Review of Operations - Freedom Park...Finance Management Amendment Act, 29 of 1999, the Treasury Regulations contained therein and the King 111 Code, Freedom Park is committed to the

Review of Operations

24 Freedom Park Annual Report 2009/2010

Corporate governance is concerned with the organisational arrangements that provide appropriate checks and balances to ensure that those entrusted with the direction and success of the organisation act in the best interest of its stakeholders. As a newly constituted cultural institution, and aligned with the guidelines contained in the Cultural Institutions Act, 119 of 1998, the Public Finance Management Act, 1 of 1999 as amended by the Public Finance Management Amendment Act, 29 of 1999, the Treasury Regulations contained therein and the King 111 Code, Freedom Park is committed to the principles of leadership, integrity, accountability and transparency.

Corporate Governance

CorporateGovernanceDepartment

Lefttoright:Simantha Swart, Roshnee Hemraj, Megan Saayman.

Notpictured:Feronika Harrisunker.

Picture taken at the President’s Tree, an African olive tree, planted by former

President Thabo Mbeki in 2002.

TransitiontoaCulturalInstitution

Freedom Park was declared a cultural institution by

Dr Pallo Jordan, then Minister of Arts and Culture, on

1 April 2009 (Government Gazette, Volume 519, No

31443, September 2008) in accordance with Section

3(1) of the Cultural Institutions Act, 119 of 1998. This

followed the dissolution of the Freedom Park Trust on

31 March 2009, thereby transferring governance and

custodianship to the newly constituted Council and the

construction and management responsibility of the Park

to the cultural institution.

The Cultural institutions Act provided the legal and

operational framework for Freedom Park’s business

model, while the due diligence, informed its Medium Term

Expenditure Framework (MTEF) for 2009-2012.

ResponsibilitiesoftheCouncil

The responsibilities of Freedom Park Council are governed

by the Cultural Institutions Act, 119 of 1998. The Council

is ultimately responsible for the performance of the

organisation and entrusted with the duty of ensuring that

it operates within statutory guidelines and as a going

concern. The Council therefore guides the way in which

the organisation conducts its business to ensure that it

complies with the law and standards of good practice to

safeguard, account for and ensure the economic, efficient

and effective use of public funds allocated to the Park.

Accordingly, Council members are expected to carry out

their fiduciary duties with diligence and prudence, as

envisaged in the prescripts of good governance.

As with the other elements in Freedom Park,

//hapo was designed to blend into the

landscape, rather than impose on it. By

sculpting the building frames using steel

structures and overlaying them with copper, //

hapo was shaped to resemble boulders. Each

of the seven epochs or eras will be depicted in

a separate boulder. Over time, the copper will

fade and turn the colour of the boulders in

the area. Surrounded by large trees and other

vegetation, //hapo will thus resemble a series of

boulders on the side of Salvokop.

25Freedom Park Annual Report 2009/2010


Internalcontrols

Freedom Park maintained and adhered to internal controls

designed to safeguard its assets and provide reasonable

assurance about the integrity and reliability of its financial

statements. These controls remained largely dependent on

the policies which govern the transactions generated by the

organisation.

Riskmanagement

Freedom Park’s system of internal controls is largely

based on an ongoing process designed to identify

and prioritise the risks inherent in achieving the

predetermined objectives. The system also assesses the

likelihood of adverse events and the impact thereof, as

well as the company’s ability to mitigate such risks. In

a sincere effort to minimise risk, the organisation has

focused on internally institutionalising risk awareness.

Safety,occupationalhealthandenvironmental

management

Aligned with the related guidelines in King III, Freedom

Park is committed to ensuring that its activities do not

compromise environmental, health and safety legislation.

Although its major activities do not pose a significant

threat to the environment, the organisation’s management

activities focus on compliance with the key features of

existing regulations.

Strategicplanning

As part of its annual planning activities, Freedom Park

compiled a strategic plan with detailed business plans and

allocated responsibilities, which included the budget for the

next three years.

Freedom Park is about you and me – it is about

the South African tale in the voice of the South

African people. Using our unique culture,

heritage, history and spirituality, Freedom Park

tells our previously untold stories. It is the

heart and soul of South Africa captured in one

breathtaking space.

Epoch2:Ancestors

This epoch explores the concept of ancestors from a physical and spiritual perspective.

Physically, it investigates the way in which early humans developed a sense of control

over their environment. Spiritually, it recognises ancestors throughout the ages based

on interpretive rationalities, inherent in human beings.

Epoch3:Peopling

This epoch explores pre-conquest societies in Africa. It showcases African innovations

throughout the ages within the spheres of science, culture and spirituality. For more

than 4 000 years, communities on the continent had evolved their own cultures,

languages, spirituality and the means of creating and sustaining life.



Freedom Park’s Human Resources strategy rests on five key pillars:

• Aligning employee behaviour with organisational objectives and culture.

• Recruiting and retaining talented individuals.

• Developing competence and capacity.

• Caring about the wellness of our employees.

• Practicing sound and constructive labour relations.

During the 2008’09 financial year, uncertainty about Freedom Park’s transition from a

Trust to a cultural institution affected employee morale, which continued into the first half

of the 2009’10 reporting period. We addressed this by adopting an integrated approach

to reward management and engaging employees in discussions and decisions about their

compensation, benefits, work life, performance and recognition, and their development

and career opportunities. This infused greater stability in the work environment and

improved understanding among employees about their own roles and contribution to the

achievement of our strategic objectives.

The key initiatives implemented to engage employees and create a stimulating and

rewarding work environment, are briefly discussed below.

Compensationandbenefits

The importance of compensation as a tool to retain talent cannot be

overemphasised. During the year under review, we used the Deloitte Participating

Companies Remuneration Survey as a benchmark to ensure that our remuneration

is competitive in the market sectors from which we attract employees. We also

introduced total-cost-to-company packages, which is consistent with our philosophy

of encouraging accountability by enabling employees to structure their own

Human Resources

HumanResourcesDepartment

Lefttoright: Cate Thoka, Patrick Zikalala, Reneiloe Nkanyane and John Nkwana.

