Transcript moral regeneration movement - Parliamentary Monitoring Group

MORAL REGENERATION MOVEMENT
PRESENTATION TO THE ARTS
AND CULTURE PARLIAMENTARY
PORTFOLIO COMMITTEE :
BY THE MRM BOARD OF DIRECTORS
TUESDAY 24 MARCH 2015
“HARNESSING THE MORAL WEALTH OF THE NATION”
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
OUTLINE
OF
THE
PRESENTATION
WHAT IS MRM?
1)
2)
3)
4)
5)
6)
7)
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 EXISTENTIAL PILLARS
 MRM’S UNDERSTANDING OF MORALS
 MRM’S UNIQUENESS
 AIMS AND OBJECTIVES
 RECALLING THE ISSUES
 STRATEGIC SOCIAL PARTNERS
 MODUS OPERANDI
 MRM’S SUCCESSES
 RECAPTURING THE SOUL OF MRM
 MRM CHARTER OF POSITIVE VALUES
GOVERNANCE
PROGRAMMES AND PROJECTS
FUNDING STRUCTURE
CHALLENGES
ADDRESSING CHALLENGES
PORTFOLIO COMMITTEE’S SUPPORT FOR THE MRM PROGRAMME
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
EXISTENTIAL PILLARS OF THE MRM
To understand any organisation you need to examine its:
VISION
 A just, tolerant and moral society for the common good
MISSION
 To initiate, facilitate and coordinate societal networks and programmes to regenerate and preserve
our nation’s moral fibre
VALUES
 Responsibility and Accountability
 Honesty and Integrity
 Equity and Equality
 Respect and Tolerance
 Environmental Awareness
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM’s UNDERSTANDING OF MORALS
 MRM espouses values that act as a spiritual glue in society, irrespective
of our mores, traditions, ideologies or political party affiliation.
Professor David Kelly’s definition captures this so aptly:
“Morals are beliefs people have about right and wrong; good and bad; their aspirations for their lives;
the virtues they practice and vices they denounce; the responsibilities and obligations they accept; the
things they feel entitled to; the standards that govern their sense of fair play; the ideals that shape
their sense of what is worthy”
 In 1997 Nelson Mandela warned us against unethical behaviour which
negated the fundamental objective of the national democratic revolution.
He singled out:
“Corruption, criminality, tax evasion, venality, theft, disrespect for human life, fraud, rape, the abuse
of women and children, unbridled self-gratification, drunkenness, extortion and family breakdown,
much of it touched by violence, the outward forms of a diseased social climate which affects all of us”
“Today we would add the cancer of rampant materialism”
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM’S UNIQUENESS
 INCLUSIVITY
 CROSS-CUTTING
 CIVIL SOCIETY DRIVEN AND SUPPORTED BY GOVERNMENT
AND OTHER SIGNIFICANT SECTORS
 THE DEPUTY PRESIDENT OF THE REPUBLIC IS THE PATRON OF
THE MOVEMENT
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
WHAT IS MRM
AIMS AND OBJECTIVES
 A networking forum to facilitate and coordinate initiatives aimed at
moral/ethical renewal and transformation. Working with and through
local structures in communities, the MRM seeks to promote local action
and commitment from within the various communities and institutions.
