsupportoflocal,nationalandinternationalstakeholderssomeofwhomarededicatedpartners.WealsoacknowledgetheadministrativesupportoftheDepartmentofArtsandCultureandthecloserelationshipwiththeMinistertheHonourablePaulMashatiletheExecutiveAuthority.
........................................ChairpersonofCouncilDate:31MAY2012
51
NELSON MANDELA ANNUAL REPORT 2011/2012
REPORT OF ThE AudIT cOMMITTEE FOR ThE yEAR ENdEd 31 MARch 2012ThisreportwaspreparedaspertheTreasuryRegulations27.1.6,27.1.7and27.1.10(b)&(c)forpublicentitiesissuedintermsofthePublicFinanceManagementAct,1999(ActNo1of1999)asamendedbyAct29of1999.
AudIT cOMMITTEE MEMBERs ANd ATTENdANcETheAuditCommitteeoftheNelsonMandelaMuseumconsistsoffourmembers,twoofwhomhavebeenappointedfromtheMuseumAccountingAuthorityandtheothertwoinvitedfromoutsidethePublicServiceasindependentmembersinaccordancewiththeprescriptsofsections51(1)(a)(ii),76(4)(d)and77ofthePublicFinanceManagementAct,1999(No.1of1999)asamendedbyAct29of1999asregulatedthroughTreasuryRegulations.
ThecompositionoftheCommitteeissetoutbelow:
Name of member No. of meetings
1.ProfLindelwaMajova-Songca(Chairperson) 6 2.MsLindiweGadd 53.MsL.Kangala nil4.MrDon.Saunders nil
Forthegreaterpartoftheyearunderreview,theNelsonMandelaMuseumhadanAuditCommitteeconsistingoftwomembersdrawnfromtheMuseum’sAccountingAuthoritymembershipwhileprocesseswereunderwaytoappointthetwoprofessionallyindependentmembersfromoutsidethePublicService.TheprocessofappointingindependentmembersoutsidethepublicservicewascompletedinDecember2011.Subsequently,MsL.KangalaandMrD.Saunderswereappointed.MsL.KangalahassinceconfirmedheracceptanceoftheappointmentwhileMrD.Saunderswasstillconsideringhisappointmentbyyearend.
TheChiefExecutiveOfficer,MrKhweziMpumlwanaandtheChiefFinancialOfficer,MrMfunekoMdludluwereinvited to attend the committee meetings.
AudIT cOMMITTEE`s REsPONsIBILITyTheauditcommitteesupportstheNelsonMandelaMuseum`sAccountingAuthorityinfulfillingitsoversightresponsibilityrelatingtointernalcontrols,risksmanagement,financialmanagementandcompliancewithlawsand regulations. The committee hereby reports that it has adopted appropriate formal terms of reference as its charter.Itfurtherreportsthatithasregulateditsaffairsincompliancewiththischarterandhasdischargedallitsresponsibilitiesascontainedtherein.Accordingly,thecommitteeoperatesinaccordancewiththetermsofthesaidcharterandissatisfiedthatithasdischargeditsresponsibilitiesincompliancetherewith.
ThE EFFEcTIVENEss OF INTERNAL cONTROLsThesystemsofinternalcontrolaredesignedtoprovidecosteffectiveassurancethatassetsaresafeguarded;andthatliabilitiesandworkingcapitalareefficientlymanaged.InlinewiththePublicFinanceManagementAct,theinternalauditprovidesthecommitteeandmanagementwithassurancethattheinternalcontrolsareappropriateandeffective.Thisisachievedbymeansofariskmanagementprocess,aswellastheidentificationofcorrectiveactions and suggested enhancements to the controls and processes. The internal audit reports functionally to the chairpersonoftheAuditCommitteeandadministrativelytotheChiefExecutiveOfficer.
AlthoughtheCommitteedidnothavetheopportunitytoreceiveandconsiderreportsoftheInternalAuditFunctionasthetermoftheInternalAuditServiceProvidercametoanendonthe31stOctober2011,therewerenoreportsofsignificantnoncompliancewiththeprescribedpoliciesandproceduresbroughttoitsattentionbytheMuseumManagement.AnewInternalAuditServiceProviderhassincebeenappointedandisnowinplace.
TheAuditCommitteehasnotedtheissuesraisedintheAuditor-General’sReporttoParliamentandtheFinalManagementReportoftheAuditor-General,indicatingdeficienciesinthesystemofinternalcontrol.TheAuditCommitteehadtaskedmanagementtoprepareacomprehensiveactionplantoindicatehowtheMuseumwilladdresstheissuesraisedinthereport.Managementhasalreadyembarkedontheprocessofaddressingtheseissueswithimmediateeffect.
52
NELSON MANDELA ANNUAL REPORT 2011/2012
ManagementwillreportdirectlytotheAuditCommittee,withInternalAuditreportingindependentlyontheprogressmadebymanagementinimplementingtheplantoenabletheAuditCommitteetoevaluatetheprogressmade.
EVALuATION OF FINANcIAL sTATEMENTsTheAuditCommitteehas;• reviewedanddiscussedtheauditedfinancialstatementstobeincludedintheentity`sannualreportwith thereportoftheAuditorGeneralandtheAccountingAuthority.• reviewedtheAuditor-General`smanagementletterandmanagementresponse.
OnbehalfoftheAuditCommittee,IconcurandaccepttheAuditor-General`sconclusionsontheAnnualFinancialStatementsandIamoftheopinionthattheAuditedAnnualFinancialStatementsbeacceptedandbereadtogetherwiththereportoftheAuditorGeneral.
……………………………………………ProfLindelwaMajova-SongcaCA(SA)ChairpersonAuditCommittee
53
NELSON MANDELA ANNUAL REPORT 2011/2012
MANAGEMENT REPORT
REPORT OF ThE AccOuNTING OFFIcER TO ThE ExEcuTIVE AuThORITy ANd PARLIAMENT OF ThE REPuBLIc OF sOuTh AFRIcA
1. General review of the state of affairsTheNelsonMandelaMuseumislocatedintheruralpartoftheEasternCape,MthathaandQunu.ThisisontheN2,halfwaybetweenDurbanandPortElizabeth;halfwaybetweentheIndianOceanandtheDrakensbergUkhahlambaWorldHeritageSite.Themuseumsitestraverse,includeandoverlooktheauthenticlandscapeofMrNelson Mandela’s childhood and retirement.
ThemuseumwasopenedonFebruary2000,byformerPresidentNelsonMandelaandthethenMinisterofArtsandCulture,havingbeenestablishedintermsoftheCulturalInsitutionsActof1998.2011-2012wasasignificantyearfortheNelsonMandelaMuseumbecausethisistheyearwherehighlightslike,theappointmentofaCouncil,thestartoftheBhungaupgrade,amultimillionrandproject,theincreaseofthereachofthemuseumtoallprovinces,thesuccessfulrelocationtoQunu,successfulparticipationinandleveragingoftheNationalCentenaryprocesswereattained.
Oversightoverthemuseum,strategicandpolicydirectionareprovidedbyaCouncilestablishedbytheministereverythreeyears.AnewcouncilcommenceditsresponsibilitiesinApril2011rightatthestartoftheseconddecade of the museum.
Asanorganofstate,themuseumdeliversitsservicesinalignmentwithgovernmentobjectives.Themuseumcontributes to social cohesion, patriotism, unity, reconciliation, economic regeneration through tourism and itsprocurementpractices,citizenparticipationandawarenessthroughoutreach,educationprogrammesandexhibitions.
Themuseumprogrammesinclude:Governance(whichdealswithadministrationandcouncilsupport);HumanResources;MarketingandCommunication;HeritageServices;InfrastructureServices.
Intheyearunderreview,themuseumtookdifferentmeasurestostrengthengovernance;buildinstitutionalcapacity;renewprogrammeofferingsinthewayofanewresearchlibrary;newexhibitionsandneweducationprogrammes;improvingtheinfrastructure;improvingconservationmeasures.Theperformanceinformationdetails progress in each of these areas and areas of deviation.