Picture taken on the Mveledzo, or spiral path, which links together all the elements of Freedom

Park. The design takes visitors on a contemplative journey in the serenity of the natural landscape

between Isivivane and S’khumbuto.


packages within clearly defined parameters in a manner

best suited to their individual needs.

In addition to compensating employees for services rendered,

they benefit from generous leave, access to bursaries to

study in work-related areas, medical aid, provident fund

contributions, risk insurance and an employee wellness

programme. These benefits are consistent with the industry

norm to supplement monetary compensation.

Worklife

Employee adherence to organisational policies, practices,

procedures and programmes is integral to our continuous

improvement and integrated reward management

approach. During the year under review, we appointed

ICAS to implement an Employee Wellness Policy. The

policy is aligned with positioning Freedom Park as an

employer of choice in terms of workplace practices,

culture and values. This also enabled us to further

enhance the work environment and attract and retain

talented and skilled people.

The aim of our wellness programme is to improve the health,

fitness and life skills of our employees, mitigate the cost of

absenteeism and assist employees to deal with personal

problems. Our Wellness Day, launched during the reporting

period, was a great success and will become an annual event.

Performanceandrecognition

Freedom Park’s Performance Management System seeks

to align individual and team effort with achieving strategic

goals and objectives. The Performance Review Committee

convened in March 2010 to consider the performance

evaluations and fifteen outstanding achievers received

performance rewards. This excluded members of the

management team who had taken an in-principle decision,

in the light of budgetary constraints, to forego performance

bonuses and notch increases for the period under review.

Developmentandcareeropportunities

Our employee training and development philosophy is

premised on the belief that job satisfaction, commitment

and workplace engagement increase when employees are

given opportunities to develop their skills and improve their

knowledge. During the year under review, three employees

made use of the bursary scheme to pursue studies that

support their key performance areas.


Performancereview

The following Tables reflect the activities of the Human Resources Department and the status of employee engagement

for the year under review.

Table 1 Personnel costs by salary band for 2009’10

Salaryband Personnelexpenditure

(R’000)

Percentageoftotalpersonnel

cost(%)

Averagepersonnelcostperemployee

(R’000)

P1 0 0 0

P2 1,064,543.00 4.00 1,064,543.00

P3 950,318.00 3.57 950,318.00

P4 670,571.70 2.52 670,571.70

P5 4,517,884.46 16.97 645,412.07

P6 2,183,230.00 8.20 545,807.50

P7 5,071,909.16 19.05 422,659.10

P8 2,926,928.21 11.00 325,214.25

P9 1,666,664.34 6.26 277,777.39

P10 2,998,872.73 11.27 176,404.28

P11 1,705,308.96 6.41 189,478.77

P12 0 0 0

P13 426,709.00 1.60 142,236.33

P14 911,911.90 3.43 113,988.99

P15 0 0 0

P16 1,215,768.00 4.57 86,840.57

P17 306,879.92 1.15 76,719.98

Total 26,617,499.38 100 5,687,971.93


Table 2.1 Employment and vacancies by programme as at 31 March 2010

Programme Numberofposts

Numberofpostsfilled

Vacancyrate(%)

Numberofpostsfilledadditional

totheestablishment

Short-Term Contractors 13 13 0 0

Tour Guide Interns 3 3 0 0

Total 16 16 0 0

Table 2.2 Employment and vacancies by salary bands as at 31 March 2010

Salaryband Numberofposts

Numberofpostsfilled

Vacancyrate(%)

Numberofpostsfilledadditional

totheestablishment

Lower skilled (P13 to P19) 3 3 0.00 1

Skilled (P10 to P12) 18 14 22.2 0

Highly skilled production (P7 to P9) 8 6 25.0 0

Highly skilled supervision (P5 to P6) 5 3 40.0 0

Senior management (P1 to P4) 1 0 0.33 0


Table 3 Job evaluation for the period 1 April 2009 to 31 March 2010

Salaryband Numberofposts

Numberofjobsevaluated

%postsevaluatedbysalarybands

Postsupgraded Postsdowngraded

Number %postsevaluated

Number %postsevaluated

Lower skilled 29 0 0 0 0 0 0

Skilled 26 7 27 3 11 0 0

Highly skilled production

27 8 30 0 0 0 0

Highly skilled supervision

11 3 27 0 0 0 0

Senior management 1 0 0 0 0 0 0



Total 96 18 18.75 3 3.13 0 0

Table 4 Annual turnover rates by salary band, including short-term contractors, for the period 1 April 2009 to 31 March 2010

Salaryband Numberofemployeesperbandason1March

2010

Appointmentsandtransfers

intothedepartment

Terminationsandtransfers

outofthedepartment

Turnoverrate(%)

Lower skilled (P13 to P19) 29 3 14 48

Skilled (P10 to P12) 26 14 1 0.4

Highly skilled production (P7 to P9) 27 5 1 0.4

Highly skilled supervision (P5 to P6) 11 3 2 18.2

Senior management (P1 to P4) 3 1 1 0.3

Total 96 25 19 19.8


Table 5.1 Total number of employees (including employees with disabilities) in each of the following occupational

categories as at 31 March 2010

Occupationalcategories Male Female Total

A C I W A C I W

Legislators, senior officials and managers 4 2 0 0 2 0 0 2 10

Professionals 3 0 0 1 1 0 1 1 7

Technicians and associated professionals 3 0 0 0 6 1 0 2 12

Clerks 2 0 0 0 16 1 3 5 27

Service and sales workers 13 2 0 0 11 1 0 0 27

Skilled agriculture and fishery workers 0 0 0 0 0 0 0 0 0

Craft and related trades workers 0 0 0 0 0 0 0 0 0

Plant and machine operators and assemblers 7 1 0 0 0 0 0 0 8

Elementary occupation 5 0 0 0 0 0 0 0 5

Total 37 5 0 1 36 3 4 10 96

Employees with disabilities 0 0 0 0 0 0 0 0 0

Key: A - African; C - Coloured; I - Indian; W - White


Table 5.2 Total number of employees (including employees with disabilities) in each of the following occupation bands as on