 As a civil society movement, the Moral Regeneration Programme gives
an opportunity to all to redouble our efforts to pay special attention to
challenges of development, social inequalities, poverty, unemployment,
culture, education, classism, gender violence, sexism, patriarchy etc.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
WHAT IS MRM
AIMS AND OBJECTIVES
OBJECTIVES
 To diagnose the past and present state of the moral crisis in South Africa
 To reflect on strategies and measures to reconstruct the social values of the new democratic
South Africa
 To facilitate the evolution of a dynamic mass movement to help and support the civil
society-government initiative in planning an effective programme of action for the renewal
of our society
 To design a vigorous programme of action for a sustainable moral regeneration campaign
 To promote national advocacy for the creation of an ethical, caring and corruption-free
society
 To strengthen the foundations of our hard-won freedom and democracy by building a strong
moral society based on a common code of ethics and behaviour. Good governance is built on
sound ethical values.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
WHAT IS MRM
AIMS AND OBJECTIVES
INTENDED OUTCOMES
 To produce a national programme of action that will be assigned top priority in the
country’s national and provincial agenda in the medium term
 To adopt a strategy that will influence the media to play a fundamentally important role in
sharing the message of the Moral Regeneration Movement with the population at large
 To create a partnership-oriented programme involving the coordinated and broad-based
participation of civil society and the private and public sectors
 To design comprehensive strategies based on the multi-dimensional nature of the issues that
are fundamental to the lasting solution of eradicating the social and economic ills in our
society
 To promote a good governance ethos in all sectors of society
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
RECALLING THE ISSUES
[highlighted at its launch in 2002]
 Building and Strengthening the Family
 Developing and Nurturing Ethical Leadership [in all spheres of society]
 Combating Crime and Corruption [deal with root causes]
 Values in Education [foreground to moral formation]
 Riches and Poverty [reduce the inequality gap]
 Positive Images in the Media
 Gender Transformation
 Focusing on the Youth [support their energy and creative spirit]
 Religion [encourage tolerance]
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
WHY RESTRUCTURING
 It’s universal practice to constantly review performance of organisations to ensure
relevance; how best to fulfil its mandate gives you opportunity both to correct mistakes
and refocus and give additional impetus to performance especially in a transitional stage
that South Africa is going through.
 MRM’s Experience to date:
1) POSITIVE:
− MRM broadly welcomed and accepted by all – some critical of it for the wrong reasons – BUT NOT
MRM per se. The Impact Study done by DAC, gives evidence to that.
− Some Members of Parliament have supported and continue to support MRM officially and privately.
2) NEGATIVE:
− MRM seen to be too close to government – all provincial coordinators are employed by province or
municipalities. Through control of its resources, coordinators tend to blur the lines of accountability
between their government programmes and MRM initiatives.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
WHY RESTRUCTURING
 MRM’s Experience to date:
2) NEGATIVE:
− Attitude of political heads influence success or failure of the MRM in their area of jurisdiction – that
reinforces the perception that MRM is a government programme. People critical of government or its
public representatives lump MRM with their behaviour.
− The biggest challenge is to root/entrench MRM in the places where ordinary people live, work, worship,
meet in their wards, do business, entertain themselves, learn [school & higher education], and of course
in organised political environments [political parties, parliament, judiciary and executive]. MRM
cannot be run from plush offices in the cities. If it is to be owned and internalised by the people it must
be grounded!
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
RETURNING MRM TO THE PEOPLE
 How does MRM plan to return to the people? Through elective
provincial conferences to:
a)
b)
c)
d)
e)
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Elect leadership committees whose main function is to come up with annual or periodic programmes of
action.
To facilitate the devolution of MRM to the door-steps of the residents or places where they congregate
regularly.
Supervise the working of the local/ground structures as well as in the broader provinces or
municipalities.
Encourage local structures to engage their public representatives especially in matters of public
participation.
Urge MRM structures to work with other structures in their neighbourhood and participate in
provincial and national campaigns.
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
RESOURCES NEEDED FOR RESTRUCTURING
 What resources are needed for the MRM Restructuring
Programme?:
a)
b)
c)
d)
e)
Modest/enough office space: to accommodate meetings, ICT infrastructure and basic office equipment.
Provincial and Regional coordinators
Transport facilities
Workshops, seminars and programmes
Preparations for elective conferences in the nine provinces, actual elections [venue, catering, travel,
documentation, branding, security etc.]
 REMARKS:
 The first three or four years of the Restructuring will require support. However, it is anticipated that external support
will progressively diminish. Established local structures [a là street/areas] can be run very cost effectively, partly
because people won’t need money to attend a neighbourhood meeting.They can congregate in a neighbour’s house, or
municipal facility or school classroom or church.
 Provincial Elective Committees will be encouraged to mobilise their own resources for their ordinary routine activities.