Itispleasingtonotethatintheyearunderreviewmorethan50.82%oftheannualoperatingbudgetwasspentoncorebusinessexecutionespeciallyresearchandexhibitions.
TheNelsonMandelaMuseum’sresultsfortheyearshowadecreaseinreservesfromR9291620toR6431907whichislargelyattributabletotheneteffectoftheuseofrolledoversurplusesfrompreviousyears,useofwhichwasauthorisedbyNationalTreasurythroughtheDepartmentofArtsandCultureduring2008aswellasaugust2011,andoverrunofbudgetonauditfeepaidtotheAuditorGeneral.IntheyearunderreviewanetdecreaseinCashandCashequivalentfromR23179998toR20932644partofwhichisattributabletoareceiptofagrantfromgovernmentforaQunuMuseumredevelopmentspecialprojectcommencementofwhichisabouttotakeplaceaswellasreceiptanduseofgrantfortransportationandstorageofartefactsandmovementtoQunuduringBungaupgradehasbeenrecorded.
The Nelson Mandela Museum received most of its funding from the subsidy allocations from the National GovernmentthroughtheDepartmentofArtsandCulture.TotalrevenuecollectedbytheNelsonMandelaMuseumfortheyearunderreviewdecreasedby18.07%fromR24560714toR20070418.Thisdecreaseisattributabletotherelativelyreducedpaceinwhichthespecialprojectsprogressastheyareapproachingcompletionresultinginrevenuebeingrecognisedasprojectsimplementationprogressbeingreduced.ThesubsidyfromtheDepartmentofArtsandCultureaccountedfor82.86%ofthetotalrevenuewhile.028%wasfromdonorfunding,12.19%fromprojectfundingrecognisedasrevenueasprojectsprogress,4.67%realisedasourownincomegeneratedthroughinterestfrombankinvestmentoftheamountreceivedfromvariousprojectfunders,rentalofconferencevenueandchargeforaccommodationatQunuYouthandHeritageCentreaswellassalesrealisedonthesaleofbooksandgolfshirts.TheoperatingexpenditurefortheyearunderreviewisR22930131elicitingadecreaseof3194498fromthatrecordedthepreviousyear,constitutingasubstantialvarianceduetoadecreaseinotheroperatingexpensescomprisedofadvertisingexpensesandexhibitionexpenses,auditfees,admincostsandgeneraltravelandaccommodationasmaincontributors.Theoperatingexpenditureismadeupof33.29%fixedcostsonpersonnel,10.31%administrativeandgovernance,and50.82%corefunctionactivitiesandcostofsalesof0.37%,Financecosts0.25%aswellas4.96%statutoryauditfees.TheNelsonMandelaMuseumis
54
NELSON MANDELA ANNUAL REPORT 2011/2012
agoingconcernwithabudgetofR17467000fortheyear2012/13.TheMuseumwillcontinuetoadoptagoingconcernbasisinpreparingitsfinancialstatementsintheyearaheadasthebudgetindicates.
2. Services rendered by the Nelson Mandela MuseumThe core business of the Nelson Mandela Museum is honouring and celebrating Mr Nelson Mandela, conserving, presentingandinterpretingheritageresourceslinkedtohim,andinspirepeopletolearnandsharefromhislegacywhilecontributingtoeducation,culturalrenewalandeconomicdevelopment.
Inthecourseofconductingitsbusiness,theMuseumhasidentifiedthesaleofmemorabilia,booksandserviceslikeconferencevenuesandaccommodationaskeyincomegeneratingmechanisms.TheaccommodationfacilitiesatQunuYouthandHeritageCentrehaveacquiredathreestargradedstatusandwenowexpecttocontinuemakinginroadsintothemarketswehaveestablishedandelicitsubstantialincreaseinvisitorship.
3. TariffsTariffs are charged for rental of conference facilities, supply of sleeping accommodation, hiring out of buses asmeansoftransport.Pricesarefixedforthesaleofbooksandgolfshirts.ThesehavebeendeterminedbybenchmarkingagainsttheconferencefacilitiesrentalschargedinthisareaaswellastheconsiderationofthemuseumoperatingcostsandhavebeenreviewedandapprovedbytheChiefExecutiveOfficerondelegationfromCouncilandbytheMuseumCouncilitselfthroughtheapprovaloftheNewMuseumRevenuePolicy,havingtakeninto account the museum’s graded status and changes in prices in the industry.
4. Capacity ConstraintsAlthoughcertainpostsinourorganogramhavebeenfilled,themuseumisstillchronicallyunderstaffedwhichisoccasionedbyananomalyintheoriginalbaselinefunding.Howeverthemuseumisconstantlyknockingatourmotherdepartment’sdoorwithregardtofundingandfillingofcriticalpostsinordertofulfilbothitscorefunctionactivitiesaswellassupportingfunctions.Thisisevidentfromthemuseum’sorganogramwhichisnowalittleabove50%populated.
Capacityconstraintsdelayedtheinstitutionandcompletionofanumberofprojects,andalsoaffectedtheabilityofthemuseuminaddressingcompliancewithvariouspiecesoflegislationandregulations.Forexample,theNelson Mandela Museum has put in place procurement guidelines and asset management controls through the developmentofacomprehensiveSupplyChainManagementPolicyandafixedassetmanagementpolicybutthereisnorelevantllyqualifiedpersonnellikeProcurementManager/Officertodriveandimplementthesepolicieseffectively.Themuseumwillthereforebecompelledtorelyonconsultacyservices.
5. Current ActivitiesTheMuseumiscurrentlybusywithanupgradeofitsmainBuilding,theBhungaBuilding,themuseumisbusywithan outreach programme that reaches all the different provinces.
6. Donor FundingTheNelsonMandelaMuseumhasestablishedaDonationsBoxthroughwhichithasmanagedtocollectR6146duringtheyearunderreview.
7. Equipment for QunuTheequippingoftheQunuYouthandHeritageCentreiscompleteandtheoperationshaveyieldedasubstantialamountinincomewithcontinuedimprovementsinthefurnishingoftheaccommodationfacilitiesandjerkingupofsecurity in and around the premises.
8. ConclusionTheeffortsthathavebeenputinplaceintheyearunderreview,puttheMuseumonacourseinfulfillingitsmandate, in honouring Mr Mandela, providing valuable learning opportunities for all its audiences, and an accountablesustainableinstitution.Weappreciatethecontributionofpreviousandcurrentcouncils,ofthemuseumstaff,ofthemuseumstakeholder,ofthemuseumfundersandtheentiregovernmentoftheRepublicofSouth Africa.