31 March 2010


A C I W A C I W

Top management 1 0 0 0 1 0 0 1 3

Senior management 6 2 0 0 2 0 0 1 11

Professionally qualified experienced specialists and mid-management

6 1 0 1 8 0 2 4 22

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

8 0 0 0 14 3 2 4 31

Semi-skilled and discretionary decision-making 7 1 0 0 3 0 0 0 11

Unskilled and defined decision-making 9 1 0 0 8 0 0 0 18

Total 37 5 0 1 36 3 4 10 96

Table 5.3 Recruitment for the period 1 April 2009 to 31 March 2010


A C I W A C I W

Top management 0 0 0 0 0 0 0 0 0

Senior management 0 0 0 0 0 0 0 0 0

Professionally qualified experienced specialists and mid-management

5 0 0 0 0 0 0 0 5

Skilled technical and academically qualified workers, junior management, supervisors, foremen and superintendents

4 0 0 3 13 0 0 0 20

Semi-skilled and discretionary decision-making 0 0 0 0 0 0 0 0 0

Unskilled and defined decision-making 1 0 0 0 1 0 0 0 2

Total 10 0 0 3 14 0 0 0 27


Table 5.4 Skills development for the period 1 April 2009 to 31 March 2010


A C I W A C I W

Legislators, senior officials and managers 2 1 0 1 0 0 0 0 4

Professionals 4 0 0 0 0 0 0 0 4

Technicians and associate professionals 0 0 0 2 9 0 0 0 11

Clerks 0 0 0 0 0 0 0 0 0

Services and sales workers 1 0 0 1 8 0 0 0 11

Skilled agriculture and fishery workers 0 0 0 0 0 0 0 0 0

Crafted and related trades workers 0 0 0 0 0 0 0 0 0

Plant and machine operators and assemblers 0 0 0 0 0 0 0 0 0

Elementary occupations 1 0 0 0 0 0 0 0 1

Employees with disabilities 0 0 0 0 0 0 0 0 0

Total 8 1 0 4 17 0 0 0 31


Table 6.1 Performance rewards by race, gender and disability for the period 1 April 2009 to March 2010

BeneficiaryProfile Cost

Race Gender Numberofbeneficiaries

Totalnumberemployeesin

group

%totalwithingroup

Cost(R’000)

Averagecostperemployee

African Male 4 37 11 41,157.42 10,289.36

Female 5 37 14 80,070.94 16,014.49

Coloured Male 0 0 0 0 0

Female 0 0 0 0 0

Indian Male 1 4 25 22,225.54 22,225.54

Female 1 3 33 17,423.63 17,423.63

White Male 1 1 100 24,217.37 24,217.37

Female 3 9 33 49,257.35 16,419.12

Employees with disabilities 0 0 0 0 0

Total 15 91 16.5 234,352.25 106,589.20

Table 6.2 Performance reward by salary bands for personnel below senior management services for the period

1 April 2009 to 31 March 2010

Salarybands Beneficiaryprofile Cost

Numberofbeneficiaries

Totalnumberofemployees

ingroup

%oftotalwithingroup

Cost(R’000)

Averagecostperemployee

Lower skilled (P13 to P19) 1 7 14.29 6,022.27 6,022.27

Skilled (P10 to P12) 5 27 18.52 59,122.34 11,824.47

Highly skilled production (P7 to P9)

8 22 36.36 142,525.49 1,7815.69

Highly skilled supervision 1 6 16.67 26,682.15 2,6682.15

Total 15 62 85.84 234,352.25 62,344.57


Table 7 Sick leave for the period 1 April 2009 to 31 March 2010

Salaryband Totaldaystaken

%dayswith

medicalcertificate

Numberofemployeesusingsick

leave

%totalemployeesusingsick

leave

Averagedaysper

employee

EstimatedCost

(R’000)

Lower skilled (P13 to P19)

163 100 20 68.96 8.15 67,289.43

Skilled (P10 to P12)

237 100 21 80.77 11.28 201,647.71

Highly skilled production (P7 to P9)

143 100 23 85.19 6.71 178,204.49

Highly skilled supervision (P5 to P6)

14 100 3 27.27 4.67 32,563.27

Senior management (P1 to P4)

4 100 1 33.33 4 14,618.03

Total 561 100 68 223.52 34.81 494,322.93

Wayforward

Our focus for the year ahead will be on the alignment of the policies which were inherited from the Freedom Park Trust

to ensure that they meet the need of a cultural institution. We will also prioritise creating the capacity and competence

to move to the next level of institutionalising the organisational values and taking the necessary steps to ensure a smooth

transition of staff to the new work environment when the administrative building is completed in the forthcoming

financial year.


Innovation and Incubation

Freedom Park’s uniqueness stems from using IKS as a lens through which to promote, protect and validate South Africa’s rich heritage of indigenous knowledge. This approach allows us to showcase African creativity and ingenuity in design, aesthetics, architecture, symbolism and the many other innovative aspects of indigenous knowledge.

Freedom Park’s Innovation and Incubation Department facilitates, implements and

manages national and international multi-disciplinary and cross-institutional research

and other initiatives to create value from IKS.

Strategically, the Unit fulfils a critical role in the Park’s contribution to emancipating

the African voice by:

• Creating an understanding of indigenous knowledge and its role in community

life of integrating the spiritual and material, as well as complex relationships,

within society.

• Exploring the potential contribution of indigenous knowledge to local and

national development.

• Protecting, preserving and utilising indigenous knowledge and ensuring that

benefit accrues to its custodians and the communities where it is practiced.

Since the inception of the Park, we have consulted widely with experts and organic

intellectuals across the full spectrum of IKS. Their input contributed to the multi-faceted

representivity of our heritage that constitutes Freedom Park today. The recognition

of our achievements and local and international awards for design and architecture

validates the relevance of IKS to the development of the Park, and the nation.

InnovationandIncubationDepartment

Lefttoright:Neo Mathe and Jane Mufamadi.

Picture taken at Tiva Origins, a quiet place for

reflection located on the Mveledzo.

Positioning Freedom Park as a symbol of national identity

Freedom Park again celebrated National Days to espouse

their rich history and stimulate discourse. Our activities

included:

• Hosted 350 learners, educators and officials at Freedom

Park for a joint Freedom and Africa Day celebration

with the Gauteng Provincial Department of Education,

themed “What it means to be South African”.

