Msunduzi Museum Presentation to the Portfolio Committee on Arts and Culture Tuesday, 21 April 2015 1.

Msunduzi Museum Presentationto the Portfolio Committee on Arts

and CultureTuesday, 21 April 2015

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OVERVIEW OF MSUNDUZI AND NCOME MUSEUMS

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Msunduzi Museum is a Cultural Institution in terms of the Cultural Institutions Act 119 0f 1998

as amended.

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VISIONThe Msunduzi and Ncome Museums will strive for an

excellent cultural experience.

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MISSIONThe Msunduzi and Ncome Museums will actively preserve, promote and present our cultural heritage to benefit nation

building and social upliftment.

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Ncome and Msunduzi Museums

• Ncome Museum was a Legacy Project established in 1997 in terms of The Cultural Institutions Act as amended in 1998.

• Msunduzi Museum used to be a Voortrekker Museum which

was established in 1912 as a colonial project.

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Ncome Museum and its location

• Ncome Museum is situated within the Nqutu Municipality, North of Kwazulu-Natal Province.

• It is situated 350kms away from Pietermaritzburg where the Msunduzi Museum is situated.

• The nearest town is Dundee which is about 40kms away.

• The Bloodriver/Ncome river separates the two institutions which is The Bloodriver Monument and Ncome Museum. Bloodriver Monument is administered by Voortrekker Monument in Pretoria which is an independent body. Ncome Museum on the other hand receives a grant from the Department of Arts and Culture.

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Background• Both Msunduzi and Ncome Museums were established on distinct

ideological premises. Interestingly, these two facilities have one common thing, that is, a promotion of heritage through the forging of a new nation and identity which was precipitated by the 1838 war between Voortrekkers and Zulus. The 1838 conflict ensured that only one perspective was heard at the expense of the other. Therefore the construction of Ncome Museum and Monument facility in 1998 ushered in the era of the beginning of critical and constructive engagements. Since these two facilities were founded around common theme or historical events, it therefore became historical proper to place the new facility – Ncome museum under the curatorship and the Council of the well-established facility –Msunduzi Museum. However this arrangement was meant to be on short term basis, it was intended to enable the national Department of Arts and Culture to deposit Ncome funds using the Msunduzi museum account which was already linked to the Department’s financial system.

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Background

• At the time of this arrangement, the Department was finalising the capital works programme for Ncome Museum. This capital project was supposed to have been undertaken during the financial years 2004/2005 and 2005/2006. It was for the construction of the hall, library, offices, tourist accommodation, staff accommodation, footbridge and access road. The department had during the mentioned period set aside R 6.2 million for the project.

• Due to financial constraints, economic recession and the number of projects that the Department of Arts and Culture had to deliver the project did not occur during the period 2004 to 2010.However in 2010 the project took off and an amount of +- R40 MILLION was allocated which is way above the initial budget. Phase two project was completed during 2012/2013 financial year and opened by His Excellency, President J.G Zuma on 16 December 2014.

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Ncome Museum Management

• When the then Department of Arts, Culture, Science and Technology prepared documents for the future of Ncome Museum, they indicated the possibility existed that the Msunduzi Museum would take charge of the facility.

• As a result of the said arrangement, the Msunduzi Museum Council became the accounting authority of the Msunduzi and Ncome museums and the Director became an accounting officer of both institutions.

• Notwithstanding the above, at the workshop held at Durban on 30 June 2000 to discuss the KZN Flagship, the Department of Arts and Culture’s Deputy Director General Prof Musa Xulu said that the museum council was not responsible for the Ncome but the Department was, this was in contrast to what the then Director General of the Department Dr Rob Adam who had informed the then museum director Dr Pols that the Council of the Voortrekker Museum was in control of Ncome Museum until such time as a flagship for KwaZulu-Natal was established. However the council took a principle decision to be in charge of the site until a flagship was established which has not yet occurred (Council Minutes, 13 July 1999 and 14 July 2000).

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Ncome Administrational and financial

management• The above arrangement meant that the funding for the Ncome museum was to be

channelled through the Msunduzi museum’s account for management. All the income and other financial transactions and purchases of Ncome Museums are approved by the Msunduzi Museum. Both institutions are subject to audit and this is normally done by the Auditor-General’s office.