......................................KhweziMpumlwanaChiefExecutiveOfficer
55
NELSON MANDELA ANNUAL REPORT 2011/2012
5989
56
NELSON MANDELA ANNUAL REPORT 2011/2012
29 45
57
NELSON MANDELA ANNUAL REPORT 2011/2012
58
NELSON MANDELA ANNUAL REPORT 2011/2012
59
NELSON MANDELA ANNUAL REPORT 2011/2012
sTATEMENT OF FINANcIAL POsITION (sPO)As AT 31 MARch 2012
Notes 31 March 2012 31 March 2011
R R
ASSETS
Non-current assets 5,691,102 5,342,871
Property, plant and equipment (SPO) 2 5,691,102 5,342,871
Current assets 21,063,946 23,288,175
Inventory (SPO) 3 32,158 108,177
Loans and receivables:current (SPO) 32 99,145 -
Cash and cash equivalents (SPO) 4 20,932,644 23,179,998
TOTAL ASSETS 26,755,049 28,631,046
LIABILITIES
Non-Current Liabilities 108,720 166,568
Finance Lease Obligation - Non-Current Portion 8 108,720 166,568
Current liabilities 20,214,422 19,172,859
Trade and other payables (SPO) 5 1,412,613 865,349
Finance lease obligation - current portion 8 59,717 85,800
Provisions;current (SPO) 6 824,933 346,002
Unspent conditional grants;current (SPO) 7 17,917,159 17,875,708
TOTAL LIABILITIES 20,323,142 19,339,427
NET ASSETS
CAPITAL AND RESERVES
Accumulated surplus/(deficit) (SPO) 9 6,431,907 9,291,620
TOTAL NET ASSETS 6,431,907 9,291,620
TOTAL NET ASSETS AND LIABILITIES 26,755,049 28,631,046
60
NELSON MANDELA ANNUAL REPORT 2011/2012
sTATEMENT OF FINANcIAL PERFORMANcE (sPR)FOR ThE yEAR ENdEd As AT 31 MARch 2012
Notes 31 March 2012 31 March 2011
REVENUE
Exchange revenue 744,752 689,251
Sale of goods - exchange transactions 10 32,381 19,688
Other income (SPR) 13 712,371 669,563
Non-exchange revenue 19,133,688 23,805,602
Gifts, sponsorships and donations received (SPR) 12 56,146 15,618
Transfers and subsidies received (SPR) 11 19,077,542 23,789,984
TOTAL REVENUE 19,878,440 24,494,853
EXPENDITURE
Cost of Sales (SPR) (84,424) (33,420)
Administrative expenses (SPR) 14 (2,362,938) (2,794,677)
Staff costs (SPR) 15 (7,633,174) (6,660,320)
Audit fees (SPR) 16 (1,138,277) (1,315,561)
Other operating expenses (SPR) 17 (11,654,041) (15,311,472)
TOTAL EXPENDITURE
(22,872,854)
(26,115,450)
SURPLUS/(DEFICIT) FROM OPERATIONS (2,994,414) (1,620,597)
Finance income (SPR) 18 191,978 65,861
Finance cost (SPR) 19 (57,277) (9,179)
SURPLUS/(DEFICIT) FOR THE YEAR (2,859,713) (1,563,914)
61
NELSON MANDELA ANNUAL REPORT 2011/2012
sTATEMENT OF chANGEs IN NET AssETsAs AT 31 MARch 2012
Accumulated Surplus/(Deficit)
Total Equity
R R
Balance at 1 April 2010 as originally stated 10,855,532 10,855,532
Surplus/(Deficit) for the year (1,563,912) (1,563,912)
Balance as at 31 March 2011 9,291,620 9,291,620
Surplus/(Deficit) for the year (2,859,713) (2,859,713)
Balance as at 31 March 2012 6,431,907 6,431,907
62
NELSON MANDELA ANNUAL REPORT 2011/2012
cAsh FLOw sTATEMENTFOR ThE yEAR ENdEd As AT 31 MARch 2012
31 March 2012 31 March 2011
R R
CASH FLOWS FROM OPERATING ACTIVITIES
Cash receipts from government and customers 19,977,585 24,494,854
Cash paid to suppliers and employees (20,445,934) (25,269,617)
Cash generated from / (utilised in) operations 20 (468,349) (774,763)
Interest received 191,978 65,861
Interest paid (57,277) (9,179)
Net cash inflows/(outflows) from operating activities 21 (333,648) (718,081)
CASH FLOWS FROM INVESTING ACTIVITIES
Acquisition of:
Property, plant and equipment (1,871,227) (1,413,550)
Net cash flows from investing activities 22 (1,871,227) (1,413,550)
CASH FLOWS FROM FINANCING ACTIVITIES
Increase/(decrease) in Non-Current Liabilities
Conditional Grants 41,451 16,685,249
Finance Leases (83,931) (183,500)
Net cash flow financing activities 23 (42,480) 16,501,749
Net increase/(decrease) in cash and cash equivalents (2,247,355) 14,370,119
Cash and cash equivalents at the beginning of the year 4 23,179,998 8,809,880
Cash and cash equivalents at end of the year 4 20,932,644 23,179,998
63
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs31 MARch 2012
1. AccOuNTING POLIcIEs1.1 Reporting EntityThese financial statements are for the Nelson Mandela Museum. These financial statements encompass thereportingentityasspecifiedinthePublicFinanceManagementAct(ActNo.1of1999)
1.2 Basis of PreparationTheAnnual FinancialStatements havebeenprepared in accordancewithStatementsofGenerallyRecognisedAccounting Practice (GRAP) issued by the Accounting StandardsBoard in accordancewith Section 55 of thePublicFinanceManagementAct (Actno.29of1999).TheAnnualFinancialStatementshavebeenpreparedonthehistoricalcostbasis,andincorporatetheprincipalaccountingpoliciessetoutbelow.Accountingpoliciesformaterialtransactions,eventsorconditionsnotcoveredbytheGRAPreportingframework,havebeendevelopedinaccordancewithparagraphs7,11and12ofGRAP3andthehierarchyapprovedinDirective5issuedbytheAccountingStandardsBoard.Assets,liabilities,revenuesandexpenseshavenotbeenoffsetexceptwhereoffsettingisrequiredorpermittedbyaStandardofGRAP.Theseaccountingpoliciesareconsistentwiththepreviousperiod,unlessexplicitlystated.Thedetailsofanychangesinaccountingpoliciesareexplainedintherelevantpolicy.TheprincipalaccountingpoliciesadoptedinthepreparationoftheseFinancialStatementsaresetoutbelow.
1.3 Presentation CurrencyThefinancialstatementsarepresentedinSouthAfricanRand,whichisthefunctionalcurrencyoftheentity.Unlessstatedotherwise,allfigureshavebeenroundedofftothenearestRand.
1.4 Going concern assumptionTheseAnnualFinancialStatementshavebeenpreparedontheassumptionthattheentitywillcontinuetooperateasagoingconcernforatleastthenext12months.
1.5 Comparative informationWhen the presentation or classification of items in the Annual Financial Statements is amended, prior periodcomparativeamountsarerestated.Thenatureandreasonforthereclassificationisdisclosed.Whereaccountingerrorshavebeenidentifiedinthecurrentyear,thecorrectionismaderetrospectivelyasfarasispracticable,andtheprioryearcomparativesarerestatedaccordingly.Wheretherehasbeenachangeinaccountingpolicyinthecurrentyear,theadjustmentismaderetrospectivelyasfarasispracticable,andtheprioryearcomparativesarerestatedaccordingly.
1.6 Significant judgmentsLoans and ReceivablesTheentityassesses its loansand receivables for impairmentateach reportingdate. IndeterminingwhetheranimpairmentlossshouldberecordedintheStatementofFinancialPerformance,theentitymakesjudgementsastowhetherthere isobservabledata indicatingameasurabledecreaseintheestimatedfuturecashflowsfromafinancialasset.The impairment for loansand receivables iscalculatedonaportfoliobasis,basedonhistoricalloss ratios, adjusted fornational and industry-specificeconomicconditionsandother indicatorspresentat thereportingdatethatcorrelatewithdefaultsontheportfolio.Theseannuallossratiosareappliedtoloanbalancesinthe portfolio and scaled to the estimated loss emergence period.
Allowance for slow moving, damaged and obsolete stockAnallowanceforstockthatisolderthan5yearsandisprojectedtotakemorethan5yearstosellisprovidedforinfull.Anystockthatisphysicallyidentifiedasdamagediswrittenoffwhendiscovered.
Impairment testingManagement used value in use or fair value less cost to sell to determine the recoverable amount of assets that may have been impaired.
ProvisionsProvisionswereraisedandmanagementdeterminedanestimatebasedontheinformationavailable.Additionaldisclosureof theseestimatesofprovisionsare included innote6 -Provisions.Provisionsaremeasuredat themanagementsbestestimateoftheexpenditurerequiredtosettletheobligationatthereportingdate.
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31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
1.7 Property, Plant and EquipmentThecostofanitemofproperty,plantandequipmentisrecognisedasanassetwhen:a) itisprobablethatfutureeconomicbenefitsassociatedwiththeitemwillflowtotheentity;andb) thecostoftheitemcanbemeasuredreliably.
Costsincludecostsincurredinitiallytoacquireorconstructanitemofproperty,plantandequipmentandcostsincurredsubsequentlytoaddto,replacepartof,orserviceit.Ifareplacementcostisrecognisedinthecarryingamount of an item of property, plant and equipment, the carrying amount of the replaced part is derecognised.
Theinitialestimateofthecostsofdismantlingandremovingtheitemandrestoringthesiteonwhichitislocatedisalso included in the cost of property, plant and equipment.