• Celebrated Youth Month with the launch of the

implementation plan for the African Renaissance Youth

Movement on 16 June 2009 to approximately 400

young people, including National Youth Agency and

Moral Regeneration representatives who pledged their

support to the Youth Programme.

• Hosted the South African Heritage Festival and African

Renaissance Youth Movement for their joint youth

celebrations at Freedom Park, which entailed “following

the heritage trail to Nkandla, the home village of

President Jacob Zuma”.

• Hosted a themed event on the “African Renaissance

as a Tool for Sustainable Development in Africa” to

celebrate Women’s month in August 2009. Sub-

themes focused on the challenges and progress of

reconstructing the sub-continent and resolving its

IKS are: “Human experiences •organised and ordered into accumulated knowledge with the objective of utilising it to achieve quality of life and create a liveable environment for both human and other forms of life.” (Serote, 2001). The knowledge and skills of people •in a community, passed down from earlier generations, to optimise their environment. Individuals in each new generation, •who adapt and add to this knowledge to adjust to changing circumstances and environmental conditions. The knowledge is then again •passed on intact to the next generation to provide them with survival strategies. (IK Monitor 6(2), July 1998).

conflicts, as well as using the African Renaissance

as a sustainable development tool in Africa; and

debating the role of women in nation and continent

building. Approximately 100 delegates from women’s

organisations and others involved in international

relations, the Africa Renaissance, IKS and youth groups

debated the role of women in nation and continent

building and celebrated the significant contribution of

outstanding women to inspire the younger generation

and highlight the successes and challenges of the

African Renaissance.

• Hosted a seminar on the five categories of IKS, namely

social issues, institutions, biodiversity, liberatory

processes and technology to debate their relevance

in Freedom Park and nationally, and the challenges

impeding their promotion and proper understanding.

Representatives of the South African Chapter of African

Renaissance, African Renaissance Organisation of

southern Africa, Rivone, African Renaissance Youth

Movement, IKS of South Africa Trust, iARI and youth

groups attended the event.

• Investigated, with the South African National Defence

Force, a youth exchange programme that involves

twelve-months of training with the SANDF to instill



discipline and patriotism among our youth.

• Partnered with the Gauteng Provincial Department of

Sports, Arts and Culture to host a successful National

Day of Reconciliation on 16 December 2009, which

concluded the cleansing, healing and return of the

spirits ceremonies for the seven diverse communities

identified as some of the earliest to arrive in what

we know as South Africa today. During this event,

the Gauteng Veterans were also honoured for their

contribution in their struggle for humanity and

freedom.

Preservation,protectionandpromotionofIKS

During the year under review, regular consultation with

organic intellectuals and other IKS experts allowed us to

distil issues and retrieve information for further exploration

and/or integration within Freedom Park. Activities in this

regard included:

• Participated in the Medical School Day of first-year

medical students at the University of the Witwatersrand

with a presentation on “Cross-cultural issues and

health”.

• Participated in drafting of Gauteng’s Provincial IKS

Policy.

• Conducted a cleansing and healing ceremony for the

Nguni, Thonga, Vhangona, Vhatavhatsindi, Balobedu,

Batlokwa, Khoi and San communities as part of

Heritage month celebrations. This resulted from a

discussion with organic expert, Credo Mutwa, who

highlighted that the division amongst South Africans

across tribal and ethnic lines has not been addressed,

which echoed the sentiments of other elders during

previous engagements. We approached the National

House of Traditional Leaders, for a database of diverse

communities to start addressing this issue.

• Supported the African Renaissance Youth Movement

in an indigenous tree planting project at schools in

Tshwane, including the L G Golele High School in

Garankuwa and Cross Centre Orphanage in Salvokop,

as part of their contribution to Government’s greening

project launched during arbour week.

• Published The African Stories of Creation to contribute to

the production of knowledge and add to the literature of

symbolism found in the elements of Freedom Park.

Mobilisinginstitutionsthroughactivepartnerships

withcontinentalandinternationalinstitutionsto

emancipatetheAfricanvoice

Addressing the challenges in the heritage and IKS sectors

require cooperation and synergy from every sphere of

society and between the different systems and contexts

locally and globally. There is no doubt that forging such

partnerships has contributed significantly to optimising and

mobilising resources for the development, design, content and

operationalisation of Freedom Park and will continue to do

so. In addition, the Park can serve as a centre for Pan-African

knowledge and information which, also through partnerships,

can be analysed, verified, validated and become innovations

relevant to the 21st century. In this way, we can make the past

relevant to the present.

The Department commissioned research on,

amongst others, the following topics:

• The Concept of Ubuntu and its Practical

Implementation within Freedom Park.

• The IKS Framework.

• When the Stones were Still Soft (the concept

of Lowe).

• “Inboekelings” and “Oorlams” in Nineteenth

Century South Africa: A Product and Legacy of

the Abolishment of Slavery.

• Furtive Genocide in South Africa: The

Systematic Annihilation of Indigenous Groups

in South Africa: 1652-1830.


In the context of Freedom Park, partnerships will, among

others, contribute to:

• Placing South African cultures on par with those

developed in other countries.

• Addressing issues of Pan-Africanism and the African

diaspora.

• Collecting and classifying information to reflect an

African perspective.

• Engaging with perspectives developed on the African

continent and elsewhere to identify and share African

innovations and science.

• Understanding issues surrounding the 23 Bantu-

speaking countries, Sudanese-Sahel, Maghreb and

migrations of people, as well as how totems, as an

aspect that binds Africans, link people from different

parts of Africa and the diaspora.

• Investigating linkages and gathering information to

inform the Pan-African Archives and permanent and

temporary exhibitions in //hapo.

• Developing mechanisms with relevant institutions

to share knowledge resources that highlight African

history, culture and spirituality.

• Enriching the development of //hapo and the epochs,

dating back 3.6 billion years to the origination of the first

single life forms in Africa, and specifically South Africa.

During the reporting period, dormant Memoranda of

Understanding, which predated Freedom Park’s transition

from Trust to cultural institution, were revived and

implemented. We also identified a number of potential

partners and sent letters of introduction and intent to the

Smithsonian Museum and Schaumburg Institute in the United

States, Cabral’s Museum in Guinea Bissau and the National

Museum and Academy of African Languages in Mali.

