presentation to the arts and culture parliamentary portfolio committee : by the mrm board of...

PRESENTATION TO THE ARTS AND CULTURE

PARLIAMENTARY PORTFOLIO COMMITTEE :

BY THE MRM BOARD OF DIRECTORS TUESDAY 24 MARCH 2015

““HARNESSING THE MORAL WEALTH OF HARNESSING THE MORAL WEALTH OF THE NATION”THE NATION”

MORAL REGENERATION MOVEMENT

MRM Presentation to Arts & Culture Portfolio Committee 24/03/20151

OUTLINE OF THE PRESENTATION


1) WHAT IS MRM? 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

2) GOVERNANCE3) PROGRAMMES AND PROJECTS4) FUNDING STRUCTURE5) CHALLENGES6) ADDRESSING CHALLENGES7) PORTFOLIO COMMITTEE’S SUPPORT FOR THE MRM

PROGRAMME

EXISTENTIAL PILLARS OF THE MRM


To understand any organisation you need to examine its:

VISIONA just, tolerant and moral society for the common good

MISSIONTo initiate, facilitate and coordinate societal networks and programmes to regenerate and preserve our nation’s moral fibre

VALUESResponsibility and AccountabilityHonesty and IntegrityEquity and EqualityRespect and ToleranceEnvironmental Awareness

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”

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

WHAT IS MRMAIMS 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.



OBJECTIVESTo diagnose the past and present state of the moral crisis in South AfricaTo reflect on strategies and measures to reconstruct the social values of the new democratic South AfricaTo 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 societyTo 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 societyTo 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.



INTENDED OUTCOMESTo 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

RECALLING THE ISSUES[highlighted at its launch in 2002]


Building and Strengthening the FamilyDeveloping 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 MediaGender TransformationFocusing on the Youth [support their energy and creative

spirit]Religion [encourage tolerance]

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.

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!

RETURNING MRM TO THE PEOPLE


How does MRM plan to return to the people? Through elective provincial conferences to:

a) Elect leadership committees whose main function is to come up with annual or periodic programmes of action.

b) To facilitate the devolution of MRM to the door-steps of the residents or places where they congregate regularly.

c) Supervise the working of the local/ground structures as well as in the broader provinces or municipalities.

d) Encourage local structures to engage their public representatives especially in matters of public participation.

e) Urge MRM structures to work with other structures in their neighbourhood and participate in provincial and national campaigns.

RESOURCES NEEDED FOR RESTRUCTURING


What resources are needed for the MRM Restructuring Programme?:

a) Modest/enough office space: to accommodate meetings, ICT infrastructure and basic office equipment.

b) Provincial and Regional coordinatorsc) Transport facilitiesd) Workshops, seminars and programmese) 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.

STRATEGIC SOCIAL PARTNERS


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) Professor. Charles Villa-Vicencio

2) Professor. Martin Prozesky

3) Honourable Minister Naledi Pandor

4) Professor. Paulus Zulu

5) Professor. Smangele Magwaza

6) Professor. David Mosoma

MODUS OPERANDI


7) Mr. Jody Kollapen

8) Mr. Kenny Fihla

9) Ms. Chana Pilane-Majake

10) Mr. Mandla Mthembu

11) Father Smangaliso Mkhatshwa

7)2008: Adoption of the Charter of Positive Values at the Waterkloof Airforce Base, Pretoria over 3000 delegates attended from all walks of life

8)2009:Launch of the MRM July Month9)2011:MRM Impact Study [Report is awaited]10)2013: MRM/Social Cohesion Summit:

North West Province11)2014: MRM 2014 General Election Ethics

Charter[ground - breaking document]

SUCCESSES


Development of the Charter of Positive Values Presentation of the Charter of Positive Values to Hon. NR.

Mandela: 25 July 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

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.

MRM CHARTER OF POSITIVE VALUES


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.

MRM CHARTER OF POSITIVE VALUESFOUNDING 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:

MRM CHARTER OF POSITIVE VALUESVALUES ESPOUSED


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

Democracy3) Improve Material Well-being and Economic Justice4) Enhance Sound Family and Community Values5) Uphold Honesty, Integrity and Loyalty6) Ensure Harmony in Culture, Belief and Conscience7) Show Respect and Concern for all People8) Strive For Justice, Fairness and Peaceful Co-

Existence9) Protect the Environment

GOVERNANCE


MRM BOARD OF DIRECTORS: Father. Smangaliso Mkhatshwa: Chairperson Ms. Ntombazana Botha Mrs. Chana Pilane-Majake Mrs. Bessie Lilian Tugwana Dr. Lesley-Ann Foster Mr. Selaelo Josias Nkube Mr. Sandile Seth Mazibuko

AUDITORS: Kwinana and Associates

CHIEF EXECUTIVE OFFICER: Vacant

GOVERNANCE


CURRENT STAFF COMPLEMENT: 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 & North West] − [Region 3: KwaZulu Natal & Eastern Cape]− [Region 4: Western Cape]

GOVERNANCE


PROVINCIAL EXECUTIVE COMMITTEESLOCATION 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].