 The Restructuring Programme will be subject to regular review.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
STRATEGIC SOCIAL PARTNERS
 FAMILIES
 GOVERNMENT:

[Arts and Culture and other relevant departments]
Correctional Services, Education, SAPS, SANDF]


 CHAPTER 9 INSTITUTIONS

 PEER ORGANISATIONS

 CIVIL SOCIETY

 MEDIA

 POLITICAL ORGANISATIONS
TRADITIONAL LEADERS
NATIONAL HERITAGE COUNCIL
CRL COMMISSION
SABC
ORGANISED LABOUR
NGOS
SALGA
HESA
 SOCIALISING INSTITUTIONS
 BUSINESS
 FILM AND PUBLICATION BOARD
 NATIONAL
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HOUSE
OF
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MODUS OPERANDI
a) Routine:
− Regular programmes and interaction with stakeholders
[workshops, social dialogues, national conference, pilot programmes
{e.g. youth programme}]
b) Outstanding Achievements:
− 2004: MRM Panel of Experts, played a key role in the
research and production of the Charter of Positive Values
document. They included:
1)
2)
3)
4)
5)
6)
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Professor. CharlesVilla-Vicencio
Professor. Martin Prozesky
Honourable Minister Naledi Pandor
Professor. Paulus Zulu
Professor. Smangele Magwaza
Professor. David Mosoma
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MODUS OPERANDI
7)
8)
9)
10)
11)
− 2008:
− 2009:
− 2011:
− 2013:
− 2014:
Mr. Jody Kollapen
Mr. Kenny Fihla
Ms. Chana Pilane-Majake
Mr. Mandla Mthembu
Father Smangaliso Mkhatshwa
Adoption of the Charter of Positive Values at the
Waterkloof Airforce Base, Pretoria over 3000
delegates attended from all walks of life
Launch of the MRM July Month
MRM Impact Study [Report is awaited]
MRM/Social Cohesion Summit: North West
Province
MRM 2014 General Election Ethics Charter[ground breaking document]
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
SUCCESSES
 Development of the Charter of Positive Values
 Presentation of the Charter of Positive Values to Hon. NR. Mandela: 25 July








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2008
Adoption of the Charter of Positive Values: 29 July 2008
Mainstreaming of MRM in the Department of Correctional Services: White
Paper on Corrections 2005 as amended. Chapter 3
Mainstreaming of MRM in the Department of Social Development:
Framework of Positive Values
Strong Stakeholder Relations: [Social Partners & some Provinces]
Official launch of the MRM Month [July] 2009
Launch of the MRM Youth Programme 2011
Unqualified Audits
Adoption of the Charter of Positive Values by the Social Cohesion Summit 2012
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
RECAPTURING THE SOUL OF MRM
 Twelve years after it was founded, it has become imperative for the
MRM to expand its parameters of operation by being:
“at the centre of collective activism for moral regeneration initiatives aimed at
building an ethical and morally conscious community”.
 This implies that MRM must:
 Lead and initiate discourse on issues of morality. Today everyone is concerned about the
deterioration of the moral fibre of our nation. This has become more urgent than ever
before.
 Research and gather information on public ethical issues.
 Engage the parliamentary processes where laws, good or bad are made.
 Raise its voice when issues become ethically detrimental especially to the young people and
the less educated.
 Lend its support when the smooth running of the body politic is under threat e.g. the chaos
in parliament.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM CHARTER OF POSITIVE VALUES
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM CHARTER OF POSITIVE VALUES
 The Charter of Positive Values constitutes a framework of ethical
and moral reference for all South Africans. The specific objectives
of the Charter include:
 Generating a moral vision for South Africa by defining what
constitutes morality and rightful conduct thus laying the foundation
for commitment;
 Conscientising the South African society to take collective
responsibility for developing a framework for a South African Code of
Conduct; and
 Restoring and anchoring values in the constitution, including respect
for human rights and accepting accountability for one’s being and
actions.
 The Charter was adopted on 29 July 2008 at Waterkloof Airforce
Base with resounding national success.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM CHARTER OF POSITIVE VALUES
FOUNDING PHILOSOPHY AND PREAMBLE
 We have crossed the historic bridge from inequality and conflict to
a society grounded in common citizenship and in pursuit of
equality. We reflect on the diverse journeys and cultures that have
brought us to liberation and democracy, and commit ourselves to
those ideals and ethical values that unite us in our diversity.