• Presently the two institutions share the following:

• 1. The Council

• 2. The Director

• Two institutions will require additional staff in order to provide the service presently provided. Ncome museum will require staff to assist with additional administrative, financial and professional responsibilities including that of a Council and the Chief Executive Officer/Director, Chief Financial Officer, Senior Administration Officer, Exhibition Officers, Public Relation and Fundraising Staff.

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Part A: Strategic Overview

1. Updated Situational Analysis1.1 Performance Delivery Environment

The museums will continue to strive to:

1. The Museums, in terms of its SWOT analysis that was recently done, was able to identify that its strengths is on their locations and both have ample parking spaces. Ncome Museum with its rural location is able to attract mainly international visitors whilst Msunduzi Museum with its urban location is able to attract both local and international visitors . Furthermore facilities are also used by the public for their events at a nominal rental fee and these facilities are also used by the entity to provide training and workshops as part of its outreach programmes to assist communities to realise the economic benefits of producing arts and crafts.

2. The museums will continue to strive to:

a. Conserve the collections held in trust for the nation, according to international museum standards. In line with the Department’s key outcome 12b. 12

b. Further research them, increase its collections via systematic, planned programmes and provide publications for the public. This is in line with outcome 14: Social Cohesion and Nation Building.

c. Plan and implement exhibitions based on its collections for the use of the country’s citizens and international visitors. This is in line with outcome 14: Output 5, 6 and 7: Nation Building and National identity, Citizen Participation and Social cohesion.

d. Develop and implement educational programmes in line with national and provincial educational curricula in order to provide social upliftment and nation building.

e. Have partnerships with other museums, tertiary institutions and individuals.

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3.These objectives will be striven for in order to fulfill:

The needs of society at large, educational institutions and the tourism industry. This is in line with the Department’s outcome 5 and outcome 7.

In support of the Mzansi Golden Economy (MGE) program the entity will make the space available to local artists, crafters and heritage practitioners, encouraging them to contribute significantly to the growth of the economy. Crafts flea markets and the utilization of our facilities by performers will contribute immensely into the MGE program.

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These objectives will be striven for in order to fulfil:

Deepen democracy and active citizenship participation.-Organising Social Cohesion conferences-Public lectures-School debates and talks-Exhibitions and displays -Collections

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Constitutional Mandates

Section 31 of The Constitution of the Republic of South Africa of 1996, Chapter 2 : Rights of persons belonging to a cultural, religious or linguistic community is applicable to the museums.

The Constitution of the Republic of South Africa of 1996: Schedule 4 (Functional areas concurrent national and provincial legislative competence: Cultural matters) and Schedule 5 (Functional areas of exclusive provincial legislative competence : Part A ).

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Legislative MandatesThe Msunduzi Museum (Incorporating the Voortrekker Complex) and Ncome Museums were established in terms of the Cultural Institutions Act of 1998 as amended.

Additional pieces of legislation which guide these institutions include the Public Finance Management Act 1 of 1999 as amended and Treasury Regulations, the Labour Relations Act of 1995, the Basic Conditions of Employment Act, The Employment Equity Act, the Policy of Preferential Procurement Framework Act, No 5 of 2000, the KZN Heritage Act as well as the Constitution of South Africa.

This legislation requires the museum to:

a) Collect, conserve and manage its collections on behalf of the South African nation

b) Carry out research and make this available to the public

c) Through exhibits and public/educational programmes make collections accessible to the

public

d) Provide a heritage based service to other museums and the public at large

e) Adhere to approved financial and labour practices

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Policy Mandates

The White Paper on Arts, Culture and Heritage of 1996 is the guiding policy document for the Museums. The Museums activities are in line with the Department of Arts and Culture’s Outcome 14 targets : “Nation Building and Social Cohesion” , The National Development Plan’s Chapter 15 : “articulates eloquently what needs to happen regarding Nation Building and Social Cohesion” and the Medium Term Strategic Framework of the department. The museums project will strive to foster nation building, citizenship participation and social cohesion.

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Revenue and Expenditure Estimates

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1 Programme 1: Administration The purpose of this programme is to provide core support, including Purchasing, Administrative, Financial, Human Resources and Security Services to the User Departments of the Cultural Institution. Amongst others it seeks to ensure the effective computerization, improved communication and dissemination of information, implementation of Human resource and financial policies.

