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The meanings of Robben Island

Fri, Nov 13, 2009

Featured, Heritage, history

Seelan Naidoo

Representations of the Robben Island Museum in the public domain have over the past five months been characterised by confusing commentary, accumulating unanswered questions, significant omissions and even serious misrepresentation.  This opinion piece is in the interest of a beleaguered institution that continues to incur reputational damage that it emphatically does not deserve.  It is also in the interest of preserving my reputation and the reputations of the many people who made positive and lasting contributions to the museum during my tenure from July 2008 to May 2009.

A media statement last week, by the Democratic Alliance (Cape Times, 2 November 2009, Craig McKune) is reported as expressing “grave concern” about the “worsening state” of Robben Island.  The DA fears that the site risks losing its world heritage site status as a result of “continuing poor management” of the Robben Island Museum.  This alarming view is presented as obvious – part of a continuous downward trend that is in no need of substantiation.  No evidence is provided, no documentation referred to and no ‘powerful microscope’ is brought to bear on the matter.  The museum’s latest annual report, which reflects a significant turnaround of organisational performance, is ignored entirely.  Also ignored is the January 2009 report to the World Heritage Council which sets out extensive conservation and tourism improvements that secure Robben Island’s World Heritage Site status.

The 2008/9 annual report does not claim that the museum achieved a perfect state especially in regard to its audit outcomes which require further remedial work.  Apart from this, the report reflects an organisational turnaround and performance outcomes that are significant by any standard.  Particularly if one considers that these were achieved in a short timeframe under challenging organisational and economic conditions.

  • Financial performance improved by R27,6m resulting in a surplus of R11m for the year.  This follows an operating deficit (before bailout funding) of R16,6m for 2007/8 and a deficit of R27,5m for 2006/7.
  • The museum’s own revenue increased by 17% and total revenue increased by 38%.
  • Gross ticket sales increased by 20%.  Net ticket sales (after payments of external ferry commissions) increased by 67%.
  • Visitor numbers increased by 26% over the period following the November 2008 maintenance shut-down.
  • Operating expenses (excluding staff costs) reduced by 7% and overall expenses reduced by 1%.
  • The audit outcome was improved from a disclaimer to a qualified report.

Similarly, a major drive was undertaken to address the pressing conservation deficits that had developed over the preceding years.  A range of projects were accelerated and completed in the ten months between August 2008 and May 2009:

  • Major restoration of the Maximum Security Complex, the Sobukwe Complex and the Administration Buildings on the Island.
  • Refurbishment of the Nelson Mandela Gateway Building, the M-Berth Loading Dock and the Murray’s Harbour Buildings.
  • Refurbishment of the historic vessels Diaz, Susan Kruger and the Blouberg.
  • The restructuring of the Mayibuye Archives including staffing, improved archival practice and the installation of climate controls and fire protection.
  • A ‘capture-and-euthanase’ culling project to bring the rabbit overpopulation under control.
  • Improved general conservation of the natural environment including projects directed at avifauna, vegetation, poaching management, waste management and coastal cleanups.
  • Several exhibitions were developed and installed: a Peter Magubane photo-exhibition; the Autshumato 350 exhibition; a Commemoration of Mike Terry; and, the Robert Sobukwe exhibition and launch of the Sobukwe Complex.
  • Several education campaigns were undertaken: the African Programme in Museum and Heritage Studies in conjunction with the University of the Western Cape; the 2009 Election Education Campaign; and, special programmes that reached thousands of school children.

On the tourism front the following key improvements were implemented.

  • Resolution of all outstanding issues on Sikhululekile, the primary passenger vessel.
  • Acquisition of eight new buses for improved public transport on the Island.
  • Redesign of the museum’s website.
  • Installation of a new, web-based ticketing system that resolved longstanding administrative and services issues.

The restructuring process was supported by DAC, the Council, the Audit Committee, the majority of employees and many other stakeholders who were kept informed of developments and consulted on many occasions.  There can be no doubt that through a collective effort the museum had been placed on a much firmer foundation financially, operationally and museologically than has been the case for several years.

In light of all this positive, credible information it is difficult to make sense of the shroud of secrecy that has been drawn over the 2008/9 annual report and the World Heritage Council report.  What makes this difficult is that the shroud is being drawn, so to speak, by the museum itself!  No media statement was issued after the annual report was tabled in Parliament in early September 2009; to my knowledge, the report has only been provided to a few persistent journalists.  Neither do these important reports feature on the home page of the museum’s website.  Why is the Robben Island Museum light being hidden under a bushel?

