2. 2 2015/16 – 2019/20 NATIONAL HERITAGE COUNCIL MEDIUM TERM STRATEGIC FRAMEWORK AND 2015/16 ANNUAL PERFORMANCE PLAN 28 APRIL 2015 PRESENTED TO THE PARLIAMENTARY PORTFOLIO COMMITTEE ON ARTS AND CULTURE

3. “Heritage is what is preserved from the past as the living collective memory of a people not only to inform the present about the past but also to equip successive generations to fashion their future. It is what creates a sense of identity and assures rootedness and continuity, so that what is brought out by dynamism of culture is not changed for its own sake, but is a result of people’s conscious choice to create a better life” (NHC Council, 2014) 3

4. TABLE OF CONTENTS 4 1.Overview of the Mandate of the NHC: Vision & Mission Statement, the NHC Business Model and pillars of NHC programming 2.Legislative and other Mandates 3.Situational Analysis 4.NHC Organisational Structure 5.NHC Appreciation of the Strategic Goals set by DAC 6.Strategic Outcome Oriented Goals 7.Strategic Objectives 8.Indicators and Annual Targets 9.MTEF Estimates 10.Conclusion

5. 5 OVERVIEW OF THE MANDATE OF THE NHC

6. VISION “ To build a nation that is proud of its African heritage”

7. MISSION “To transform, protect and promote South African heritage for sustainable development”

8. CORE VALUES The following Core Values will guide the programmes, actions and behaviours of Council Members and employees of the NHC and all those acting in its name: Ubuntu; Integrity; Professionalism; Equity; and Creativity

9. Pillars of NHC Programming 1.Heritage programmes: a)All heritage projects will be based on research; b)NHC Projects will be designed with focus on national implementation; c)The NHC will research, design, and implement intangible heritage projects; d)The NHC will only support tangible heritage projects through: i)Conducting research; ii)Facilitation; and iii)Provision of information

10. Pillars of NHC Programming 2. Co – production of projects a)The NHC will engage relevant stakeholders on its projects; and b)The implementation of heritage will be complemented through relevant partnerships 3. NHC Project Alignment a)All projects should align with national priorities; b)Projects should contribute to the realisation of the NHC’s visio n

11. 11 LEGISLATIVE MANDATE OF THE NHC

12. LEGISLATIVE MANDATE The NHC is a Schedule 3A public entity, and an agency of the DAC The mandate of the NHC is contained in Section 4 of the National Heritage Council Act no. 11 of 1999 as per the objects of the Act as stated below: (a)To develop, promote and protect the national heritage for present and future generations. (b)To coordinate heritage management. (c)To protect, preserve and promote the content and heritage which resides in orature in order to make it accessible and dynamic. (d)To integrate living heritage with functions and activities of the Council and all other heritage authorities and institutions at national, provincial and local levels. (e)To promote and protect indigenous knowledge systems including but not limited to enterprise and industry, social upliftment, institutional framework and liberatory processes: and (f)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.

13. 13 SITUATIONAL ANALYSIS

14. Performance environment Visibility and success have led to an increased demand for partnerships, support and presentations to various fora; The limited resources have impacted on the NHC’s ability to match the demand; The negative economic climate impacting on the NHC Business Model; Heritage Fund implementation through resource mobilisation initiatives; Partnerships and commercialisation of products to be explored

15. Organisational environment The NHC has reached a stage of organisational maturity and stability; Upward trend in performance and achievement of targets; SWOT and PESTEL Analysis were done to review the context and factors affecting the NHC in order to better position the organisation: The NHC is capable and does the following very well, which give it a competitive edge: – Strong brand – Knowledge base – Its responsiveness to sector demands – Strong network of relationships – Operating in a niche area – Heritage being a specialised resource – Providing solutions to the sector – First point of call on heritage – The LHR concept and the frameworks – Continuity and internal stability

16. Improvements are needed in the areas highlighted below: – Adherence to plans – Management of stakeholders – Over commitment – Internal information flow and sharing – Operations planning – Lack of diverse funding streams for sustainability – Monitoring of programmes & funded projects; – Ratio of deployment of resources between Core Business and Support – Demographics in the NHC – Uncertainty about the demand & satisfaction with NHC services & products; – Understanding of internal NHC policies;