BOARD OF DIRECTORSBOARD OF DIRECTORS

INFORMATION RESEARCHERINFORMATION RESEARCHER

PERSONAL ASSISTANTPERSONAL ASSISTANT

MANAGER COMMUNICATIONS & MARKETING

MANAGER COMMUNICATIONS & MARKETING

STAKEHOLDER MANAGEMENTSTAKEHOLDER MANAGEMENT OFFICE

ADMINISTRATOR

OFFICE ADMINISTRAT

OR

COMMUNICATIONS OFFICER

COMMUNICATIONS OFFICER

CHIEF EXECUTIVE OFFICER

CHIEF EXECUTIVE OFFICER

2x PROJECT COORDINAT

ORS

2x PROJECT COORDINAT

ORS

RECEPTIONISTRECEPTIONIST

CONFERENCECONFERENCE

BOOKKEEPERBOOKKEEPER

APPROVED MRM ORGANOGRAM

APPROVED MRM ORGANOGRAM

FINANCIAL MANAGERFINANCIAL MANAGER

SPECIAL PROJECTSSPECIAL

PROJECTS

26

PROVINCIAL COMMITTEESPROVINCIAL COMMITTEES

PROGRAMMES AND PROJECTSNote: some of the programmes have been suspended due insufficient financial and human

resources


PROJECT [Focus Area] RATIONALE

RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]

Budget /Cost and Resources OUTCOME [S]

MRM COMMUNICATION PROGRAMME

MRM Billboards, Radio Adverts and MRM Short Film to communicate the different values of the Charter

MRM Communication Subcommittee

Families; Schools; Institutions of Higher Learning; Business

2013-2014

[ongoing]

National Lotteries BoardSABC

R3 350k 45% of society and particularly youth to recognise and identify with the principles/values in the Charter of Positive Values

MRM PROJECT 20:20(see concept document and specific sector proposal)

Basic programme of MRM to let different sectors of SA society reflect and refocus on the moral health of the nation 20 years into democracy and come up with intervention strategies for the next 20 years with 4x priorities for the first year

MRM Head Office through MRM Regional Co-ordinators and structures

Different sectors including youth, men, women, children business, media, traditional leaders, etc.

2014-2015

SABMasimanyane Women’s Support CentreNHTLUniversity of JohannesburgSAPSVarious FET Colleges and other partners

Funding of dialogues, legkotlas, seminars etc.

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 day

Communicate the Charter of Positive Values

PROGRAMMES AND PROJECTS



RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]


MRM – DAC Social Cohesion Programme (see full Proposal)

To implement Resolution 1, 8, 9, and 10 of the Social Cohesion Summit of 2012

MRM

Different sectors including youth, men, women, children business, media, traditional leaders, etc.

2014-2016

DAC, Provinces, Municipalities MRM social partners

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.

MRM Partnership with SALGA on certain Projects and Campaigns

• 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 mechanisms

• To re-establish structure of consultation and communication between community and councillors

• Redevelopment of Charter of Election Ethics for the forthcoming local government elections

MRM Special Projects

Local government and their communities

[still in negotiati

on]

SALGAVarious Municipalities

Human and financial resources

[still in negotiations]Improved and effective local leadership Effective conflict resolution mechanismReduction of violent service delivery protestsDeveloped and distribution of Charter of Election Ethics for the forthcoming local government election six months before the elections




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]


RIA FHATANA PROJECT“Let’s develop each other”

• This is a Community, local Business/Industry and Municipality Support Programme to reduce violent conflict related to service delivery

• Conflict Resolution mechanisms and develop each other


Local government and their communities including local business and industry

On-going

Concentric Alliance


Conflict Resolution mechanisms

Reduction of violent service delivery protests

MRM Establishment of partnership with institutions of Higher Learning

• To enhance MRM research and philosophical competency of MRM and programmes

• To use the institutions as means of spreading the Charter of Positive Values

• To use particularly FET Colleges to also spread and implement the Charter of Positive Values


Institutions of Higher Learning

2014-continu

ous

Department of Higher Education

HESA

Universities

FET Colleges


Each Institution allocated responsibility on the work of MRM by beginning of 2015




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]


MRM Workshops on Crime Prevention and Support for Victims of Crime

To reduce levels of [and finally eliminate] crime in South Africa through social dialogues, awareness campaigns, roadshows all this culminating in Crime Prevention Summits

MRM national office

Various communities

2014-2017

Organs of civil society [youth organisations, learners in school, tertiary students, fbos, unions, traditional leaders, and councillors]state organs

R8269kMRM Think TankTraining ManualFinanceMedia Venue

To reduce levels of and finally eliminate crime in South Africa.