 Within this common commitment, born in struggle, dedicated to
the healing of past wounds, affirming the dignity of all, and in
pursuit of the social and material security of our people, we
pledge ourselves to defend and uphold the values contained
herein. We do so recognising that our future is dependent on the
protection of the environment and the welfare of all who live
within our borders, inhabit the African continent and constitute
the broader family of nations.
 Committed to the spirit of Ubuntu, which underlies our
democracy and embedded in our constitution, we dedicate
ourselves as a nation to:
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM CHARTER OF POSITIVE VALUES
VA L U E S E S P O U S E D
Remembering the hostilities and prejudices that characterise our past, we recognise
the fragility of social relations in our new democracy. This requires the
affirmation of such minimal positive values to which all peaceful South
Africans can aspire as a basis for reaching out to one another in the spirit that
gave our nation birth – knowing that South Africa belongs to all who dwell
within it.
1) Respect Human Dignity and Equality
2) Promote Responsible Freedom, the Rule of Law and
Democracy
3) Improve Material Well-being and Economic Justice
4) Enhance Sound Family and Community Values
5) Uphold Honesty, Integrity and Loyalty
6) Ensure Harmony in Culture, Belief and Conscience
7) Show Respect and Concern for all People
8) Strive For Justice, Fairness and Peaceful Co-Existence
9) Protect the Environment
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
GOVERNANCE
MRM BOARD OF DIRECTORS:







Father. Smangaliso Mkhatshwa:
Ms. Ntombazana Botha
Mrs. Chana Pilane-Majake
Mrs. Bessie Lilian Tugwana
Dr. Lesley-Ann Foster
Mr. Selaelo Josias Nkube
Mr. Sandile Seth Mazibuko
Chairperson
AUDITORS:
 Kwinana and Associates
CHIEF EXECUTIVE OFFICER:
 Vacant
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
GOVERNANCE
CURRENT STAFF COMPLEMENT:






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Chief Operations Officer
PA / Administrator
Bookkeeper / Receptionist
Communications Officer
Projects Coordinator
x3 Regional Coordinators
− [Region 1: Gauteng, Free State & Northern Cape]
− [Region 2: Limpopo, Mpumalanga & NorthWest]
− [Region 3: KwaZulu Natal & Eastern Cape]
− [Region 4: Western Cape]
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
GOVERNANCE
PROVINCIAL EXECUTIVE COMMITTEES
 LOCATION IN THE PROVINCES [no hard and fast rules]
− Premier’s office
− Executive / Mayor’s office
− Speaker’s office
− MEC’s office
 For the MRM national office to function optimally; there is a need
for increased funding as this would assist with a full staff
complement as per the organogram of the Movement.
[Below is an organogram which was approved by the Board of Directors in
principle, but is subject to review].
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
CONFERENCE
BOARD OF DIRECTORS
APPROVED MRM
ORGANOGRAM
CHIEF EXECUTIVE OFFICER
PERSONAL
ASSISTANT
SPECIAL PROJECTS
STAKEHOLDER
MANAGEMENT
MANAGER
COMMUNICATIONS &
MARKETING
2x PROJECT
COORDINATORS
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COMMUNICATIONS
OFFICER
INFORMATION
RESEARCHER
OFFICE
ADMINISTRATOR
FINANCIAL
MANAGER
BOOKKEEPER
PROVINCIAL
COMMITTEES
RECEPTIONIST
PROGRAMMES AND PROJECTS
Note: some of the programmes have been suspended due insufficient financial and human resources
PROJECT
[Focus
Area]
MRM
COMMUNI
CATION
PROGRAM
ME
MRM
PROJECT
20:20
(see concept
document
and specific
sector
proposal)
27
RATIONALE
RESPONSIB TARGET
LE
GROUP
MRM Billboards,
MRM
Radio Adverts and Communication
MRM Short Film to Subcommittee
communicate the
different values of
the Charter
TIME
Budget
/Cost
and
PARTNER Resourc
[S]
es
Families;
2013- National
Schools;
2014
Lotteries
Institutions of
[ongoing Board
Higher Learning;
SABC
]
Business
Basic programme of MRM Head
Different sectors 2014SAB
MRM to let
Office through including youth, 2015
Masimanyane
different sectors of MRM Regional men, women,
Women’s
SA society reflect
Co-ordinators
children
Support
and refocus on the and structures
business, media,
Centre
moral health of the
traditional
NHTL
nation 20 years into
University of
leaders, etc.