Property, plant and equipment is carried at historical cost less accumulated depreciation and accumulatedimpairmentlosses.Depreciationiswrittenoffovertheusefullifeoftheassetsusingthestraight-linemethod.
Theusefullifeoftheassetsisestimatedasfollows:Motorvehicles 5years Furnitureandfittings 6.7yearsComputerequipment 3years Otherfixedassets 5yearsOfficeequipment 6.7years BuildingsandStructures 10years
Eachpartofanitemofproperty,plantandequipmentwithacostthatissignificantinrelationtothetotalcostoftheitem shall be depreciated separately.
Thedepreciationchargeforeachperiodisrecognisedinprofitorlossunlessitisincludedinthecarryingamountof another asset.
Anitemofproperty,plantandequipmentisderecognisedupondisposalorwhennofutureeconomicbenefitsareexpectedfromitsuseordisposal.Anygainorlossarisingfromthederecognitionoftheasset(calculatedasthedifferencebetweenthenetdisposalproceedsandthecarryingamountoftheasset)isincludedinprofitorlossinthe year the item is derecognised.
Assetsheldunderafinanceleasearedepreciatedovertheirexpecteduseful livesonthesamebasisasownedassets. If there isnoreasonablecertaintythattheentitywillobtainownershipbytheendofthe leaseterm,theassets are depreciated over the shorter of the lease term and its useful life.
Theresidualvalue,theusefullifeofanassetandthedepreciationmethodisreviewedannuallyandanychangesare recognisedasachange inaccountingestimate in theStatementofFinancialPerformance.Theentity testsforimpairmentwherethereisanindicationthatanassetmaybeimpaired.Anassessmentofwhetherthereisanindicationof impairment isdoneatreportingdate.Wherethecarryingamountofan itemofproperty,plantandequipment is greater than the estimated recoverable amount ( or recoverable service amount), itwritten downimmediatelytoitsrecoverableamount(orrecoverableserviceamount)andanimpairmentlossischargedtotheStatementofFinancialPerformance.
Repairandmaintenancearegenerallychargetoexpensesduringthefinancialperiodinwhichtheyareincurred.However,majorrenovationsarecapitalisedandincludedinthecarryingamountoftheassetwhenitisprobablethatfutureeconomicbenefitsinexcessoftheoriginallyassessedstandardofperformanceoftheexistingassetwillflowtothecompany.Majorrenovationsaredepreciatedovertheremainingusefullifeoftherelatedasset.
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NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
1.8 Financial assetsInitial recognitionFinancialassetsarerecognisedintheEntity’sstatementoffinancialpositionwhentheentitybecomesapartytothecontractualprovisionsofaninstrument.Regularwaypurchasesandsalesoffinancialassetsarerecordedonthe trade date.
Financialinstrumentsareinitiallymeasuredatcost(orfairvalueifsignificantdifference),plusinthecaseoffinancialinstrumentsnotatfairvaluethroughprofitorloss,transactioncosts.Thefairvalueofafinancialinstrumentthatisinitiallyrecognisedisnormallythetransactionprice,unlessthefairvalueisevidentfromtheobservablemarketdata.Theentityusesadiscountedcashflowmodelwhichincorporatesentity-specificvariablestodeterminethefairvalueoffinancialinstrumentsthatarenottradedinanactivemarket.Differencesmayarisebetweenthefairvalueinitiallyrecognised(which,inaccordancewithIAS39,isgenerallythetransactionprice)andtheamountdeterminedusingthevaluationtechnique.Anysuchdifferencesaresubsequentlyrecognisedinprofitorlossonlytotheextentthattheyrelatetoachangeinthefactors(includingtime)thatmarketparticipantswouldconsiderinsettingtheprice.
Theentityclassifiesitsfinancialassetsinthefollowingcategories:-atfairvaluethroughprofitandloss-held-to-maturity-loansandreceivablesand-available-for-saleTheclassificationdependsonthepurposeforwhichtheentityacquiredthefinancialassets.
Financial assets at fair value through profit or lossThiscategoryhastwosub-classifications,namelyfinancialassetsheldfortradingandfinancialassetsdesignatedasatfairvaluethroughprofitorlossattheinceptionoftheinstrument.Derivativeinstrumentsareclassifiedasheldfor trading unless they qualify as designated and effective hedging instruments.
Cashandcashequivalentsareclassifiedasfinancialassetsat fairvaluethroughprofitor loss. Cashandcashequivalentsconsistofcashinthebankandshort-termdeposits,andothershort-terminvestmentsthatarehighlyliquid and can readily be converted into cash.
Financialassetsaredesignatedintothiscategorywhentheiraccountingtreatmentintermsofthiscategoryresultsin more relevant information than accounting in terms of another category or it is a contract that contains one or more embedded derivatives.
Financialassetsat fair value throughprofitor lossare initiallymeasuredat fair valueexcludingany transactioncosts.Subsequentlytheseassetsaremeasuredatfairvalue,withgainsandlossesrecognisedinprofitorloss.Netgainsorlossesconsistoffairvalueadjustmentsandgainsandlossesonderecognitionandtheyareincludedin“otherincome”or‘’otherexpenses’’.Interestanddividendincomearereportedseparatelyfromnetgainsorlosses.Interestincome,calculatedusingtheeffectiveinterestratemethod,isincludedin“interestincome’’.
Held to maturity and loans and receivablesThesefinancialassetsareinitiallymeasuredatfairvalueplusdirecttransactioncosts.At subsequent reporting dates these are measured at amortised cost using the effective interest rate method, lessanyimpairment lossrecognisedtoreflect irrecoverableamounts.Animpairment loss isrecognisedinprofitor losswhenthere isobjectiveevidence that theasset is impaired,and ismeasuredas thedifferencebetweentheinvestment’scarryingamountandthepresentvalueofestimatedfuturecashflowsdiscountedattheeffectiveinterestratecomputedatinitialrecognition.Impairmentlossesarereversedinsubsequentperiodswhenanincreaseintheinvestment’srecoverableamountcanberelatedobjectivelytoaneventoccurringaftertheimpairmentwasrecognised, subject to the restriction that the carrying amount of the investment at thedate the impairment isreversedshallnotexceedwhattheamortisedcostwouldhavebeenhadtheimpairmentnotbeenrecognised.
Financialassetsthatthecompanyhasthepositiveintentionandabilitytoholdtomaturityareclassifiedasheldtomaturity.
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NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
Loans and receivablesThiscategoryrepresentsnon-derivativefinancialassetswithfixedordeterminablepaymentsthatarenotquotedinanactivemarket.Itincludesshort-termreceivables,suchastradeandotherreceivables,andlong-termreceivables,suchasloansgranted.Thiscategorymayalsoincludefinancialassetsthatwouldhavebeeninpairedorpastdueifthetermsoftheinstrumentwerenotrenegotiated.
Loansandreceivablesareinitiallymeasuredatfairvalue,plustransactioncosts.Subsequently,itemsincludedinthis category are measured at the amortised cost, calculated based on the effective interest method, and interest incomeisincludedinprofitorlossfortheperiod.Netgainsorlossesrepresentreversalsofimpairmentlosses,impairmentlossesandgainsandlossesonderecognition.Netgainsorlossesareincludedin‘’otherincome’’or“otherexpenses’’.
Short-term receivableswithnostated interest ratearemeasuredat theoriginal invoiceamount, if theeffectofdiscounting is immaterial.
Impairmentlossesarerecognisedonloansandreceivableswhenthereisobjectiveevidenceofimpairment.Animpairment loss is recognised in profit or losswhen the carrying amount of the asset exceeds its recoverableamount.Therecoverableamountiscalculatedasthepresentvalueoftheestimatedfuturecashflowsdiscountedat the original effective interest rate of the instrument.
Assetsthatareindividuallysignificantareconsideredseparatelyforimpairment.Whentheseassetsareimpaired,andimpairmentlossisrecogniseddirectlyagainsttherelatedasset.Assetsthatareindividuallysignificantandthatare not impaired, and groups of small balances are considered for impairment on a portfolio basis, based on similar creditrisk.Impairmentlossesarerecognisedinan“allowanceaccountforcreditlosses’’untiltheimpairmentcanbeidentifiedwithanindividualasset,and,atthatpoint,theallowanceiswrittenoffagainsttheindividualasset.