Programme Strategic Objective

Programme Performance Indicator

Report Period

Means of Verification

Annual Target

Quarterly Targets (2015-2016)

2015/16 Q1 Q2 Q3 Q4

1. Management of annual and multiple year budgets. 2. Policy compliance of Human resources and financial policies 3. Manage annual financial statements so that they are in line with GRAP and Treasury regulations

Number of financial reports produced Number of policies reviewed by 31 March 2016 Clean audit report, annual financial statements are submitted to Auditor-General by 31 May 2015.

Quarterly Quarterly Annually

Council minutes, Management and Executive meetings Management and Executive minutes, completed policies. Completed copy, Audit and Council minutes

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3 monthly financial and expenditure reports , 1 quarterly financial and expenditure report Total: 4 n/a 1

3 monthly financial and expenditure reports , 1 quarterly financial and expenditure report Total: 4 n/a n/a

3 financial and expenditure reports , 1 quarterly report and 1 revised annual budget Total: 5 1 n/a

3 financial and expenditure reports , 1 financial and expenditure quarterly report, 1 annual budget for the following financial year, final APP and strategic plan (MTEF) Total: 7 3 n/a

4. Manage training and development of staff

Number of workshops held

Quarterly

Attendance of workshops, certificates

9 2

3

2 2

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2. Manage and supervise maintenance of existing buildings

Repair and maintain buildings. Interact with NDPW where required. Ensure all exhibits, toilets, lights, locks are in working order. Carry out regular inspections as per roster and respond to requests from staff for repairs. Continuous

Maintenance as required and per roster Ncome: Maintenance as required and per roster Ncome: Ensure that museum vehicle and equipment are in good order




Programme Strategic Objective

Programme Performance Indicator

Annual Target Quarterly Targets (2015-2016)

2015/16 Q1 Q2 Q3 Q4

1. Manage safety and security of the organisation

Number of fraud cases, reported security transgressions and safety incidents

4 security meetings with external service providers

1

1 1 1

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Programme 1: Administration

The purpose of this programme is to provide core support, including Administrative, Financial, Human Resources and Security Services to the user departments of the Museum. Amongst others it seeks to ensure effective computerization, improve communication and dissemination of information, implementation of Supply Chain Management (SCM), Human Resource Management (HRM), Fraud and Prevention Plan (FPP), Materiality and Significance Framework (MSF), Investment Policy (IP)

A. Strategic objectives

Strategic objective 1.

Ensure public accountability, good corporate governance and efficient use of resources. Ensure operational efficiency and effectiveness.

Objective statement

To promote public accountability and achieve high standards of corporate governance and efficient resource utilization. Efficient procedures and systems that will enable the museum to provide quick and effective service to its line departments and thus improve the quality of service given to South Africans and visitors. Update of the Museum Standard Operational Procedure.

Baseline Continuous Indicators Annual review of the Standard Operational Procedures (SOP) and other policies.

Monthly bank reconciliations, dissemination of financial information to Management monthly and quarterly to Council and to the Department of Arts and Culture. Annual submission of Annual Financial Statements and Estimates of National Expenditure (ENE) biannually. Percentage of staff development programmes. Review of external audit opinion. Annual compilation of the budget and constant review biannually. Payroll management on a monthly basis.

Justification Sound financial management, procurement and administrative systems necessary to effectively support the work of the core functions and public accountability.

Links Outcome 12a Goal 6

Strategic objective 2.

To maintain the Museum’s information and computer systems and implement and monitor Risk Management processes and controls.

Objective statement

Optimal performance of Information Technology systems and installation and monitoring of Risk Management controls. A well-functioning information system which enables the Cultural Institution to deliver on time. 23

Risks:i) Out-dated computers, viruses and unintegrated computers. The museum intends to purchase newer versions of equipment, install antivirus software and integrate computers into one system. ii) Inability to improve communication and dissemination of information. The museum intends to complement administration staff by employing a temporary staff member in case of sudden death or extended leave.iii) Inability to reconcile bank statements, implement and monitor policies through loss of life and extra load.

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Programme 2: Business Development Programme and performance indicator

Estimated performance/Annual target

Quarterly targets

2015 - 2016 1st 2nd 3rd 4th 1. Systematic and

scientific management and conservation of collections

Msuduzi Inspect & clean items in storage and on exhibition (240 items per annum)

60 Items in storage/ on display inspected/ treated per quarter.




Ncome Inspect & clean items in storage and on exhibition (220 items per annum)

55 items in storage/ on display inspected/ treated per quarter.