democracy and
Johannesburg
come up with
SAPS
intervention
Various FET
strategies for the
Colleges and
next 20 yearstowith
other
MRM Presentation
Arts & Culture Portfolio Committee 24/03/2015
4x priorities for the
partners
R3 350k
Funding of
dialogues,
legkotlas,
seminars
etc.
OUTCOME [S]
 45% of society and
particularly youth to
recognise and identify
with the
principles/values in
the Charter of
Positive Values
 Identify 4 priority
areas for intervention
that each sector will
conduct to enhance
positive values in
society
 Present the outcomes
to the Deputy
President and later
present to all party
leaders and different
sectors of the country
by April 2015 when
we celebrate Freedom
PROGRAMMES AND PROJECTS
PROJECT
[Focus
Area]
MRM – DAC
Social
Cohesion
Programme
(see full
Proposal)
To implement Resolution 1,
8, 9, and 10 of the Social
Cohesion Summit of 2012
TIME
Budget
PARTNER /Cost and
[S]
Resources OUTCOME [S]
MRM
Different
2014-2016 DAC,
sectors
Provinces,
including
Municipalities
youth, men,
MRM social
women,
partners
children
business,
media,
traditional
leaders, etc.
MRM Local
[still in SALGA
Special government negotiation] Various
Project and their
Municipalities
s
communities
• To make Councillors
champions of the Charter
of Positive Values
• Build citizenry instead of
“client attitude” of
communities”
• To improve and enhance
moral structures and
systems of local
government
Conflict Resolution
MRM•Presentation
to Arts & Culture Portfolio Committee 24/03/2015
mechanisms
MRM
Partnership
with SALGA
on certain
Projects and
Campaigns
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RATIONALE
RESP
ONSI TARGET
BLE GROUP
R18 630k
 Working together with the
Department of Arts and
Culture in particular to
popularize the Charter of
Positive Values in order to
achieve social cohesion.
Human and
financial
resources
[still in negotiations]
 Improved and effective local
leadership
 Effective conflict resolution
mechanism
 Reduction of violent service
delivery protests
 Developed and distribution of
Charter of Election Ethics for
the forthcoming local
government election six
months before the elections
PROGRAMMES AND PROJECTS
PROJECT
[Focus Area] RATIONALE
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RESPONSI TARGET
BLE
GROUP
RIA
• This is a Community,
MRM Special Local
FHATANA
local Business/Industry
Projects
government
PROJECT
and Municipality Support
and their
“Let’s develop each
Programme to reduce
communities
other”
violent conflict related to
including local
service delivery
business and
• Conflict Resolution
industry
mechanisms and develop
each other
MRM
• To enhance MRM
MRM Special Institutions of
Establishment
research and
Projects
Higher
of partnership
philosophical competency
Learning
with
of MRM and
institutions of
programmes
Higher
• To use the institutions as
means of spreading the
Learning
Charter of Positive
Values
• To use particularly FET
Colleges to also spread
and implement the
Charter of Positive
MRM Presentation
Values to Arts & Culture Portfolio Committee
TIME
PARTNE
R [S]
Budget
/Cost and
Resources OUTCOME [S]
On-going Concentric
Alliance
Human and
financial
resources
 Conflict Resolution
mechanisms
 Reduction of violent
service delivery protests
2014Department
continuo of Higher
us
Education
Human and
financial
resources
 Each Institution
allocated responsibility
on the work of MRM
by beginning of 2015
HESA
Universities
FET
Colleges
24/03/2015
PROGRAMMES AND PROJECTS
PROJECT
[Focus Area]
MRM
Workshops on
Crime
Prevention and
Support for
Victims of Crime
30
RATIONALE
To reduce levels of
[and finally
eliminate] crime in
South Africa
through social
dialogues,
awareness
campaigns,
roadshows all this
culminating in
Crime Prevention
Summits
RESPONSI TARGET
BLE
GROUP
MRM
Various
national office communities
TIME
Budget
PARTNER /Cost and
[S]
Resources OUTCOME [S]
2014-2017 Organs of
civil society
[youth
organisations,
learners in
school,
tertiary
students,
fbos, unions,
traditional
leaders, and
councillors]
state organs
MRM
Social Dialogues on MRM
Various
2014-2017 Organs of
Workshops and
the Charter of
civil society
national office Sectors to
Social Dialogues Positive Values. As
whom certain
[youth
with civil society well as Awareness
calendar
organisations,
organisations as Campaigns
months have
learners in
well as
targeting specific
been
school,
Awareness
issues such as
dedicated e.g.