Theentityusesthesameindicatorstodeterminewhetherthereisobjectiveevidenceofimpairmentforloansandreceivablesasthecriterialistedunderheld-to-maturityfinancialassets.
Initial RecognitionFinancialassetsarerecognisedintheEntity’sstatementoffinancialpositionwhentheentitybecomesapartytothecontractualprovisionsofaninstrument.Regularwaypurchasesandsalesoffinancialassetsarerecordedonthe trade date.
FinancialinstrumentscarriedontheStatementofFinancialPositionincludeCash,bankbalances,CallandNoticeDeposits,ReceivablesandPayablesandaremeasuredatcost.
1.9 Foreign currency transactionsTransactionsinforeigncurrenciesareaccountedforattheratesofexchangerulingonthedateofthetransactions.Monetaryassetsandliabilitiesdenominatedinforeigncurrenciesaretranslatedattheratesofexchangerulingatthereportingdate.Unrealiseddifferencesonmonetaryassetsandliabilitiesarerecognisedinprofitorlossintheperiodinwhichtheyoccur.
1.10 InventoriesInventoriesareinitiallymeasuredatcostandsubsequentlyatthelowerofcostornetrealisablevalue.Anywrite-downtonetrealisablevalueisrecognisedinprofitorloss.Costcomprisesdirectmaterials,directlabourcostsandthose overheads that have been incurred in bringing the inventories to their present location and condition (based onnormaloperatingcapacity).Costiscalculatedusingthefirst-in,first-out(FIFO)method.Netrealisablevalueisthe estimated selling price in the ordinary course of business less any costs of completion and disposal.
1.11 Trade and other payablesTrade payables are initially measured at fair value, and are subsequently measured at amortised cost, using the effective interest rate method.
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NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
1.12 LeasesAleaseisclassifiedasafinanceleaseifittransferssubstantiallyalltherisksandrewardsincidentaltoownership.Aleaseisclassifiedasanoperatingleaseifitdoesnottransfersubstantiallyalltherisksandrewardsincidentaltoownership.
Finance leases – obligationsFinanceleasesarerecognisedasassetsandliabilitiesinthebalancesheetatamountsequaltothefairvalueoftheleasedpropertyor,iflower,thepresentvalueoftheminimumleasepayments.Thecorrespondingliabilitytothelessorisincludedinthebalancesheetasafinanceleaseobligation.
The discount rate used in calculating the present value of the minimum lease payments is the interest rate implicit in the lease.The leasepaymentsareapportionedbetweenthefinancechargeandreductionof theoutstandingliability.Thefinancechargeisallocatedtoeachperiodduringtheleasetermsoastoproduceaconstantperiodicrate of on the remaining balance of the liability.
Operating leases – lesseeOperatingleasepaymentsarerecognisedasanexpenseonastraight-linebasisovertheleaseterm.Thedifferencebetween theamounts recognisedasanexpenseand thecontractualpaymentsare recognisedasanoperatinglease asset.
This liability is not discounted.Anycontingentrentsareexpensedintheperiodtheyareincurred.
1.13 Irregular and fruitless and wasteful expenditureIrregularexpendituremeansexpenditureincurredincontraventionofornotinaccordancewith,arequirementofanyapplicablelegislation.FruitlessandWastefulexpendituremeansexpenditurethatwasmadeinvainandwouldhave been avoided had reasonable care been exercised. All irregular and fruitless andwasteful expenditure ischargedagainstincomeintheperiodinwhichtheyareincurred.
1.14 TaxationTheMuseumisexemptfromtaxationintermsoftheprovisionsofsection10(1)(cA)(i)oftheIncomeTaxAct.
1.15 Transfers and subsidies/government grantsAn inflowof resources fromanon-exchange transaction,e.g.grant,other thanservices in-kind, thatmeets thedefinitionofanassetshallberecognisedasanassetwhen,andonlywhen:
-itisprobablethatthefutureeconomicbenefitsorservicepotentialassociatedwiththeassetwillflowtotheentity; and-thefairvalueoftheassetcanbemeasuredreliably.
Theentityonlyrecognisesanassetarisingfromanon-exchangetransactionwhenitgainscontrolofresourcesthatmeetthedefinitionofanassetandsatisfytherecognitioncriteria.
Grantsreceivedwithoutanyconditionsattachedarerecognisedasrevenuewhentheassetisrecognized.Iftheentityhassatisfiedallofthepresentobligationsrelatedtotheinflow, itrecognisesanasset intheStatementofFinancialPositionandcorrespondingrevenueintheStatementofFinancialPerformance..
Iftheentityhaspartiallysatisfiedthepresentobligationsrelatedtotheinflow,itrecognisesanassetandrevenuetotheextentthataliabilityisnotalsorecognisedandaliabilityintheStatementofFinancialPositiontotheextentthatthepresentobligationshavenotbeensatisfied.
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NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
1.16 ProvisionsTheentityrecognisesaprovisionwhenithasapresentobligationasaresultofapastevent,andit isprobablethat theentitywillbe required tosettle theobligation. Provisionsaremeasuredbasedon thebestestimateoftheexpenditurerequiredtosettlethepresentobligationatthereportingdate.Wheretheeffectotthetimevalueofmoneyismaterial,theamountoftheprovisionisdiscountedtopresentvalueusingapre-taxratethatreflectscurrent assessments of the time value of money. The increase in the amount of the provision as a result of the passageoftimeisrecordedinprofitorlossfortheyear.
1.17 Employee benefitsCompensation of employeesShort-termemployeebenefits includesalariesandwages,short-termcompensatedabsencesandbonusplans.Theentityrecognisesaliabilityandcorrespondingexpenseforshort-termemployeebenefitswhenanemployeehasrenderedservicesthatentitlehim/hertothebenefits.
Post-employment benefitsPaymentsmade todefinedcontributionplansare recognisedasanexpenseon theaccrualbasis. TheNelsonMandelaMuseumoperatesdefinedcontributionsplanscalledOmedOrionProvidentFundadministeredbyOldMutualandaMedicalAidSchemeadministeredbyBonitasMedicalAidScheme.Oncethecontributionshavebeen paid the Museum has no further payment obligation. The regular contributions constitute periodic costs for theyearinwhichtheyaredueandsuchareincludedinthestaffcosts.
1.18 RevenueRevenueisrecognisedtotheextentthatitisprobablethattheeconomicbenefitswillflowtothecompanyandtherevenuecanbereliablymeasured.Revenueismeasuredatthefairvalueoftheconsiderationreceived,excludingdiscounts,rebatesandothertaxesorduties.Thecompanyassessesitsrevenuearrangementsagainstspecificcriteriainordertodetermineifitisactingasprincipaloragent.Thefollowingspecificrecognitioncriteriamustbemetbeforerevenueisrecognised:
Sale of goodsRevenuefromthesaleofgoodsisrecognisedwhenthesignificantrisksandrewardsofownershiparetransferredto the buyer.
InterestInterestisrecognisedasinterestaccrues(usingtheeffectiveinterestmethod).
1.19 Borrowing costBorrowing costs received on conditional grants are recognised on a systimatic basis using the percentage ofcompletionofprojectsinprofitorloss.Otherborrowingcostsarerecognisedinprofitorlossasincurred.
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NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
1. AccOuNTING POLIcIEs (cONTINuEd)
1.17 Accounting Standards and Interpretations that have been issued but are not yet effectiveStandardsissuedbutnotyeteffectiveuptothedateofissuanceoftheentity’sfinancialstatementsarelistedbelow.ThecouncilhasconsideredalloftheseStandardsandInterpretationsandfoundnonetobeapplicabletotheentity.