In the forthcoming financial year, we will pursue local

partnerships with, among others, the National Film and

Video Foundation, Universities of Venda, Limpopo, North-

West and Western Cape, as well as with AROSA, iIKSSA,

SACAR, Iziko Museums of Cape Town, Robben Island,

Voortrekker Monument and the Department of Education.

Challengesandlegalstanding

While we look forward to the benefits of international and

continental agreements and partnerships, we are cognisant

of some of the challenges these interactions may entail,

including:

• The specialised nature of international agreements

and matters of jurisdiction, exchange rates, legislation,

exchange protocols for objects and archival material,

insurance, export costs, regulations and policies, as well

as the prescripts of the South African Reserve Bank for

forward cover/hedging, all of which need to be taken into

consideration.

• Freedom Park is not authorised to bind the South

African Government when contracting with foreign

government departments.


• The dependence of some organisations, such as NGOs,

on donations and grant funding for survival impacts

negatively on their sustainability and progression with

issues of heritage, culture, IKS and African Renaissance,

which affects project implementation, such as

partnership initiatives.

Wayforward

The programmes that are implemented by the Incubation

and Innovation Department address the needs and

aspirations of the nation.

In the year ahead, we will focus on developing strategies

to take IKS to the next level. This will include conducting

research, the outcome of which should lead to innovative

products that benefit communities and make a difference

to the lives of the people of South Africa.

The research outcomes will position indigenous

knowledge as a paradigm for the evolution of life and an

understanding of our world. Achieving this will require

ongoing consultation and more research, as well as

challenging the distortions of the past and integrating

concepts and ideas from South African stakeholders across

the cultural and ethnic divides.

The Incubation and Innovation Department has as its

core objective the emancipation of the African voice. It

recognises that at the centre of our knowledge is people

with a wealth of knowledge and skills that can be

translated into innovations for the 21st century.

As such we will also contribute, in partnership with

identified universities, to education and training

programmes and develop curriculum material on

indigenous knowledge for use in schools and by extension

officers and other development workers.


Epoch5:IndustrialisationandUrbanisation

This epoch deals with the story of large-scale exploitation of minerals during the period

of colonisation and its impact on the indigenous industries and settlement patterns.

This story will be told from the vantage point of the labour issue – the coercive and

violent ways in which the African workforce was created. The story goes further to

focus on how the workers developed and struggled to survive the onslaught on their

humanity.

Epoch4:ResistanceandColonisation

This epoch tells the story of the major historical forces that gave birth to modern South

Africa - a country born out of centuries of subjugation, exploitation and conflict. The

arrival of the colonialists in the mid to late 1400s brought with it a way of life that

would change the relationship of African people, their land and cultures. Colonialism

brought about forms of subjugation, separation and exploitation that ignited a fierce

resistance struggle that took on many forms, eventually leading to the demise of the

Apartheid state.


Heritage and Knowledge

HeritageandKnowledgeDepartment

Backrow(LtoR):Nomsa Khumalo, Lauren Marx, Tammy Peyper, Tlou Makhura, Lubi Ndaba, Victor Netshiavha, Humbelani Muday, Vincent Vilakazi, Ramzie Abrahams, John

Hlungwani, Ricky Mafadza, Juluis Ledwaba, Lilian Kekana, Nthabiseng Dube, Tembeka Ngcebetsha. Frontrow(LtoR): Bongani Mkhize, Justinus Dikgale, Nomazizi Jamela, Lungi

Ngele. Notpictured:Jabulani Phelago, Camille Gould.

Picture taken at the Reeds: Silhouetted against the sky stands the majestic sculpture of ascending reeds. With almost 200 reeds, the tallest measuring 32 metres in height, this

spectacular sight ensures visibility of Freedom Park from all around the capital city. The reeds signify the rebirth of the South African nation, as well as a nation embracing the future.


The period under review saw the Heritage and Knowledge Department achieving against the strategic objectives of the organisation as well as growing in size to carry out its duties in an efficient and effective manner.

Sourcingcontributionsanddonationsfor//hapo

A key focus area during the reporting period was to create

a user-friendly knowledge base through an appropriate

archival system and related procedures such as storing

material according to international museological standards.

We actively engaged with the public as well as non-profit

and political organisations to encourage contributions and

donations of historical records.

We also secured the contractual services of an

Object Curator to identify and collect objects for the

permanent //hapo exhibition, which entails ‘mining’ the

collections of existing museums for the relevant heritage

resources. We have searched the storage collections

of major heritage collections and will enter into loan

agreements to secure objects, while the research unit

collected reference materials and researched the areas

of the exhibition’s interpretive plan.

Animatinganddigitisingthecollections

To ensure that Freedom Park animates the principle of

‘emancipating the African voice’. We used a classification

system based on IKS categories to classify collections and

identify key themes for the permanent exhibition in //hapo.

We also scoped collections and contracted Africa Media

Online to develop a digitisation strategy, which will be

finalised in the new financial year. Our efforts to source,

select, describe and file records, photos and newspaper

clippings are ongoing. In this way the collections of the

Pan-African Archives (PAA) are being built up.

As the archival facility at Freedom Park is still under

construction, temporary storage space has been acquired

through Ditsong Museums in Pretoria. We finalised the

Memorandum of Agreement and drafted an Integrated

Conservation Policy and Conservation Assessment Plan

which will be implemented in the forthcoming financial year.


Tellingthestoryofourhistory,cultureand

spirituality

The Heritage and Knowledge Department is also involved in

the installation and updating of the seven-epoch exhibition

in //hapo, which tells the story of the history, culture and

spirituality of South Africa and the continent. The exhibition

components and design have been completed and the

content for the epochs is being finalised. All documented

information for the //hapo story have been categorised and

is being stored in the Freedom Park knowledge centre.

Currently, the focus is on commissioning exhibition

production and installation services and a supplier for the

information panels.

Ongoingresearchprocessprovinginvaluable

Towards the end of 2009 many aspects in the Exhibition

Interpretive Plan were allocated to researchers to provide

Exhibition Designers and the Object Curatorial team with

information. This enormous research undertaking was

conducted within strict timeframes to fast-track contents

completion. To date all research outputs related to the

key elements of the Exhibition Interpretive Plan have been

completed and submitted.