tertiary
Campaigns
Women’s Month,
Women,
students,
dedicated to
Youth Month,
Youth,
fbos, unions,
MRM
Presentation
to
Arts
&
Culture
Portfolio
Committee
24/03/2015
specific months
Heritage Month
Children,
traditional
e.g. Women’s
leaders, and
etc.
Families
R8269k
To reduce levels of and finally
MRM Think eliminate crime in South Africa.
Tank
Training
Manual
Finance
Media
Venue
R16141k
MRM Think
Tank
Indigenous
Knowledge
Systems
Facilitators
Motivators
Venues
To engage communities and
significant civil society groupings
on issues affecting identified
sectors as well as assisting
communities to establish victim
support groups and develop
programmes on mentoring and
coaching victims of violence using
various methodologies such as
house visits.
PROGRAMMES AND PROJECTS
PROJECT
[Focus Area] RATIONALE
MRM
Community
Mobilisation
Programmes,
Workshops,
Dialogues,
Seminars and
Media
Campaigns
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RESPON TARGET
SIBLE
GROUP
To assist communities to fight MRM
corruption in all sectors of
National
society by:
Office
 Combating purposeful
wasteful expenditure by
government officials
 Fighting the culture of poor
service delivery
 Discouraging nepotism
[cadre deployment &
appointment of relatives
and friends into
government and parastatals
positions]
 Fighting fraud and theft
among officials in
government
 Eliminating irregularities in
tendering for government
jobs.
Government
departments
Business
Traditional
Leaders
Public Service
Administration
TIME
2014 2017
PARTNER
[S]
Budget /Cost OUTCOME
and Resources [S]
Government
departments
Auditor
General
Scopa
Legislature
Chapter 9
Institutions
SARS
NGOs
CBOs
Media
R5792k
Research
Media
The Press
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
PROGRAMMES AND PROJECTS
PROJECT
[Focus Area]
MRM Workshops
and Social
Dialogues to
address all forms
of discrimination
against the
significant other
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RATIONALE
RESPONSI TARGET
BLE
GROUP TIME
PARTNER
[S]
To assist communities
MRM
Communiti 2014 Civil society
to address and prevent National
organisations
es at large
2017
all forms of
Office
Business
discrimination against
Government
significant others by:
departments
 Conducting social
Political
dialogues on race,
parties
ethnicity,
Schools
xenophobia,
Universities
classism, sexism,
political, religious
ideologies etc.
 Mounting awareness
and advocacy
campaigns on the
above topics
 Conducting intercultural
programmes in
schools and other
MRM Presentation
to Arts & Culture Portfolio Committee 24/03/2015
arenas.
Budget
/Cost and OUTCOME
Resources [S]
R1491k
Civil society
groupings
[youth,
women, fbos,
sporting
bodies]
To address and
prevent all forms
of and
discrimination
against significant
others through
dialogue and
awareness
campaigns.