The ‘new management’, Jatti Bredekamp, has instead focused media relations and management effort on “stabilising the situation”, on “clarifying reporting structures… and improving staff relations” and more recently on the “rabbit crisis”.  When the Island’s ferry experienced technical problems in September, it was pointed out that “the new management cannot be held responsible” as it had only been in place for a few months.  And it was pointed out in October that the museum was “operating since April [2009] without an approved budget or a strategic management plan”.

When he became Interim CEO of the museum in July, Bredekamp clearly accepted a difficult task in the wake of my resignation and the resignation of the museum’s entire Council.  At that stage I empathised with him and understood why he felt the need to call on divine assistance.  However, the management approach that is now being adopted is, in my view, highly questionable because it proliferates and exacerbates negative perceptions of the museum while playing down what is positive.  A primary task of responsible management is to protect the reputation of the institution even as it works to resolve internal challenges.

Firstly, media statements by the museum that there are currently “25 000 to 30 000 rabbits on the Island” are questionable.  On the basis of rigorous transect studies by UCT’s Animal Demography Unit these estimates appear to be overstated.  The UCT study estimated the number of rabbits to be about 5 000 in March 2009, by which time over 3 000 animals had been culled.  According to the unit’s director a more recent UCT study estimates the number at about 6 000 animals.  This is still a high number and there is no doubt that most of the rabbits have to be removed in order to restore ecological balance on the Island.  However, the UCT estimates suggest that there is not the ‘crisis’ that is being reported and that the earlier capture-and-euthanase project had contributed to reducing the rabbit population.  It is worrying, given the high reputational risk involved, that the current culling process was planned and initiated without consulting the UCT Animal Demography Unit or its estimates.

Secondly, the claim that the museum did not have an approved budget and strategic management plan is simply untrue.  A three-year strategic plan which included operational and CAPEX budgets was developed and approved by the museum’s Council in March 2009.  It was also presented to the DAC in March and formally submitted to the DAC Institutional Governance Unit on 26 March. Implementation of the 2009/10 strategy commenced immediately thereafter with formal S189 consultation sessions with the union about the implementation of the new organisation structure, and contemplated retrenchments, as set out in the plan.  I am aware that Bredekamp was given a copy of the strategic plan when he was appointed.

Sadly, the Robben Island Museum suffers reputational damage both locally and abroad as a result of undeserved negative public representations.  A BBC report (currently on the BBC website) quotes Helen Bamford who, in turn, relies on the questionable estimates that there are “25 000 to 30 000 rabbits” to support her view that the island is “in crisis”.  But, it is the ‘new management’s’ own statements – and silences – that lend credibility to both the DA’s and Bamford’s damaging assertions.  If the ‘new management’ and DAC do not defend the Robben Island Museum, even when solid defences are available, who will?  Who is batting for the Robben Island Museum?

Perhaps Robben Island is regarded by some as providing personal and political opportunities.  The pursuit of opportunity is not problematic in itself, but it has tragic consequences when pursued in a manner that, perversely, requires that the museum and the site be represented – and often misrepresented – as continuously crisis-ridden.  In such a misalignment of interests the meanings of Robben Island and the museum are twisted and perverted irrespective of the facts or any evidence to the contrary.

As a memorial to the 350-year South African Liberation Struggle, Robben Island is our foremost cultural heritage site.  The Robben Island Museum, the Department of Arts and Culture, the Western Cape Provincial government and the City of Cape Town are all in various ways entrusted with custodianship of this iconic site of memory.  In this view, it is crucial that Robben Island be located above the political fray and beyond personal ambitions.  This does not mean, however, that the museum and its practices are above fair critique.

I appeal to the Democratic Alliance to honestly reassess its approach to Robben Island; to refrain from using the museum as a political punch-bag; to look beyond its mere tourism value; and, then to constructively pursue its suggestion that the province and city should get more involved in ensuring that the museum is properly managed.  I appeal to the DAC to realise the importance of the meanings and representations of Robben Island and its effect on South African self-perceptions; that ‘arms length’ does not mean ‘look the other way and hope for the best’; and, that it should appoint a new Council and CEO as a matter of urgency.  Finally, I appeal to the museum’s interim new management to realign its personal interests with the more important reputational interests of Robben Island and the museum; perhaps it will be found that these interests are not necessarily mutually exclusive.

Long live the values of Robben Island!

Seelan Naidoo is the former Interim CEO of the Robben Island Museum.

He writes in his personal capacity.

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