2 2016/17 – 2019/20 NATIONAL HERITAGE COUNCIL REVISED MEDIUM TERM STRATEGIC FRAMEWORK AND 2016/17 ANNUAL PERFORMANCE PLAN 19 APRIL 2016 PRESENTED TO THE PARLIAMENTARY PORTFOLIO COMMITTEE ON ARTS AND CULTURE

TABLE OF CONTENTS 3 1.Strategic Overview 2.Cascading DAC Goals and Strategic Objectives 3.Prior Years’ Allocation and MTEF Estimates 4.Audit Outcomes and Turnaround Strategy 5.Overarching Challenges

4 STRATEGIC OVERVIEW Mandate of the NHC

OBJECTIVES OF COUNCIL Section 4 of the National Heritage Act, 1999 (Act No. 11 of 1999) provides that the objects of the Act are:  To develop, promote and protect the national heritage for present and future generations;  To coordinate heritage management;  To protect, preserve and promote the content and heritage which resides in orature in order to make it accessible and dynamic;  To integrate living heritage with functions and activities of the Council and all other heritage authorities and institutions at national, provincial and local levels;  To promote and protect indigenous knowledge systems including but not limited to enterprise and industry, social upliftment, institutional framework and liberatory processes; and  To intensify support for the promotion of history and culture of all our peoples and particularly to support research and publications on enslavement in South Africa. 5

FUNCTIONS OF COUNCIL  Section 10 provides that the Council must: 1)Policy Advice - Advise the Minister on National policies on heritage matters, including IKS, living Heritage, restitution and other relevant matters; and on any other matter concerning heritage which the Minister may from time to time determine (Section 10(1)(a) – (b)); 2) Core Funding Advice - Advise the Minister on the allocation of core funding to declared cultural institutions - Section 10(b); 3)Repatriation Policy Advice - Investigate ways and means of effecting the repatriation of South African Heritage Objects presently held by the foreign governments, public and private institutions and individuals - Section 10(c); 4)Funding & Grant Disbursement - Make grants to any person, organisation or institution in order to promote and develop national heritage activities and resources - Section 10(d); 5)Coordination - Co-ordinate the activities of public institutions involved in heritage management in an integrated manner to ensure optimum use of State resources - Section 10(e); 6

FUNCTIONS OF COUNCIL (Cont…) 6) Transformation - NHC Monitor and co-ordinate the transformation of the heritage sector, with special emphasis on the development of living heritage projects – Section 10(1) (f); 7)Stakeholder Consultation & Engagement - Consult and liaise with relevant stakeholders on heritage matters – Section 10(1) (g); 8)Transformation and Promotion of Access to Heritage - Generally support, nature and develop access to institutions and programmes that promote and bring equity to heritage management – Section 10(1) (h); 9)Advocacy & Education - Promote an awareness of the history of all our peoples, including the history of enslavement in SA – Section10(1)(i); 10)Fundraising and Advocacy - lobby in order to secure funding for heritage management and to create a greater awareness of the importance of our nation’s heritage - Sec10(1) (j); 11) Ministerial Delegations - Perform such duties in respect of its objects as the Minister may assign to it Section10(1)(k). 11)General Advice – The Council may on its own initiative advise the Minister on any matter concerning heritage Section 10(12); 7

VISION “ A nation proud of its African heritage” 8

MISSION Through development, promotion and preservation of heritage for sustainable development and transformation, we will know that we are achieving this when South Africans experience the following: they are knowledgeable about heritage; have access to their heritage; benefit from heritage; utilise heritage in their lives; and behave in a way that demonstrates their pride in heritage 9

10 CASCADING DAC STRATEGIC GOALS & OBJECTIVES

DAC STRATEGIC GOAL A transformed, coherent and development–focused Arts, Culture and Heritage Sector: DAC STRATEGIC OBJECTIVE To drive integrated and joint outcomes– based planning, monitoring and evaluation across Sector To facilitate an enabling and coherent policy, legislative and regulatory environment for the ACH Sector NHC STRATEGIC OBJECTIVES Policy Position Papers developed Research outputs produced Impact study report concluded 11