2. To enter 48 new acquisitions into accession register, computerized and digital image/s databases.

Updated manual and electronic accession registers as per AFRICOM system. 48 entries per annum.

n/a n/a n/a All new acquisitions entered and photographed 48 per annum

3. To update and enter into new loan agreements (in and out going) with other institutions and check existing loans.

Process incoming and outgoing loans as per relevant mutual agreement. Checking/updating of incoming, outgoing & existing loan agreements. 4 requirements per annum

New loans enter into, existing ones updated/ checked. One per quarter..

New loans enter into, existing ones updated/checked. One per quarter.



4. To list, prepare and pack items for exhibition/research.

Listing, preparation and packing of items for exhibition/research. 2 requirements per annum

n/a n/a n/a 2 requirements per annum.

5. To label shelves and cup-boards indicating items they contain, with accession numbers

Labeling of shelves and cupboards – keep lists up to date as items are stored after being accessioned

n/a n/a n/a All new acquisitions listed: 48 per annum

6. Museum item stock take

Museum item stock take spot check carried out (100 per annum) a) 50 items on exhibition b) 50 items in storage c) 1 report produced

n/a n/a n/a Stock take spot check carried out – 100 items per annum (50 on exhibition, 50 in storage) 1 report produced

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Subprogramme 7.2.1: Research, Information management, Curation and conservation of collectionsStrategic objective Collections (preservation of national heritage), research programmes into culture

and heritage and a library service.

Objective statement To research national heritage and culture, increase and broaden the museum item collection and manage/preserve it according to accepted, set professional standards and provide a library service. Research 10 projects to result in publications or exhibitions (5 Msunduzi and 5 Ncome). Publish 10 official museum publications (Msunduzi & Ncome) Hold 5 conferences (Msunduzi & Ncome) Hold 10 lectures/dialogues (Msunduzi) and 2 (Ncome) Carry out 10 collecting trips/events (Msunduzi & Ncome) To provide a library/information service during the week.

Baseline 10 research projects were undertaken in 2014/2015 164 items collected through purchases and donations in 2014/2015 192 Library material collected through purchases and donations in 2014/2015 1 Journal was printed in 2014/2015

Justification Develop representative collections that are managed according to professional standards. Through research and collecting to gather and preserve heritage and make knowledge more accessible. Through the library service provide access to information.

Links Goal 1

Programme 2: Business Development Strategic objectives:•Enhanced development, protection and preservation of the nation’s culture and heritage.•Enhanced social cohesion and nation building. •Improved access to information.

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Risks: i. There is always a threat to losing qualified and knowledgeable employees, and attention needs to be given to

improving advancement opportunities. ii. Theft of collection items – there is need for constant vigilance and security measures need to be in place and to always

be applied. iii. There is one copy of the accession book – there is an urgent need for duplicate or spare copy that will be elsewhere –

outside the museum for security purposes. The Museum’s attempt to find service provider has not been successful. The information has been digitized.

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Programme 3: Public Engagement

Programme and performance indicator

Estimated performance 2015 - 2016

Quarterly targets 1st 2nd 3rd 4th

1. To design and install outdoor interactive game with historical connection

Plan, design and systematic mounting of outdoor exhibition.

n/a Plan, design and begin provision of exhibit.

Obtain specifications for service provider

Complete Exhibition and install

2. To design & publish Freedom Route

Plan, design and arrange for printing of publication as per the manuscript provided

Design and prepare publication for printing

Publication printed

n/a n/a

3. To plan and introduce interactive display elements in COV Complex.

Plan, purchase and install displays that allow for interactivity in COV Complex where appropriate and affordable

Seek ways to make new exhibits interactive

Submit specifications for interactive exhibits

Obtain interactive components

Install interactive components

4. To develop marketing material to enhance the Museum’s profile.

Planning and designing of marketing material. Marketing material for the Museums to include banners, brochures, posters – as required by museum departments and occasions.

Required marketing material provided




5. To mount travelling exhibitions

Plan, design and systematic mounting of travelling exhibitions in terms of research provided by other institutions and availability.