MRM Workshops and Social Dialogues with civil society organisations as well as Awareness Campaigns dedicated to specific months e.g. Women’s month, Youth etc.

Social Dialogues on the Charter of Positive Values. As well as Awareness Campaigns targeting specific issues such as Women’s Month, Youth Month, Heritage Month etc.

MRM national office

Various Sectors to whom certain calendar months have been dedicated e.g. Women, Youth, Children, Families

2014-2017

Organs of civil society [youth organisations, learners in school, tertiary students, fbos, unions, traditional leaders, and councillors]State organs

R16141kMRM Think TankIndigenous Knowledge SystemsFacilitatorsMotivatorsVenues

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.




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]

Budget /Cost and Resources

OUTCOME [S]

MRM Community Mobilisation Programmes, Workshops, Dialogues, Seminars and Media Campaigns

To assist communities to fight corruption in all sectors of society by:Combating purposeful wasteful expenditure by government officialsFighting the culture of poor service deliveryDiscouraging nepotism [cadre deployment & appointment of relatives and friends into government and parastatals positions]Fighting fraud and theft among officials in governmentEliminating irregularities in tendering for government jobs.

MRM National Office

Government departmentsBusinessTraditional LeadersPublic Service Administration

2014 - 2017

Government departmentsAuditor GeneralScopaLegislatureChapter 9 InstitutionsSARSNGOsCBOsMedia

R5792kResearchMediaThe Press




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]

Budget /Cost and Resources

OUTCOME [S]

MRM Workshops and Social Dialogues to address all forms of discrimination against the significant other

To assist communities to address and prevent all forms of discrimination against significant others by:Conducting social dialogues on race, ethnicity, xenophobia, classism, sexism, political, religious ideologies etc.Mounting awareness and advocacy campaigns on the above topicsConducting inter-cultural programmes in schools and other arenas.

MRM National Office

Communities at large

2014 - 2017

Civil society organisationsBusinessGovernment departmentsPolitical partiesSchoolsUniversities

R1491kCivil society groupings [youth, women, fbos, sporting bodies]

To address and prevent all forms of and discrimination against significant others through dialogue and awareness campaigns.




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]


MRM to assist with Social Cohesion Resolution 1

To mobilise society in its entirety to work together to build a caring and proud society based on shared values and a vision informed by the following principles:

Constitutional democracyUbuntuHuman rights and equalityNon-racialism, non-tribalism and non-sexismInclusivity and social justiceIntercultural and community cooperationCivic responsibility etc.

MRM National Office

South African community in its entirety

2014 - 2016

DAC – Social CohesionCivil societyBusinessFBOsCBOsGovernment departments

R4843kFacilitatorsCoordinatorsCharter of Positive ValuesVenues StationeryMRM Think-Tank

Close interaction with communities to raise awareness and facilitate intervention strategies creating a conducive environment to enable social cohesion.




RESPONSIBLE

TARGET GROUP TIME

PARTNER [S]


MRM to assist with Social Cohesion Resolution 8

To popularise the Charter of Positive Values through Educational Campaigns.To work with DAC Advocates to promote positive values as part of 20years, to be visible on national days.

MRM National Office

Different sectors of society

2014 - 2016

DAC – Social CohesionPresidencyCivil SocietyOther significant stakeholders

R7019kCharter 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.

MRM to contribute significantly to Ubuntu, Heritage and Social Cohesion Awards Resolution 9

To encourage communities and individuals to do good keeping in mind that there are rewards for doing so.

MRM national office

MRM PartnersProvinces and local municipalitiesLocal structuresCivil society

2014 - 2016

DAC – Social CohesionOther relevant stakeholders

R845kClear 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 MRM structures and social partners and to encourage DAC to expand awards.




RESPONSIBLE

TARGET 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 inputs, popularise and distribute the Manual and Toolkit.

MRM national office

Provinces Local Municipalities Civil society

2014 - 2016

DAC – Social CohesionSALGA

R5923kWebmasterRoadshows Mobile TruckManual Toolkit

MRM to make critical inputs and assist to familiarize and distribute the Nation Building Manual.

MRM – UNITED NATIONS HUMAN RIGHTS COMMISSION

To make critical inputs on integration of foreign nationals into South African society.

MRM and UNHRC

Provinces Local MunicipalitiesCivil Society

2015- ongoing

United Nations Human Rights Commission

To achieve social cohesion, by enabling smooth integration of foreign nationals into the South African Community.

MRM FUNDING STRUCTURE




Financial Year Date Received:Amount Received:2014 – 2015 still awaiting funding

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 Positive Values. MRM as a result suffers “poor-visibility”.

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.

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.

REMEMBER!


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presentation to the arts and culture parliamentary portfolio committee : by the mrm board of...

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