Research to collect information for the Wall of Names

and the Gallery of Leaders, and verifying data accuracy, is

ongoing. Various dialogues have been conducted, including

one with seven of about 45 people from Mamelodi on the

Mamelodi Massacre of 21 November 1985.

The Research Unit also produced five positioning articles,

including one on ‘Inboekeling’, a system of slavery,

and another on events of genocide. An article on the

Mamelodi Massacre has been accepted for publication in

The Thinker.

Wayforward

We look forward in the year ahead and to the completion

of the //hapo exhibition. We will continue with our research

to ensure that this unique space takes its rightful place

among the best heritage destinations in the world.

Within //hapo, the history of our region is

brought to life as visitors are transported be-

yond a mere taking in of facts but are encour-

aged to live and experience the bygone ages.

Each story is revealed in layers, creating a sense

of wonderment and curiosity. Instead of simply

stating the facts, //hapo equips visitors with

clues and tools that allow each and everyone

to paint a picture of “what might it have been

like for me”.

Public Participation

Marketing success requires more than increasing our media visibility. One of our most important marketing resources is our relationships with people - our external stakeholders, legislators and decision makers, the business community, civil society and the media, and very importantly, our employees.

The Public Participation Department’s strategic objectives, aligned with those

of the organisation, are to inform, educate and provide a platform for an

interactive engagement with national, regional and global communities.

During the period under review, we focused on targeted relationship marketing

initiatives to increase awareness of and participation in Freedom Park as a heritage

destination of choice. More than 30,000 people visited Freedom Park during the past

financial year. This increase in visitor numbers supported revenue generation for the

Park. In addition to the large number of local visitors, Freedom Park also hosted visitors

from abroad, including those from the African continent and countries such as Germany,

the United States, Sweden, China, United Kingdom, Namibia, Japan and Norway.

Our team of professional communicators again ably discharged their duties and were

responsible for the planning and implementation of many successful initiatives, including

events such as workshops, seminars and exhibitions, significant media coverage through

media partnerships, specifically also with community media, hosting numerous high-

profile visitors and conducting general visitor tours and cost-effectively managing the

production of corporate collateral, including newsletters and brochures.

PublicParticipationDepartment

Lefttoright: Mashadi Phage, Ilse Posselt, Gift Mutarini, Bophelo Molekoa, Peggy Dube, Rogini Govender,

Idah Tshaane, Norena Ramjee, Clinton Sekhwela, Kgothatso Sebola .

Notpictured: Gosebo Mathope, Selbourne Sefume, Thetsh Tshivhase, Tinyiko Baloyi, Jacob Bogopane.

Picture taken at Uitspanplek, a peaceful place where families can spend the day together or where visitors

to the Park can relax after a tour.



The activities profiled below reflect a selection of platforms for increasing awareness during the 2009’10 financial year.

April2009

•Freedom Park awarded cultural institution status by then Minister of Arts and Culture, Dr Pallo Jordan, following the dissolution of the Freedom Park Trust on 31 March 2009, to take responsibility for the governance, construction and management responsibility of the Park.

• Inscribed nearly 1 000 more names on the Wall of Names to commemorate those who fought for freedom, increasing the number of names on the Wall to 71 832. Media coverage was extremely favourable and increased awareness nationwide.

May2009

•Celebrated Africa Day, by engaging, with the Department of Education, Grade 11 learners from 15 districts in Gauteng, in dialogue on the significance of being South African, and African.

June2009

•Launched,withpartners,theAfricanRenaissanceYouthMovementactionplantoeducate,encourageandinvolve the youth in reconciliation and nation building.

•ParticipatedintheGrahamstownArtsFestival,oneofthecountry’smostimportantartsevents.Anumber of partnerships were forged during this period, specifically with schools involved in the arts and theatrical shows.

July2009

•Hosted the Eastern Cape MEC at Freedom Park, which established a relationship between the Park and the Province and garnered significant interest in the Eastern Cape local media.

•Hosted Madiba, whose visit to Freedom Park was a momentous occasion for the staff and generated significant media coverage in all major mainstream electronic and print media.

•Freedom Park representatives invited by Tshwane Tourism to visit the Taung exhibition. •Launched the new website which attracted 7 622 visits in July 2009, with 45 666 page views, and

recorded ongoing daily visits of 245 with 1 473 pages viewed. The continuous increased number of visitors can be attributed to our focus on public engagement and growing awareness and interest by the the public in our activities.

August2009

•Celebrated Women’s Day by hosting a dialogue on “African Renaissance as a tool for sustainable development in Africa”.

•Celebrated Women’s Month by hosting a dialogue on “The Role of Women in Cultural and Religious Communities in the Performance of Rituals and Rites of Passage” under the auspices of the Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic Communities.


September2009

•Conducted a cleansing and healing ceremony for the Nguni, Thonga, Vhangona, Vhatavhatsindi, Balobedu, Batlokwa, Khoi and San communities to find closure from the pain of past traumatic tribal and ethnic events.

October2009

•Hosted Che Guevara’s daughter, who paid homage to fallen Cuban freedom fighters – Guevara is one of 30 leaders honoured in the Freedom Park Gallery of Leaders.

November2009

•Hosted,forthefirsttime,allSouthAfrica’straditionalleadersandInternationalheadsofstatetohonourDr Nelson Mandela for his contribution to reconciliation, in partnership with the Congress of Traditional Leaders of South Africa, National House of Traditional Leaders and National Khoisan Council.

•Hostedafunctiontointroduce//hapotothemediaandroleplayersinthetourismindustry.Theeventresulted in increased media interest in and coverage of //hapo, as well as undertakings from tour operators to include Freedom Park in their tour itineraries and from hotels in Pretoria to recommend the Park to tourists as a desirable destination.

December2009

•Hosted President Jacob Zuma to deliver his Day of Reconciliation speech at Freedom Park, which also paid tribute to Gauteng’s military struggle veterans. Freedom Park emerged as a vocal point in terms of publicity and stimulated significant interest among the public and the media to visit the Park.