Mount exhibition as provided

Mount Exhibition as provided

Mount exhibition as provided

Mount Exhibition as provided

6. Mounting of temporary exhibitions.

Plan, design or obtain systematic mounting of temporary exhibitions in terms of research provided. Exhibitions for the following events/days provided:

Workers’ Day

Quilters

n/a n/a

Plan and design Worker’s Day exhibit n/a

Complete exhibit n/a

Plan and design Worker’s Day exhibit Plan design and install Quilters’ Day exhibit

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Programme and performance indicator

Estimated performance 2015 - 2016

Quarterly targets

1st 2nd 3rd 4th

Revise educational programmes and worksheets for school groups visiting the museums

Msunduzi Revision of 1 existing educational programme and worksheet.

n/a

1 programme and 1 worksheet revised

n/a

n/a

Ncome Revision of 2 existing educational programmes and its worksheets.

1 programme

n/a 1 programme

n/a

Develop new educational programmes and worksheets for school groups visiting the museums

Ncome Develop 2 programmes and 2 worksheets

n/a 1 programme and 1 worksheet to be developed

n/a 1 programme and 1 worksheet to be developed

Visit schools to promote educational programmes of the museum and present programmes.

Msunduzi Outreach to 80 schools per annum to promote museums’ education programmes.

30 schools to be visited




Ncome Outreach to 70 schools per annum to promote museums’ education programmes.





Presentation of museum education programmes to school groups visiting the museums or at the schools.

Msunduzi Presentation of educational programmes to 70 schools as per bookings received and unannounced arrivals or at schools.

20 presentations 20 presentations 05 presentations 25 presentations

Ncome Presentation of educational programmes to at least 50 schools as per bookings received and unannounced arrivals or at schools.

10 presentations 15 presentations 10 presentations 15 presentations

Hold joint project with other 2 institutions and organize a teachers workshop

Msunduzi Host 1 passport competition and have 1 teacher’s workshop to encourage visit to the museum.

Host passport competition

n/a

n/a

1 teacher’s workshop

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Compile and update education brochure

Msunduzi 100 copies of the brochure to be printed and distributed to schools, tourist accommodation and other heritage institutions.

Distribute 40 brochures

Brochure compiled and printed



Record and compile visitor statistics daily for museum visits, projects and events.

Msunduzi Produce 4 quarterly reports for museum visitors, events and guided tours

1 report

1 report

1 report

1 report

Organise and host events to commemorate and celebrate national and other special days to promote nation building and social cohesion.

Msunduzi Plan and organize 8 events to commemorate and celebrate national and special days

2 events

3 events

1 event 2 events

Ncome Plan and organize 8 events to commemorate and celebrate national and special days

2 events 4 events 1 event 1 event

Conduct workshops to contribute towards skills development by facilitating craft and herbal workshops.

Msunduzi Plan and organize 6 craft and 6 herbal workshops to contribute towards skills development.

2 herbal and 2 craft workshops

1 herbal and 2 craft workshops

2 herbal and 1 craft workshop

1 craft and 1 herbal workshop

Ncome Plan and organize 4 skills development workshop in consultation with local youth

1 workshop 1 workshop 1 workshop 1 workshop

Plan, advertise and run holiday programme during school holidays

Msunduzi 2 holiday programmes to be held at 2 different venues

n/a 2 programmes n/a n/a

Ncome Run 2 suitable holiday programmes per year

n/a 1 holiday programme

n/a 1 holiday programme

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Programme 3: Public engagement Subprogramme 7.3.1 - Exhibitions: A. Strategic objectives i) Present engaging exhibitions by interpreting and presenting the museums’ collections to the benefit of

visitors. ii) Make information and knowledge more accessible. iii) Introduce the use of appropriate technology in museum exhibitions iv) To produce quality artwork and design of exhibition outcomes.

Public engagement Strategic objective

Exhibitions based on researched projects.