-GRAP18SegmentReporting-GRAP21ImpairmentofNon-cash-generatingAssets-GRAP23RevenuefromNon-exchangeTransactions-GRAP24PresentationofBudgetInformation-GRAP25EmployeeBenefits-GRAP26ImpairmentofCash-generatingAssets-GRAP103HeritageAssets-GRAP104FinancialInstruments
70
NELSON MANDELA ANNUAL REPORT 2011/2012
NO
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20
11
/12
(159,3
91)
(367
,03
1)
(8
9,7
88
) (4
78
,78
3)
(9
7,9
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(219,4
88)
1,7
60,6
71
348,2
32
Ad
diti
ons
-
10,086
18,758
7,490
-
1,899
1,832,995
1,8
71,2
27
Dep
reciation
char
ge(159,391)
(377,117)
(108,546)
(486,272)
(97,959)
(221,387)
(72,323)
(1,5
22,9
96)
71
NELSON MANDELA ANNUAL REPORT 2011/2012
Moto
r Vehic
les
Com
pu
ter
Equip
men
tO
ffice
Eq
uip
men
tFu
rnit
ure
an
d
Fit
tin
gs
Cap
italis
ed
Lease
d A
ssets
Oth
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non-
Curr
ent
ass
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Build
ings
and
Str
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res
TO
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Clo
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31
M
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548 1
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297
32
84
38
68
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2 2
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2 4
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491 6
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1 7
60 6
71
5 6
91 1
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Grosscarrying
amou
nt1
462
313
2079941
797052
3501507
579600
1284258
1832995
11 5
37 6
66
Acc
umul
ated
d
epre
ciat
ion
(914213)
(1782613)
(358368)
(1499286)
(427195)
(792566)
(72323)
(5846564)
72
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
3. INVENTORy
Finished goods 32,158 108,177
Total 32,158 108,177
4. cAsh ANd cAsh EquIVALENTs
Cash and balances with banks 265,313 229,850
Short-term deposit/investments
20,654,302 22,937,120
Petty Cash 13,028 13,028
20,932,644 23,179,998
For the purposes of the cash flow statement:
Cash & cash equivalents 20,932,644 23,179,998
Cash & cash equivalents at 1 April 2010 8,809,880
5. TRAdE ANd OThER PAyABLEs
Accruals 982,483 568,794
Leave Pay Accrual 430,129 296,554
Total 1,412,613 865,349
Trade and other payables are non-interest bearing and have an average term of 7 - 30 days.
6. PROVIsIONs
Salary and related expense provision
Opening balance 346,002 -
Utilisation/Amounts reversed during the year
(346,002) -
Provisions made during the year
824,933 346,002
Closing balance 824,933 346,002
7. cONdITIONAL GRANTs
Opening balance 17,875,708 1,190,459
Add: current year receipts 1,891,684 24,627,049
Less: Revenue recognised (2,460,763) (8,135,984)
Add: Interest received 613,038 267,760
Less: Interest recognised (2,509) (73,576)
Closing balance 17,917,159 17,875,708
Total Conditional Grants 17,917,159 17,875,708
Analysis for financial reporting purposes:
Current portion 17,917,159 17,875,708
73
NELSON MANDELA ANNUAL REPORT 2011/2012
8. FINANcE LEAsE LIABILITy
Finance leases relate to rental agreements between the Department or Arts and Culture/Nelson Mandela Museum and Technologies Acceptances to lease two Alcatel Omni VCX office telephones and two Xerox photocopiers.
2012
Minimum Lease Payment
Future Finance Charges
Present value of minimum
lease payments
Amounts payable under finance leases
Within one year 72,745 13,028 59,717
In the second to fifth year inclusive
117,751 9,030 108,720
After five years - - -
190,495 22,058 168,437
Less: Amount due for settlement within 12 months
-59,717
108,720
The lease terms range between 3 and 5 years and the average effective borrowing rate is 12%. Interest rates are determined on inception. No arrangements have been entered into for contingent rent.
2011
MinimumLeasePayment
FutureFinanceCharges
Presentvalue of minimum
lease payments
Amounts payable under finance leases
Within one year 103,926 18,125 85,800
In the second to fifth year inclusive
188,401 21,834 166,568
After five years - - -
292,327 39,959 252,368
Less: Amount due for settlement within 12 months
-85,800
166,568
Theleasetermsrangebetween3and5yearsandtheaverageeffectiveborrowingrateis12%.Interestratesaredeterminedoninception.No arrangements have been entered into for contingent rent.
9. AccuMuLATEd suRPLus/(dEFIcIT)
Balance at the beginning of the year
9,291,620 10,855,532
Surplus/(Deficit) for the year (2,859,713) (1,563,912)
Balance at the end of the year
6,431,907 9,291,620
74
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
10. sALE OF GOOds
Book sales 3,497 4,091
Qunu craft 28,884 15,597
Total 32,381 19,688
11. TRANsFERs ANd suBsIdIEs REcEIVEd
National Departments 16,630,000 15,654,000
Project funds 2,447,542 8,135,984
Total 19,077,542 23,789,984
12. GIFTs, sPONsORshIPs ANd dONATIONs
REcEIVEd
Annexure1 56,146 15,618
13. OThER INcOME
Qunu rentals 712,371 669,563
Total 712,371 669,563
14. AdMINIsTRATIVE ExPENsEs
Professional fees 217,403 412,965
Entertainment (10,420) 21,700
Stationery and printing 184,078 230,090
Bank charges 52,629 51,810
Cleaning 705,402 565,583
Insurance 202,731 206,041
Internet - 1,648
Licenses 47,248 30,409
Recruitment expenses 44,058 183,168
Telelphone and postage 694,976 607,083
Training and staff development 161,703 411,098
Subscriptions 32,026 54,677
Legal fees 5,100 -
Staff welfare 26,002 17,653
Workmens compensation - 751
Total 2,362,938 2,794,677
75
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
15. sTAFF cOsTs
Wages and salaries 7,284,122 6,318,914
- Basic salaries 4,572,805 3,934,748
- Other non-pensionable allowance
- -
- Temporary staff 40,109 800
Senior Management emoluments
2,671,209 2,383,366
Defined contribution plan expense
71,040 72,869
Social contributions (Employer’s contributions)
278,012 268,537
- Medical 149,215 149,247
- UIF 57,419 62,999
- SDL 71,379 56,291
Total 7,633,174 6,660,320
16. AudIT FEEs 1,138,277 1,315,561
Statutory Audit 1,138,277 1,315,561
17. OThER OPERATING ExPENsEs
Consultants, contractors and special services
479,642 336,165
Equipment items expensed as per entity policy
133,324 106,311
Research Costs 203,984 225,431
Maintenance, repairs and running costs
546,944 523,116
- Property and buildings 246,705 221,600
- Machinery and Equipment 121,971 150,075
- Other maintenance, repairs and running costs
178,268 151,441
Depreciation 1,522,996 1,466,651
Exibition cost 1,822,754 7,166,286
Transportation and storage costs
179,070
General Expenses - unallocated expense
130,691 -
Travel and subsistence 3,517,694 2,229,862
Advertising and promotions 1,182,941 1,763,520
Stock loss 3,559
Functions and catering 284,112 184,476
Security 1,646,331 1,309,651
Total 11,654,041 15,311,470
76
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
18. FINANcE INcOME
Interest on
- Cash and bank deposits 191,978 65,861
Total 191,978 65,861
19. FINANcE cOsTs
Interest on
- Finance Lease 18,381 9,179
- Other interest 38,896 -
Total 57,277 9,179
20. cAsh GENERATEd FROM/
(uTILIsEd IN) OPERATIONs
Surplus/(Deficit) for the year
(2,859,713) (1,563,914)
Interest received (191,978) (65,861)
Interest paid 57,277 9,179
Non-cash movements/working capital changes
2,526,065 845,831
Depreciation 1,522,996 1,466,651
Increase/(Decrease) in payables
547,264 (969,830)
Increase/(Decrease) in provisions
478,931 346,002
(Increase)/Decrease in receivables
(99,145) -
(Increase)/Decrease in inventories
76,019 3,009
Net cash flows from operating activities
(468,349) (774,763)
77
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
21. NET cAsh INFLOws /
OuTFLOws FROM OPERATING AcTIVITIEs
Cash receipts from customers 19,977,585 24,494,854
Cash payments to suppliers and employees
(20,445,934) (25,269,617)
Cash generated from/(utilised in) operations
(468,349) (774,763)
Interest received 191,978 65,861
Interest (paid) (57,277) (9,179)
Net cash inflows/ outflows from operating
activities (333,648) (718,081)
22. NET cAsh FLOws FROM
INVEsTING AcTIVITIEs
Acquisition of:
Property, plant and equipment (1,871,227) (1,413,550)
Net cash flows from investing activities
(1,871,227) (1,413,550)
23. NET cAsh FLOws FROM
FINANcING AcTIVITIEs
Increase/(decrease) in Non-Current Liabilities:
Conditional Grants 41,451 16,685,249
Finance Leases (83,931) (183,500)
Net cash flow financing activities
(42,480) 16,501,749
78
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
31 March 2012 31 March 2011
R R
24. REcONcILIATION OF BudGET
suRPLus/dEFIcIT wITh sTATEMENT
OF FINANcIAL PERFORMANcE
Net surplus/(deficit) per Statement of Financial
Performance (2,859,713) (1,563,913)
Adjusted for:
Transfers and subsidies received (SPR)
(2,447,542) (8,135,984)
Other income (SPR) (283,458) (187,430)
Cost of sales 84,424 33,420
Administrative Expenses (467,841) 96,541
Staff cost (784,393) (912,632)
Audit fees 971,977 1,161,441
Other operating expenses 4,006,196 7,848,853
Finance income (191,978) (65,861)
Finance cost 57,277 9,179
Net surplus/(deficit) per approved budget
(1,915,051) (1,716,385)
25. uNAuThORIsEd, IRREGuLAR, wAsTEFuL & FRuITLEss ExPENdITuREThe tender process was not followed in enlisting the services of a travel agent (Swift Travel and Tours) by the Nelson Mandela Museum . Refer to Annexure 3 for detail.