PROGRAMMES AND PROJECTS
PROJECT
[Focus Area] RATIONALE
MRM to
assist with
Social
Cohesion
Resolution 1
To mobilise society in its
MRM
entirety to work together to
National
build a caring and proud society Office
based on shared values and a
vision informed by the following
principles:




Constitutional democracy
Ubuntu
Human rights and equality
Non-racialism, non-tribalism
and non-sexism
 Inclusivity and social justice
 Intercultural and community
cooperation
 Civic responsibility etc.
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RESPO TARGET
NSIBLE GROUP
TIME
South
2014 - 2016
African
community
in its entirety
PARTNER
[S]
DAC – Social
Cohesion
Civil society
Business
FBOs
CBOs
Government
departments
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
Budget
/Cost and
Resources
R4843k
Facilitators
Coordinators
Charter
of
Positive Values
Venues
Stationery
MRM ThinkTank
OUTCOME [S]
Close interaction with
communities to raise
awareness and facilitate
intervention strategies
creating a conducive
environment to enable
social cohesion.
PROGRAMMES AND PROJECTS
PROJECT
[Focus
Area]
MRM to
assist with
Social
Cohesion
Resolution 8
34
RATIONALE
RESPON TARGET
SIBLE
GROUP TIME
Budget
/Cost
and
PARTNE Resource
R [S]
s
OUTCOME [S]
To popularise the
MRM
Different
2014 DAC –
Charter of Positive National
sectors of
Social
2016
Values through
Cohesion
Office
society
Educational
Presidency
Campaigns.
Civil
To work with DAC
Society
Advocates to
Other
promote positive
significant
values as part of
stakeholder
20years, to be
s
visible on national
days.
MRM to
To encourage
MRM
MRM
2014 DAC –
contribute
communities and
national
Partners
Social
2016
significantly individuals to do
Provinces
Cohesion
office
to Ubuntu, good keeping in
and local
Other
Heritage
mind that there are
municipaliti
relevant
and Social
rewards for doing
es
stakeholder
Cohesion
Local
so.
s
MRM
Presentation
to
Arts
&
Culture
Portfolio
Committee
24/03/2015
Awards
structures
Civil society
Resolution 9
R7019k
Charter of
Positive
Values in all
languages
including
Braille
Popularize the Charter of
Positive Values to make it a
living and working document
by engaging communities on
the practicality of the Charter.
MRM also to engage in
roadshows and campaigns,
arrange and coordinate
structured interviews.
R845k
Clear MoU
inputted by
MRM and
DAC
stipulating
clear
selection
criterion
MRM to assist in identifying
and recognizing individuals
and groups that promote
social cohesion and nation
building.
MRM to assist with the
facilitation of the identification
of honourees from
communities working with
PROGRAMMES AND PROJECTS
PROJECT [Focus
Area]
35
RATIONALE
RESPONSI TARGET
BLE
GROUP
TIME
PARTNER
[S]
MRM to develop a
nation building
project
management
manual and
toolkit for
application by
practitioners at all
levels.
To make critical
MRM
inputs, popularise and national
distribute the Manual office
and Toolkit.
Provinces
2014 Local
2016
Municipalitie
s
Civil society
DAC –
Social
Cohesion
SALGA
MRM – UNITED
NATIONS
HUMAN RIGHTS
COMMISSION
To make critical
inputs on integration
of foreign nationals
into South African
society.
Provinces
2015Local
ongoing
Municipalitie
s
Civil Society
United
Nations
Human
Rights
Commission
MRM and
UNHRC
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
Budget
/Cost and
Resources OUTCOME [S]
R5923k
Webmaster
Roadshows
Mobile
Truck
Manual
Toolkit
MRM to make critical inputs and
assist to familiarize and distribute
the Nation Building Manual.
To achieve social cohesion, by
enabling smooth integration of
foreign nationals into the South
African Community.