January2010

•Experienced a significant increase in the total number of visitors to the Park, mainly from international destinations, including King Harald V and Queen Sonja of Norway.

February2010

•Implemented a community outreach school’s project to prepare the youth to act as ambassadors during the 2010 FIFA World Cup and respectively hosted the survivors and families of the Mamelodi Massacre and the families of the Langa Six to officially receive the names of the victims for inscription on the Wall of Names.

March2010

•Completed the construction of //hapo (dream), an interactive exhibition space that will tell the story of southern Africa dating back 3.6 million years ago.

•Hosted individuals from around the world to testify about the positive way in which their lives have been touched by DNA forensics.


Other high-profile visitors for this financial year included the

Ministers of Arts and Culture, Lulu Xingwana, and Home

Affairs, Dr Nkosazana Dlamini Zuma, the Swiss Ambassador

and family, the Heartfelt Christian Church and organic

knowledge expert Credo Mutwa. An article on Credo

Mutwa, an amazingly knowledgeable man with whom our

international consultants, Thinc Acuity, and the Freedom

Park Strategic Committee held a discussion, appeared in the

local Tshwane media.

Due to budget constraints only six advertisements were

placed in the media during the year under review. Free

advertising was, however, obtained in Horizons, the British

Airways in-flight magazine, Good Morning Mr President

and The Commuter.

Wayforward

In the forthcoming financial year, the Public Participation

Department’s core focus will be on positioning Freedom

Park in the hearts and minds of all South Africans. This

supports our mission of becoming a leading national and

international icon of humanity and freedom.

Some of the major Public Participation programmes will

have a two-pronged objective: to mitigating negative

perceptions and attract visitors to the Park. The year ahead

will also give impetus to our marketing activities, as the

completion of //hapo, the administrative block and Tiva

will enable us to present a completed product to local and

international target markets.

As we move into the new financial year, we will operate

as a restructured Department for the first time, better able

to respond effectively to stakeholder and organisation

communication needs.

“Freedom Park will be a place of hope in which

will be embedded in the rich history of our

country and all humanity. It will represent a

transformed landscape and historical memory

... free of bitterness, free of hatred, free of

stereotypes, free of racism and free of the

destructive fury of war.”

• PresidentThaboMbeki,2002


Epoch6:NationalismandStruggle

This epoch focuses on the contesting forces of white state formation and the struggle for

a democratic society as the backdrop to the birth of the new South Africa. The creation

and consolidation of white power was not a uniform or straightforward process. The pact

between Boer and Brit, between white capital and the racist white government, matured

slowly through spirited political debate, protracted negotiations and concessions which

paved the way for Apartheid and the South Africa that took shape in 1948.

Freedom Park stands as a memorial to what we

have achieved as a nation. More importantly, it

stands as a beacon to guide all South Africans on

the route of hope and patriotism to a proudly

united nation. Freedom Park urges us to

experience and appreciate our history, to walk

where our ancestors have walked and to learn

about our shared heritage as brothers and sisters

of our diverse nation.


Information and Communications Technology

Freedom Park’s Information and Communications Technology (ICT) Department exists to support the Institution in the efficient and cost effective achievements of its strategic objectives. Its mission is to provide Information Management (IM), Information Systems (IS) and Information Technology (IT) services in a proactive response to business needs, by ensuring that the essential technology infrastructure is adequate and stable, and that appropriate systems and processes are developed to harvest and disseminate the knowledge base of the organisation securely, both locally and globally.

During the year under review, the following key systems and solutions were

implemented:

• Ticketingsystem: A simple ticketing system (Galaxy) with basic Point of

Sale (POS) facility was implemented to facilitate admission charges. Upgrades

to the system were initiated and the modifications will be completed in the

forthcoming financial year.

• DatainfrastructureforthePark: Most of the data infrastructure at //hapo,

including the electrical and electronics works, cabling, server room and related

items were installed and is ready for use. This does, however, exclude the audio-

visual functionality. An advanced wireless communications system has been

deployed to facilitate data and telephony access on the Salvokop hill, where it is

impossible to use wired infrastructure.

• Namesdatabase: All the names database touch screens for the Wall of Names

are functional and the interactive application is running as expected. The mobile

telephony interface has also been developed to allow users to interrogate the

InformationandCommunicationsTechnologyDepartment

Lefttoright: Siyabonga Mfufu, Thembeka Mthombeni, Moses Pheelwane.

Notpictured: Phemelo Bahalo.

Picture taken at the Lekgotla: In some African traditions, important matters are discussed in the

presence of ancestors, and the Lekgotla at Isivivane allows for such discussions to take place. It consists

of a semi-circular seating area constructed around a Umlahlankosi tree.


system using cellphone technology. Data cleanup is

ongoing and quality assurance processes are in place.

• Newbusinesssystem: The implementation of the

Softline Financial, Payroll and Human Resource system

replaced the SAP ERP system, which was decommissioned.

• Businesscontinuity: The ICT Business Continuity

strategy and plan was developed and the

implementation processes have commenced.

Wayforward

In the year ahead, the focus will be on maturing the ICT

service provision and enabling the new phases of the Park with

modern technologies to support business processes. The focus

will be on the implementation of infrastructure for the digital

repositories by ensuring that there is adequate systems in place

to support the storage, manipulation, usage and sharing of

the digital archives, collections and content in general. The

technology infrastructure will be deployed to support the

exhibitions and to manifest the ‘living archive’ concept of

the PAA. A unique multimedia content management system

and audio-visual production facilities for the management,

distribution and preservation of digital collections will be

implemented.

The ticketing system will be upgraded to include advanced

features and functionalities, such as group and online

bookings as well as venue hiring. Its Point of Sale (POS)

devices will be extended to all the Park’s retail facilities.

As part of the operations of //hapo, value-added services

will be implemented to enhance the impact of the visitor

experience. The //hapo installation of the wireless hotspot

for internet access in the restaurant and coffee shop area,

will commence as soon as the building is ready to receive

visitors. The digital virtual guide technology will be installed

to assist visitors in self-navigating the Park.