17. 17 ORGANISATIONAL STRUCTURE OF THE NHC

18. NHC Organisational Structure

19. The NHC will undertake an Organisational Review Process in 2015/16 which will also look at the structure; The current post establishment is 52 positions, including 9 one-year lottery funded Provincial Coordinators; and 23 of these positions were vacant at the end of Quarter 4. A moratorium was placed on the filling of vacancies due to resource constraints. NHC Organisational Structure cont…

20. 20 NHC’S APPRECIATION OF THE STRATEGIC GOALS SET BY THE DAC

21. OBSERVATIONS FROM DAC STRATEGIC REVIEW PROCESS  NHC took note of the following six strategic goals of DAC to inform its own:  Goal 1:Driving greater policy and planning coherence in the Sector and the achievement of sectorial development outcomes;  Goal 2:Leading nation building and societal transformation through effective social cohesion programmes and a focus on multi-linguicism;  Goal 3:Protecting, preserving, promoting and developing Arts, Culture and Heritage and advancing the socio-economic inclusivity and contribution of the Sector;

22. OBSERVATIONS FROM DAC STRATEGIC REVIEW PROCESS  Goal 4:Ensuring the effective utilisation and leveraging of ACH resources for the benefit of all South Africans;  Goal 5:Professionalising and modernising the ACH Sector to ensure its efficiency and effectiveness; and  Goal 6:Building the skills and capacity of the Sector to ensure its ongoing relevance and responsiveness.

23. Links between NHC Strategic Objectives with DAC Priorities Strategic outcome oriented goal Strategic ObjectivesPurpose Corresponding DAC Priority Expected Outputs in next 3 years An internationally recognised heritage organisation in Africa 1.Implemented exchange programmes per year; 2.International multilateral engagement; and 3.Research outputs 1.Foster and promote collaborations on Heritage; 2.Enhance heritage knowledge production A transformed, coherent and development focussed Sector Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes. 1.Joint programming and implementation of activities; and 2.Repository of heritage publications Mainstreaming of Liberation Heritage 1.Initiatives and programmes to mainstream liberation heritage Promote heritage pride and identity to foster social cohesion and nation building A transformed, coherent and development focussed Sector Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes. Development of priority sites linked to the liberation struggle and production of Nomination Dossier for UNESCO World Heritage Listing processes.

24. Strategic outcome oriented goal Strategic ObjectivesPurpose Corresponding DAC Priority Expected Outputs in next 3 years Increased knowledge and awareness about South Africa’s heritage by South Africa’s citizens 1.Respond to queries about intangible heritage matters; and 2.Promote organisational activities and events using marketing and communication tools 1.Enhance heritage knowledge production; 2.Promote heritage knowledge and appreciation; A productive, diverse and inclusive ACH Sector Protecting, preserving, promoting and developing Arts, Culture and Heritage and advancing the socio-economic inclusivity and contribution of the Sector. 1.Repository of heritage publications; and 2.Increased knowledge and awareness about heritage The leading institution on intangible heritage in South Africa 1.Establish a Heritage Journal; and 2.Establish a Heritage Institute Enhance heritage knowledge production A productive, diverse and inclusive ACH Sector Protecting, preserving, promoting and developing Arts, Culture and Heritage and advancing the socio-economic inclusivity and contribution of the Sector. Repository of heritage publications Links between NHC Strategic Objectives with DAC Priorities

25. Strategic outcome oriented goal Strategic ObjectivesPurpose Corresponding DAC Priority Expected Outputs in next 3 years Social Cohesion and nation building 1.Nation building initiatives implemented and funded; and 2.Support and funding of community heritage projects; 1.Support Heritage initiatives; 2.Promote heritage pride and identity to foster social cohesion and nation building; Nation building through effective social cohesion programme implementation Leading nation building and societal transformation through effective social cohesion programmes and a focus on multi- lingualism. 1.Funding of community heritage projects and Research Reports; 2.Repository of heritage publications An effective, efficient and sustainable institution 1.Diversity of funding streams; 2.Provide:  Strategic management services;  Human resources & Facility management services;  Effective services to the Council ;  Legal services to the NHC;  Financial and procurement support; and  ICT support 1.Ensure sustainability; 2. Strengthen implementation capability; 3. Ensure compliance with laws and regulations Sound fiscal management and a sustainable ACH Sector Ensuring the effective utilisation and leveraging of ACH resources for the benefit of all South Africans 1.A clean Audit Report; 2.A sufficiently resourced institution Links between NHC Strategic Objectives with DAC Priorities