MRM FUNDING STRUCTURE
 MRM is funded by government through DAC as decided by
Cabinet
36
Financial Year
Date Received:
Amount Received:
 2002 – 2003
03 April 2003
R2 009 037
 2003 – 2004
23 July 2003
R2 000 000
 2004 – 2005
30 September 2004
R2 000 000
 2005 – 2006
28 September 2005
R1 700 000
 2006 – 2007
15 August 2006
15 December 2006
R 699 000
R 639 000
 2007 – 2008
23 August 2007
R4 147 000
 2008 – 2009
05 February 2009
R2 191 000
09 April 2009
R2 191 000
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM FUNDING STRUCTURE
Financial Year
Date Received:
Amount Received:
 2009 – 2010
15 July 2009
R2 000 000
29 January 2010
R2 000 000
 2010 – 2011
15 September 2010
03 December 2010
R1 500 000
R1 500 000
 2011 – 2012
02 November 2011
09 February 2012
R1 500 000
R1 500 000
 2012 – 2013
18 October 2012
R2 000 000
15 February 2013
R1 150 000
22 October 2013
R2 300 000
28 March 2014
R1 000 000
21 November 2014
R2 000 000
12 March 2015
R1 500 000
 2014 – 2015
 2013 - 2014
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
MRM FUNDING STRUCTURE
38
Financial Year
Date Received:
 2014 – 2015
still awaiting funding
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
Amount Received:
CHALLENGES
 Funding and Resourcing
 The annual allocation from the Department of Arts and Culture diminishes each year and barely covers the administrative
costs of the Movement a commitment made by government via Cabinet to assist with the running costs of the MRM.
 Instability of Provincial Structures
 Provincial committees are unstable as most are dependent on the political climate of the day and changes to this weaken
MRM structures. It takes time for incoming personnel to understand the work of MRM. Provincial Coordinators are not
accountable to MRM national office but rather to their employers.
 Staff Complement
 The work of the MRM is further impeded by a thin staff complement. Currently the MRM national office runs its national
programme with a staff complement of eight.
 Public Perceptions
 Aggressive marketing is required to correct the wrong perception that MRM is a government agency or a religious entity.
 Communication and Marketing of MRM
 The MRM developed a Communication Strategy, which due to a lack of resources has remained unimplemented.
Communication is a key vehicle for MRM’s ability to create awareness, disseminate information and promote the Charter of
PositiveValues. MRM as a result suffers “poor-visibility”.
39
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
ADDRESSING CHALLENGES
 Funding and Resourcing
 MRM has made rigorous attempts at Fundraising by approaching Business and other government department to solicit
funding for the Moral Regeneration Programme.
 Instability of Provincial Structures
 The MRM Board of Directors did some introspection and has now embarked on a national restructuring programme to
address this issue and the Movement holistically and return MRM to its original mandate to be civil-society driven and
government supported.
 Staff Complement
 Through fundraising and the restructuring process MRM hopes to have a full staff complement as outlined in the
organisation’s Organogram.
 Public Perceptions
 Aggressive marketing is required to correct the wrong perception that MRM is a government agency or a religious entity.
This will be done by sharing forums with stakeholders and through MRM’s programmes such as the MRM July Month.
 Communication and Marketing of MRM
 Fundraising and responding to topical issues will enable visibility of the Movement.
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
PORTFOLIO COMMITTEE’S SUPPORT FOR
THE MRM PROGRAMME
 LOBBYING
 Portfolio Committee requested to lobby Treasury and Cabinet for more funding for the MRM which after all has been
endorsed by this government [Presidency, Cabinet Ministers, Premiers, and SALGA] who have publicly expressed support for
the MRM and other initiative to fight moral decay. How can this translate into tangible Rands and Cents.
 Support the speedy signing of the draft MoUs with Cabinet and DAC as a whole
 These MoUs are ready and only await the signing by the parties.
 Ensure that MRM is adequately resourced
 This Portfolio Committee then chaired by the then Hon. Farisani made a commitment to ensure the MRM was adequately
resourced. Can this Portfolio Committee implement that Resolution?
 Facilitate regular interaction with MPs
 The modality of this interaction can be worked out quite easily.
41
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
REMEMBER!
As we celebrate the 21st anniversary of our
democracy,
THANK YOU
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MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015
CONTACT DETAILS
T:
F:
E:
W:
43
[011] 403 3559
[011] 403 3457
[email protected]
http://www.mrm.org.za
MRM Presentation to Arts & Culture Portfolio Committee 24/03/2015