Objective statement

Plan, design and install/complete projects that will to provide an enjoyment and insight into our country’s cultural heritage and to contribute to social cohesion, nation building and access to information. To plan, design and install/complete projects during 2015/2020

10 exhibitions 5 museum journals 5 publications 10 marketing materials

Baseline 5 new panels were installed in permanent exhibitions, 2 exhibition themes were printed in banner form and 3 exhibitions themes were mounted at Ncome. Annual Report, Strategic plan, Msunduzi Journal Vol. 4 and marketing materials were printed including 2000 educational brochures. Maintenance was carried out. 2014/2015

Justification Provide new exhibits Links Goal 2

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Risks The growing demand for interactive exhibitions places a burden on resources due to:

i) Added costs in running electrical components via computer programs and other technology. ii) Power outages pose a serious threat to the viewing demands of the visitor, and this threat will become more apparent

as time passes. Generators provide a solution iii) Theft of exhibition material and vandalism of displays. CCTV cameras were installed to assist in minimizing this risk. iv) As the display areas are expanded upon, an extra burden is placed on the efficiency of access to rooms and

showcases. A new system to control keys is deemed necessary – both for functionality and for security access.

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Subprogramme 7.3.2 – Education:

A. Strategic objectives

i) Learner and teacher enrichment ii) Outreach programmes iii) Commemorate international and national days to promote nation building and social cohesion.

Public Engagement Strategic objective

To provide learner and teacher enrichment programmes, commemorate national and international days to contribute to nation building and social upliftment.

Objective statement

To provide an educational service, commemorate and celebrate national, international and special days to contribute to nation building and social cohesion. Conduct skills development workshops to uplift local communities. Revised educational programme - 5 (Msunduzi) and 2 (Ncome) Develop new educational programmes – 5 (Ncome) Develop new worksheets - 5 (Ncome) Presentation of educational programmes – 350 (Msunduzi) and 350 (Ncome) Schools to be contacted/visited – 400 (Msunduzi) and 350 (Ncome) Educational brochures be sent - 400 (Msunduzi) and 3750 (Ncome) Holiday programme offered - 10 (Msunduzi) and 5 (Ncome) Educational/heritage institutions to be contacted 20 (Msunduzi) and 48 (Ncome) Skills development workshops - 60 (Msunduzi) and 20 (Ncome) National, international and special days to be commemorated - 40 (Msunduzi) and 25 (Ncome)

Baseline 31 existing revised programmes and worksheets revised – 2014/2015 (Msunduzi and Ncome) 65 schools visited the museum for presentations -2014/2015 (Msunduzi and Ncome) 259 Schools were visited to promote the museum - 2014/2015 (Msunduzi and Ncome) 3 Holiday programmes held - 2014/2015 (Msunduzi) 16 National days commemorated - 2014/2015 (Msunduzi and Ncome) A total of 15 craft/skills workshops and herbal workshops were held - 2014/2015. 710 brochures were distributed - 2014/2015. 19 contacts were made with other heritage institutions. 2 teacher’s workshops were held - 2014/2015.

Justification The Museum education and public programmes enrich the educational experience for participants and provide them with greater understanding of heritage.

Links Goal 3

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RISK MANAGEMENT Staff There is always a threat to losing trained and experienced personnel – (Education Officers) due to low salary levels compared to DPSA.

Skills workshops These are very popular, and at the moment they are offered free of charge because of Lotto funding, when these funds are exhausted workshops will have to be funded by museum or participants attending. School visits These are not as expected due to costs of travelling by the learners to the museum and sometimes Education Department placing restrictions on school visits. Efforts are made with projects like the Museums Passport Project, Zurura and personal visits to schools to counter that.

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Equity table

PUBLIC ENTITIES STAFF DEMOGRAPHICS

Coloured Indian White African Persons with Disabilities Total

CATEGORY Male Female Male Female Male Female Male Female Male Female Male Female Top Management 0 0 0 0 1 0 0 0 1 0 Senior Management 0 0 0 1 1 1 2 0 0 2 3 Professionally qualified and experienced specialists in mid-management

0 0 0 0 1 2 0 0 1 2

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents 2 2 0 0 0 6 6 0 0 8 8 Semi-skilled and discretionary decision making 0 0 0 6 6 0 0 6 6 Unskilled and defined decision making 0 0 0 0 0 0 0 0 0 0 0

Contract Staff 0 0 0 0 0 0 1 0 0 0 1 Interns 0 0 0 0 0 0 2 0 0 0 2

Total 2 2 0 1 1 15 19 0 0 18 22

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. Links to the Long-term Infrastructure and other Capital Plans

No

Project Name

Project

Description/ Type of

Structure

Outputs

Estimated

Project Cost

Expenditure to

date

Project Duration

Start

Finish

1. New and replacement assets 1 2 3.

General upgrade- Msunduzi premises Facilities Management Refurbishment of Ncome Museum