26. sENIOR MANAGEMENT EMOLuMENTsRefer to Annexure 4 for detail.
27. RELATEd PARTIEsNorelatedpartytransactionstookplaceduringtheperiodunderreview
Compensation of Key Management PersonnelRefertoAnnexure4fordetails.
79
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
28. RIsK MANAGEMENT “Theentity’sactivitiesexposeittoavarietyoffinancialrisks:marketrisk(including,fairvalueinterestraterisk,cashflowinterestrateriskandpricerisk)andliquidityrisk.” Corporateservicesidentifiesandevaluatesfinancialriskandhedgestheserisksincloseco-operationwiththemuseum.Riskmanagementiscarriedoutbythecorporateservicesdepartmentunderpoliciesaprovedbythemuseumcouncil.Thecouncilprovideswrittenprinciplesforoverallriskmanagement,aswellaswrittenpoliciescoveringspecificareas. Liquidity risk Theentity’srisktoliquidityisaresultofthefundsavailabletocoverfuturecommitments.Theentitymanagesliquidityriskthroughanongoingreviewoffuturecommitmentsandcreditfacilities. Thetablebelowanalysestheentity’sfinancialliabilitiesandnet-settledderivativefinancialliabilitiesintorelevantmaturity groupings based on the remaining period at the reporting date to the contractual maturity date. The amountsdisclosedinthetablearethecontractualundiscountedcashflows.Balancesduewithin12monthsequaltheircarryingbalancesastheimpactofdiscountingisnotsignificant. At31March2011 Lessthan1year Between1and2years Between2and5years Over5years FinanceLease 85800 166568 - -TradeandOtherPayables 865349- - - At31March2012 Lessthan1year Between1and2years Between2and5years Over5years
FinanceLease 59717 108720 - -TradeandOtherPayables 1568221 - - -
Market Risk Theentity’sactivitiesexposeitprimarilytotherisksoffluctuationsininterestrates. Interestrateriskreferstotheriskthatthefairvalueoffuturecashflowsofafinancialinstrumentwillfluctuatebecauseofchangesinmarketinterestrates. Marketriskexposuresaremeasuredusingsensitivityanalysis.Asensitivityanalysisshowshowsurplus,and/ornetassets,wouldhavebeenaffectedbychangesintherelevantriskvariablethatwerereasonablypossibleatthereporting date. Theentity’sinterestrateprofileconsistsoffixedandfloatingratebankbalanceswhichexposestheentitytofairvalueinterestrateriskandcashflowinterestrateriskandcanbesummarisedasfollows: Interest rate sensitivity analysis Thesensitivityanalysisbelowhasbeendeterminedbasedonfinancialinstrumentsexposuretointerestratesatreportingdate.Forfloatingrateinstruments,theanalysisispreparedassumingtheamountoftheinstrumentoutstandingatthereportingdatewasoutstandingforthewholeyear. Thebasispointsincreasesordecreases,asdetailedinthetablebelow,weredeterminedbymanagementandrepresent management’s assessment of the reasonably possible change in interest rates. Apositivenumberbelowindicatesanincreaseinsurplus.Anegativenumberbelowindicatesadecreaseinsurplus.
80
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
As the entity does not have any instruments that effect net assets directly, the disclosure only indicates the effect of the change in interest rates on surplus. Therewerenochangesinthemethodsandassumptionsusedinpreparingthesensitivityanalysisfromoneyeartothenext.
2012 2011
Increase (decrease) in interest rates
The estimated increase (decrease) in basis points 50 50
Effect on surplus 104,663 115,900
Financial risk management objectives and policiesTheentity’sprincipalfinancial liabilitiescomprise tradeandotherpayablesandfinance lease liabilitiy.Themainpurposeofthesefinancialliabilitiesistoraisefinancefortheentity’soperations.Theentityhasafinancialassetsintheformofcashandshort-termdeposits,whicharisedirectlyfromitsoperations.
Classification of Financial Instruments
2012
Loans and Receivables Financial Liability at Amortised Cost
Total
Assets
Cashandcashequivalents 20,932,644 - 20,932,644
Liabilities
Trade and other payables - 1,412,613 1,412,613
Financeleaseliability-currentportion
- 59,717 59,717
20,932,644 1,472,330 22,404,974
2011
Loans and Receivables Financial Liability at Amortised Cost
Total
Assets
Cashandcashequivalents 23,179,998 - 23,179,998
Liabilities
Trade and other payables - 865,349 865,349
Financeleaseliability-currentportion
- 85,800 85,800
23,179,998 951,149 24,131,147
29. GOING cONcERN Thefinancialstatementshavebeenpreparedonthegoingconcernbasisbasedontheassumptionthatfundswillbeavailabletofinancefutureoperationsandthattherealisationofassetsandsettlementofliabilities,commitmentsandobligationswilloccurintheordinarycourseofbusinessinthenearfuture.
81
NELSON MANDELA ANNUAL REPORT 2011/2012
NOTEs TO ThE ANNuAL FINANcIAL sTATEMENTs (cONTINuEd)
31 MARch 2012
30. POsT BALANcE shEET EVENTs Therewere no events identified after balance sheet date that require adjustment or disclosure in the financialstatements.
31. EMPLOyEE BENEFIT INFORMATIONTheentitycontributestotheOmedOrionProvidentFund,adefinedcontributionplan.ThisfundhasbeenregisteredandgovernedunderthePensionFundAct,1956asamended. For theperiodending31March2012, themonthlycontributions towardstheProvidentFundareaminimumof7.5%oftheemployee’sbasicsalary,whichiscalculatedasthecosttocompanyanda7.5%iscontributedbytheemployer.Theemployeereservestherighttocontributealargerpercentageasandwhenhe/shesodecides. The contributions of R 71,039.85 (31 March 2011: R 197 275) were expensed in the current year.