DAC STRATEGIC GOAL Nation building through effective social cohesion programme implementation DAC STRATEGIC OBJECTIVE To use national days as a platform for Promoting constitutional values, nation building and social cohesion NHC STRATEGIC OBJECTIVES Number of nation building initiatives implemented and funded (e.g. SATMA, Awards) 12

DAC STRATEGIC GOAL A sound governance fiscal management system: DAC STRATEGIC OBJECTIVE To strengthen and enhance process flows and systems To ensure compliance and sound governance To drive sound financial management and controls across Sector NHC STRATEGIC OBJECTIVES Financial and Procurement Support provided (100% audit issues raised resolved annually) Dates by which compliance documents are submitted to the DAC, Parliament etc. Diversity of funding streams 13

DAC STRATEGIC GOAL A professional and capacitated ACH Sector: DAC STRATEGIC OBJECTIVE To build human resource capability and promote culture of high performance NHC STRATEGIC OBJECTIVES Development of highly capable organisational personnel (training, retention, employee wellness and performance management) 14

Ministerial Priority Areas Nation building and social cohesion Focus on Africa Liberation Heritage Route Promotion of languages Arts and Cultural Development (Mzansi Economy) Promote Community Arts Libraries Arts Education Skills audit Reporting and Compliance 15

Linking Ministerial Priority Areas to NHC Strategic Objectives 16 Ministerial Priority Area NHC STRATEGIC OBJECTIVES Nation building and social cohesionNumber of nation building initiatives implemented and funded Focus on AfricaImplemented exchange programmes per year Liberation Heritage RouteInitiatives and programmes to mainstream liberation Heritage Promotion of languagesNumber of nation building initiatives implemented and supported Arts and Cultural Development (Mzansi Economy) Impact Study concluded

17 Ministerial Priority Area NHC STRATEGIC OBJECTIVES Promote Community ArtsNumber of community heritage projects supported and funded LibrariesPromote the NHC and its programmes Arts EducationNumber of nation building initiatives implemented and supported Skills auditDevelopment of highly Capable organisational Personnel (training, retention) Reporting and ComplianceFinancial and Procurement Support provided Provide Strategic Management Services Ministerial Priority Areas cont…

COMPLETED POLICY INITIATIVES  NHC completed a Draft Heritage Transformation Charter which is informed by Stakeholder inputs solicited through public consultations. A draft was handed over to the former Minister of Arts and Culture Mr Paul Mashatile on 08 April 2014;  NHC produced a publication titled “Critical Reflections on Heritage” comprised of the following policy initiatives which where consulted upon with the provinces:  Mainstreaming Heritage in Development with the focus being on the conflict of competing interests between conservation and economic beneficiation;  Repatriation of Heritage proposing the development of national guidelines in the absence of a national policy;  Access to Heritage Resources focusing on the limitation and hindrances to heritage in the broader sense, e.g. Funding, language, physical sites, benefits;  Heritage Professional Ethics and Conduct proposing guidelines in the area of research and practice; 18

POLICY WORK STILL UNDER DEVELOPMENT  The following Draft Policy Position Papers have been developed and would be consulted on with the public and all critical stakeholders:  Heritage and Economic Development to determine two things: a declaratory Statement that says heritage contributes to Economic Development; and Quantification of Heritage;  Heritage in Private Hands focusing on the question best model of Management: Private vs Public Ownership. Similarly, what should happen to neglected privately owned objects of historic significance;  Monuments, Memorials and Statues with the focus on searching for best model for SA through comparative studies and relevance of old ones and their relevance in the new dispensation;  Spiritual Repatriation and its application in South Africa in the absence of a national policy; 19