Upgrade of Msunduzi Museum structural premises Ncome Museum Ncome Museum

Premises improvement Maintenance of new buildings and grass. Renovation of buildings

R15 477 807 R0 R550 000

863 683 78 789 R0

2014 2013 2015

2017 Cancelled. 2016

Total upgrades and additions

R16 027 807 R942 472

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Conditional grants

Name of grant NLDTF Purpose Museum display, infrastructure and outreach Performance indicator

Completed projects: “River Runs Through It”, Road to Democracy, Ncome Exhibitions, workshops held

Continuation Mail coach to be restored Motivation Need to upgrade exhibitions, restore coach and provide workshops

Name of grant DAC (To be implemented by Museum) R16 027 807 Purpose General upgrade/repair Msunduzi Museum and Renovation of Ncome Museum old buildings. Performance indicator

Upgraded premises, air-conditioning installed, glass enclosure of certain sections and lift installed for disabled.

Continuation Motivation Need to maintain and upgrade museum buildings and infrastructure.

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Successesa)Museum is continuously being transformed – staff and exhibitions and new name.

b)Has a unique, well preserved and growing collection.

c)Has well preserved historic buildings.

d)Has a committed staff.

e)Ncome Museum and Blood River Heritage site have been linked by a RECONCILIATION BRIDGE and Ncome facilities which were opened by the President , Mr Jacob Zuma.

f)Hosted successful conferences and talks.

g)Traveling exhibitions have been going out to libraries and schools.

h)Successful collaborations with other institutions i.e. National Department of Arts and Culture, Provincial Department of Arts and Culture ,Correctional Services Department and Municipalities.

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Challengesa) Audit Outcomes (Qualification-Fixed Assets). The institution is of the view that the assets less than capital threshold of R2500 in rand value are not material in relation to nett carrying value of assets as disclosed in the annual financial statements.

b) Relative to the size of the institution and staff we are underfunded.

c) Msunduzi and Ncome Museums have in recent years been supplied with additional buildings, but no additional staff or funding to administer/fully utilise them.

d) Road to Ncome (+/- 40km) is gravel and difficult to utilise and leads to drop in visitor numbers.

e) National Treasury has steadily been increasing compliance requirements i.e. GRAAP 103. To

fulfil these requires additional expense and time commitment.

f) Msunduzi Museum is not Disabled friendly, no funding to add lifts etc.

g) Lack of funding for security cameras lead to greater risk of theft.

h) Visitor figures are dropping due to accessibility difficulties

caused by the Taxi rank.

i) Department of Public Works not quick to attend to logged requests.

j) Distance between Msunduzi and Ncome Museum.

k) Staff turnover (Education section).

l) Reconciliation Bridge (Blood River side was padlocked).

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PartnershipsAMAFA Mutual support on professional matters 4 local Museums Museums Passport Project Project gateway Crafters training Allison Homes, Andra Sabhra Craft group lessons Imbali, Zizameleni (Disabled persons) Muslim Women’s Craft Group SAMA National and KZN SAMA Conferences PMB Archives Conference and Research KZN Quilting Guilds Quilt displays The Wellness Group Herbal workshops Local educators and schools Engaging schools and teachers workshops Northdale, Bessie Head and Holiday programme Georgetown Library Kenwyn Minerva Club Regular talks to seniors PMB Heritage Forum Heritage month activities Midlands Hindu Society Display at Diwali Festival MOTHS World War I and II Display and lecture Natal Carbineers Museum World War I and II Display and lecture

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Tourism impact, job creation, rural developmenta) The museum had 4 interns

b) A total of 15 craft/skills workshops and herbal workshops were held. Community members received training

c) Museums marketed in various ways including internet and Facebook.

d) Annual dance festival and other events held at Ncome with prizes which are won by

local community members.

e) Temporary casual staff are employed as need arises.

f) Community support i.e craft market, acquisitions from community.

g) Both museums have internet café or library facilities

which can be utilised by the community.

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Thank you

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Msunduzi Museum Presentation to the Portfolio Committee on Arts and Culture Tuesday, 21 April 2015 1.

Documents

msunduzi museums ncome

construction of ncome

location ncome museum

ncome museums

msunduzi museum presentation

msunduzi museum account

new facility ncome museum

voortrekker museum