32. LOANs ANd REcEIVABLEs Staff loans are composed of: Sundry debtors 91,921
StaffLoans 7,223
Total 99,145
82
NELSON MANDELA ANNUAL REPORT 2011/2012
APPENdIx 1dETAILEd sTATEMENT OF FINANcIAL PERFORMANcE
FOR ThE yEAR ENdEd 31 MARch 2012
31 March 2012 31 March 2011
R R
REVENUE
Sales 32,381 19,688
Governmentgrant 16,630,000 15,654,000
ConditionalGrantRevenue 2,447,542 8,135,984
Donationsreceived 56,146 15,618
SundryIncome 712,371 669,563
TOTAL REVENUE 19,878,440 24,494,854
LESS: EXPENDITURE
Cost of sales 84,424 33,420
Administrative Expenses 2,362,938 2,794,677
BankCharges 52,629 51,810
Cellphones 480,353 423,222
Cleaning 705,402 565,583
CourierCharges 25,431 50,075
Functions&Catering (10,420) 21,700
Insurance 202,731 206,041
Internet - 1,648
Licences 47,248 30,409
PrintingandStationery 184,078 230,090
Professionalfees 222,503 412,965
Postboxrental 304 304
Recruitmentexpenses 44,058 183,168
Workmen'scompensation - 751
StaffTrainingandwelfare 187,705 428,751
Subscriptions 32,026 54,677
Telephone&Fax 188,888 133,482
Staff cost 7,633,174 6,660,321
CasualLabour 40,109 800
Salariesandwages 7,244,014 6,254,548
UIF 57,419 56,291
Skillsdevelopmentlevy 71,379 126,566
Pension 71,040 72,869
Medical Aid 149,215 149,247
Audit fees 1,138,277 1,315,561
Statutory Audit 1,138,277 1,315,561
83
NELSON MANDELA ANNUAL REPORT 2011/2012
APPENdIx 1 - cONTINuEddETAILEd sTATEMENT OF FINANcIAL PERFORMANcE
FOR ThE yEAR ENdEd 31 MARch 2012
31 March 2012 31 March 2011
R R
Other operating expenses 11,654,041 15,311,470
MuseumAdvert.&Prom. 1,182,941 1,763,520
ComputerExpenses 6,550 51,714
ConsultingfeesMuseum 463,742 270,722
ConsultingfeesQunuCraft 15,900 65,443
Depreciation 1,522,996 1,466,651
Counciltravelandaccommodation 592,050 9,392
MuseumEquip.Hire 20,484 -
Exhibitionexpenses 1,802,270 7,166,286
MuseumFunction&Catering 284,112 184,476
LeasingCharges - (0)
MotorVehicle-Petrol&Oil 214,264 115,893
MotorVehicle-Repairs&Maintenance 171,718 98,219
QunuCraftMotorVehicleFuel&Oil - 2,579
Buildings 246,705 221,600
Equipment 121,971 150,075
QunuCraftEquip.Repairs - 1,509
Replacements 133,324 106,311
ResearchandDevelopment 203,984 225,431
Securityexpenses 1,646,331 1,309,651
Travel-Local 2,683,994 2,087,811
GeneralExpenses 130,691 -
QunuCraftTravel&Accom. 27,386 14,188
Transportation 4,800 -
Transportation and Storage 174,270 -
StockLoss 3,559 -
TOTAL EXPENDITURE 22,872,854 26,115,448
Financeincome 191,978 65,861
Less:Financecost (57,277) (9,179)
SURPLUS/(DEFICIT) FOR THE YEAR (2,859,713) (1,563,913)
84
NELSON MANDELA ANNUAL REPORT 2011/2012
ANNExuRE 1sTATEMENT OF GIFTs, dONATIONs ANd
sPONsORshIPs REcEIVEd
12. sTATEMENT OF GIFTs, dONATIONs ANd sPONsORshIPs REcEIVEd31 March 2012 31 March 2011
Name of Donor Nature of gift,
donation or sponsorship
R R
In Cash 56,146 8,504
Nelson Mandela Foundation
Donation 50,000 -
VariousDonation(viadonationsboxessituatedwithin
Museum) 6,146 8,504
Total 56,146 8,504
85
NELSON MANDELA ANNUAL REPORT 2011/2012
ANNExuRE 2 sTATEMENT OF LOANs
Note 4 Statement of loans
Local Name 31 March 2012 31 March 2011
Other loans R R
Employeeloans 7,223 -
Total Loans 7,223 -
86
NELSON MANDELA ANNUAL REPORT 2011/2012
ANNExuRE 3sTATEMENT OF uNAuThORIsEd, IRREGuLAR,
wAsTEFuL & FRuITLEss ExPENdITuRE
31 March 2012 31 March 2011
R R
Unauthorised expenditure
Reconciliation of unauthorised expenditure
Opening balance - -
Unauthorisedexpenditure–currentyear
- -
UnauthorisedexpenditureapprovedbyParliament/Legislature
- -
Transfer to receivables for recovery (notapproved)
- -
Unauthorisedexpenditureawaitingauthorisation
- -
TOTAL - -
Analysis of Current Unauthorised expenditure
Incident Disciplinarystepstaken/criminalproceedings
None in current year
Fruitless & Wasteful Expenditure
Reconciliation of fruitless and wastefulexpenditure
Opening balance - -
Fruitlessandwastefulexpenditure–current year
- -
Fruitlessandwastefulexpenditurecondoned
- -
Transfer to receivables for recovery - -
Fruitlessandwastefulexpenditureawaitingcondonement
- -
TOTAL - -
87
NELSON MANDELA ANNUAL REPORT 2011/2012
ANNExuRE 3 - cONTINuEdsTATEMENT OF uNAuThORIsEd, IRREGuLAR,
wAsTEFuL & FRuITLEss ExPENdITuRE
31 March 2012 31 March 2011
R R
Analysis of Current Fruitless and wasteful expenditure
IncidentDisciplinarystepstaken/criminal
proceedings
None None
Irregular Expenditure
Reconciliation of irregular expenditure
Opening balance 13 503 639 8 665 830
Irregularexpenditure–currentyear
2 741 537 4 837 809
Irregularexpenditurecondoned - -
Irregularexpenditureawaitingcondonement
(16 245 176) (13 503 639)
Total - -
AnalysisofCurrentirregularexpenditure
Incident Disciplinarystepstaken/criminalproceedings
A total amount of R 2 741 537(2010/11 – R 6 034 496) relating to payments made to Swift Travel and Tours in Non-compliance with SCM Policy Provisions regarding Invitation of Tender.
ApplicationforcondonementofIrregularexpenditurehasbeenmadetoNationalTreasurythroughDAC.TenderProcesshassincebeenfollowedandaServiceProviderappointedon4thDecember2011.
A total amount of R nil (2010/11 – R 7 469 143) relating to Non-compliance with 80-20 evaluation requirements of Procurement quotations for transactions falling between R 30 000 and R 500 000.
AnapplicationforcondonementofIrregularexpenditurehasbeenmadetoNationalTreasurythroughDAC. Aformuladriventemplatehas been developed and implemented by the Museum
88
NELSON MANDELA ANNUAL REPORT 2011/2012
AN
NE
xu
RE
4 -
sE
NIO
R M
AN
AG
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MO
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31
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Sen
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Man
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molu
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Tota
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M
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Dir
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Acc
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Aut
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-
-
ChiefExecutive
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816 296,00
110 046,00
24 000,00
-
-
950 3
42,0
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866 9
70,0
0
ChiefFinancial
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660 088,00
57 494,00
-
-
-
717 5
82,0
0
650 6
76,0
0
Sen
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598 080,00
48 157,00
-
-
-
646 2
37,0
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545 0
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Sen
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(M
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357 048,00
-
-
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357 0
48,0
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320 7
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2 4
31 5
12
21
5 6
97
2
4 0
00
-
-
-
2 6
71 2
09
2 3
83 3
66
89
NELSON MANDELA ANNUAL REPORT 2011/2012
AN
NE
xu
RE
4 -
sE
NIO
R M
AN
AG
EM
EN
T E
MO
Lu
ME
NTs
(c
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90
NELSON MANDELA ANNUAL REPORT 2011/2012
Bunga Building and Qunu
Corner Owen Str. & Nelson Mandela Dr.
P.O. Box 52808 | Mthatha | 5099
Tell: 047 532 5110 | Fax: 047 532 3345
www.mandelamuseum.org.za
An agency of TheDepartmentofArtsandculture