20 PRIOR YEARS ALLOCATIONS AND MTEF ESTIMATES

PRIOR YEARS ALLOCATIONS AND MTEF ESTIMATES (FROM 2004/05 – 2018/19 WITH BUGET CUTS IN 2009 and 2011 RESPECTIVELY) FIN YEAR R`000% 31-Mar Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 31-Mar % 21

PRIOR YEARS ALLOCATIONS AND MTEF ESTIMATES 2004/05 TO 2018/19 (CONT…) 22

AUDIT OUTCOMES AND TURNAROUND STRATEGY 23

 NHC has made significant progress in terms of addressing challenges in respect of procurement processes and systems. The attainment of 12 (12) consecutive unqualified audit opinions since its inception expressed by the Auditor General could especially in the latter years be attributed to all the measures that had been put in place to firm up procurement processes within the entity.  To improve on governance all Senior Managers and officials in the NHC involved in Supply Chain Management processes underwent training on procurement conducted by the School of Government;  To deal with matters of emphasis in the audit reports key remedial actions undertaken to circumvent a recurrence of the deficiencies which gave rise thereto include, but are not limited to, the following:  Management continuously updates the Council as well as the Audit & Risk Committee on the implementation plan derived from Auditor General’s findings;  Internal Audit is fully functional and continues to assist Management to maintain effective internal controls to ensure effectiveness and efficiency, and make recommendations which get implemented;  Regular Monitoring and Evaluation of funded programmes and projects is implemented; AUDIT OUTCOMES AND TURNAROUND STRATEGY 24

AUDIT OUTCOMES AND TURNAROUND STRATEGY (CONT…)  Human Capacity beefed up by appointing an Executive Manager Strategy in the Executive Office to deal with challenges of targets formulation and performance reporting; Supply Chain Management officer in the Finance Unit; and Funding Administrator in the Funding Unit to deal with weaknesses in so far as procurement processes are concerned with proper segregation of duties;  The Organisational Structure has been reviewed to align with the demands for gradual filling of positions in line with budget parameters;  An Organisation-wide Delegation of Authority between Council and Executive is in place;  A Performance Management System is in place and employees’ performance reviews are annually with corrective measures to manage poor performance and deviations from NHC policies and Code of Ethics;  A system of managing conflict of interest at Council and employees levels is in place;  All Supply Chain Management Committees are in place and properly constituted; 25

AUDIT OUTCOMES AND TURNAROUND STRATEGY (CONT…)  Vetting of Contractors and service providers is done through CPIC, SARS and National Treasury;  Policies are reviewed annually to align with legislative and regulatory imperatives;  Contract management system is in place and is functional;  A mechanism to deal with unsolicited bids and partnerships has been developed and being implemented;  Staff Memoranda have been issued to foster adherence to National Treasury Circulars and related Practice Notes especially on procurement and cost containment;  Reporting to National Treasury on bids exceeding determined Thresholds is now adequate; and  Further training is envisaged on the revised Treasury Regulations comes into effect 26

27 Overarching Challenges

 Vastness of legislative mandate given to the Council by the Act against the backdrop of Limited resource base limits its fuller capacitation to deliver on all areas of its functions;  NHC operates within a highly contested and fragmented space especially on coordination which can only be cured once the policy and legislative review processes are concluded;  Demand for financial support for tangible heritage infrastructure project by certain families and foundations which area is outside its core mandate affects its standing viewed from the perspective of prospective beneficiaries who cannot be assisted;  The new Regulations passed by the Department of Trade and Industry (the Dti) are limiting entities established in terms of an Act of Parliament of which heritage institutions such as NHC are part from receiving or benefiting from funding residing within National Lottery Commission which present serious implications in so far as access to funding outside DAC allocations is concerned to the detriment of community heritage projects;  Fundraising for Arts, Culture and Heritage outside government allocations in the midst of austerity measures and global financial meltdown is almost impossible 28

29 Thank You