In addition to the relocation of the entire ICT infrastructure

from the current offices to the new administration block

(Phase II B), the Institution’s support technologies will be

upgraded to the latest systems and applications. An offsite

recovery facility has been acquired and backup processes will

be implemented to ensure business continuity.


Park Operations

ParkOperationsDepartment

Clockwisefromback:Malie van Aarde, Millicent Sibanyoni, Mandisa Dwakasa, Patrick Ndou, Chidi Magoai, Samuel Kubeka, Dikeledi Moya, Mpho Motlhapamafsi, Simon Ramohlale, Maliviwe Tengile,

Tshepo Khoza, Raymond le Grange, Sunnyboy Maphanga, Lwazi Njolwana, Cecilia Mangwane, Pretty Mokgohlwa, Anty Mangwane, Collin Ferreira, Aggrey Tleane, Peter Masilela.

Notpictured:Richard Hafani, Philemon Mhlanga, Bishop Chabalala, Sello Matjila, Cedric Phalandwa, David van der Westhuizen, Mzukhulile Mfiki, Mukhethwa Mulaudzi, Thabiso Rafoma,

Alice Ngoepe, Joyce Thamaga.

Picture taken at the Lesaka: To construct Isivivane, the nine provinces of South Africa were asked to provide a boulder from a place within the province with historical significance. These boulders

along with a boulder representing national government and one representing the international community, were used to construct the Lesaka – the resting place for the spirits of those who died in

the various struggles for humanity and freedom. To emphasise cleansing and purity, the centre of the Lesaka is shrouded in mist.


The Department’s focus on security management, maintenance and facilities and its other activities are aimed at ensuring the full functionality of all the elements of Freedom Park, at all times.

Securitymanagement

During the period under review, no major incidents were reported in the work

environment or within the Park grounds. Security for various high-level delegations to the

Park was successfully concluded and the affected areas effectively secured. We complied

with and maintained the security standards set by the South African Police Services and

National Intelligence Agency for facilities such as Freedom Park.

One of the major highlights of our security operations during the reporting period

was the opening of the Moshate Security Control Room. This facility, which is the

nerve centre of security operations in the Park, is equipped with modern electronic

security systems. Our security operators and personnel are well-trained to operate

and follow the procedures of the control room.

Following a successful tender process, we appointed Changing Tides Security on

1 December 2009 for a period of three years as the new security service provider

for the Park. The new security officials received security awareness and orientation

training at the onset of their duties at Freedom Park.

//Hapo will be much more than a traditional museum. It will be a place

where the historical, cultural and spiritual resources of South Africa

will come alive – a place where people will be able to reach a new

understanding of a complex past, explore the diversity that is South Africa’s

greatest wealth, and create shared dreams of the future. The overriding

objective for //hapo is to be a ‘living’ interpretive centre – one with which

each and every South African will identify personally.


We also opened a sick bay facility as part of our compliance

with the Occupational Health and Safety legislation and

regulations.

Maintenanceandfacilitiesmanagement

During the period under review, our maintenance and

facilities management activities ensured the continued

functionality of the Park. We appointed maintenance

service providers to service and maintain the Eternal

Flame, pump station with the water feature pumps, air

conditioning, landscaping and the general electrical

infrastructure.

Small facilities management projects were also completed,

such as the relocation of the main office from Menlyn to

Salovokop, renovation of the Nzasm court (Old Transnet

offices) at Salovokop for use as temporary accommodation

for the main office during construction of the new

administration offices, as well as the construction of new

ablution facilities at the Sanctuary.

Wayforward

In the year ahead, our focus will be on ensuring the full

functionality of all elements within the Park. Since the

construction of //hapo and the administration building

will be completed, we are planning the move to the new

administration building, consolidating work plans for staff

and ensuring that support staff stay motivated so that

effective and efficient maintenance systems are in place to

minimise down time and turnaround time on breakdowns.


Epoch7:NationBuildingandContinentBuilding

In this epoch the visitor will engage with the story of the reclamation of the myriad of

different freedoms entrenched in the Constitution of South Africa. It is a story that begins

during the last decade of the 20th century and explores the transition from the tyranny of

Apartheid rule to a constitutional democracy

OfficeoftheDeputyCEO

Lefttoright:Magda Strydom, Elsabe van Zyl

Notpictured:Peggie Kekeletso Photolo

Picture taken at the Sanctuary, a serene environment conducive to the outpouring of emotion.

Visitors are invited to conduct a ceremony or light a candle in remembrance of the victims in our

struggles for freedom or simply to celebrate the life of a loved one.


Project Construction

This ambitious project, which has South African Cabinet approval, is being established on a 52-hectare site on the outskirts of the national capital, Pretoria.

The development of Freedom Park has seen the creation of a dedicated precinct

celebrating South Africa’s outstanding heritage – a centre of knowledge aimed at

creating a deeper understanding of South Africa and its people.

This project, which aims to be inclusive of all of South Africa’s people, will place

the country’s entire history in a context of which the integrity will be respected

nationally and internationally. Freedom Park will become a place of inspiration

for South Africans and all peace- and justice-loving peoples of the world.

The phasing of Freedom Park has been directly influenced by many external

factors. In general the phasing of the project has been aligned with significant

national and political events. The celebration of the ten years of democracy

on 27 April 2004 was one example where it was critical in the planning of

Freedom Park to present part of the Park to the Government and the Nation

on a day of such national and international significance. Another major

influence on the phasing was the availability of funding.

The phases, elements and timeframe of constructing the project are reflected

below:


PhasesandElements Timeframe

Phase I• Service Infrastructure• Main access road• Ring road• Parking area• Information kiosk• Ablution facilities• Mveledzo• Isivivane

2002 - 2004

Intermediate Phase• Sikhumbuto • Moshate • Wall of Names• Gallery of Leaders• Amphi theater • Uitspanplek

2005 - 2007

Phase II A• //hapo • Vhuawelo• Sentlhaga

2008 - 2010

Phase II B• Administrative offices• Pan-African Archive• Pan-African Archive support space• Parking• Tiva• IKS Nursery• Voortrekker Monument access road

2009 - 2011

Documents

Review of Operations - Freedom Park...Finance Management Amendment Act, 29 of 1999, the Treasury Regulations contained therein and the King 111 Code, Freedom Park is committed to the