26. 26 NHC STRATEGIC OUTCOME ORIENTED GOALS

27. STRATEGIC OUTCOME ORIENTED GOALS Strategic Outcome oriented Goal 1 An internationally recognised heritage organisation on the African Continent Indicators Level of awareness in Africa of the NHC as a heritage organisation Number of multilateral and bilateral heritage agreements with African countries Presentation of research data on African Liberation Heritage Programme Heritage Exchange Programmes Strategic Outcome oriented Goal 2 Mainstreaming of Liberation Heritage Indicators Level of progress in the domestic management of liberation heritage Level of progress towards world heritage listing of the LHR Number of submissions on the African Liberation Heritage Programme Number of Research Reports and Publications Number of Presentations made on the liberation heritage Number of Knowledge Partnerships signed Number of Intergovernmental Arrangements formalised Number of identified sites submitted for formal protection

28. STRATEGIC OUTCOME ORIENTED GOALS CONT… Strategic Outcome oriented Goal 3 Increased knowledge and awareness about South Africa’s heritage by South Africa’s citizens Indicators Increased level of participation in heritage activities Number of research outputs produced Number of publications produced Number of presentations made on heritage Number of knowledge partnerships signed Increased levels of multilingualism and use of indigenous languages Strategic Outcome oriented Goal 4 The leading institution on intangible heritage in South Africa Indicators Approved framework for the establishment of a Heritage Institute by 2017 Number of ICH Research initiatives funded Approved Framework on the Establishment of a Heritage Blog by 2015; Number of intangible heritage programmes implemented and tangible heritage programmes supported.

29. STRATEGIC OUTCOME ORIENTED GOALS CONT… Strategic Outcome oriented Goal 5 Social Cohesion and nation building Indicators Number of Stakeholder Engagements annually Number of Advocacy Programme / Campaigns conducted annually Number of nation building initiatives implemented and funded annually

30. Strategic Outcome oriented Goal 6An effective, efficient and sustainable institution IndicatorsEffectiveness Unqualified audit Level of collaboration with experts in the field Efficiency Level of functionality of operational systems Establishment of Project Management Office Sustainability Level of skills retention; Alignment with adapted King III Level of viability and credibility of the knowledge management strategy ; Retention of Institutional Memory Diversity of funding streams STRATEGIC OUTCOME ORIENTED GOALS CONT…

31. Strategic Objectives Programme 1: Aims to provide strategic leadership & support services Programme 2: Aims to meet NHC customer expectations through delivery of NHC products and services Office of the CEO, Communications, Corporate Services, Corporate Secretariat, Internal Audit & facilities management Heritage, Funding and Liberation Heritage Route Provide the following: 1.1 Strategic Management services 1.2 Human resource and facility management services 1.3 Effective services to the Council annually 1.4 Legal services 1.5 Financial and Procurement support 1.6 ICT support 1.7 Promote organisational events using marketing & communication tools 2.1 Implemented exchange programmes per year 2.2 International multilateral engagement 2.3 Research output 2.4. Respond to enquiries on heritage submitted to the NHC 2.5 Heritage Journal 2.6 Establish a Heritage Institute 2.7 Nation Building initiatives implemented and funded 2.8 Support and funding of community heritage projects 2.9 Diversity of funding streams 2.10 Initiatives and programmes to mainstream liberation heritage

32. 32 INDICATORS AND 2015/16 ANNUAL TARGETS

33. Indicators & 2015/16 Annual Targets IndicatorExpected Performance Levels 15/16 Dates by which compliance documents are submitted to the DAC Dates for submission of compliance docs Number of training and developmental courses provided to employees 15 training and developmental courses provided to employees Number of staff retained in key management positions (MEXCO) 10 managers retained Number of initiatives to promote employee wellness 1 initiative to promote employee wellness Number of performance reviews conducted for all employees annually. Bi-annual performance reviews for all employees Turnaround time in days for the resolution of facilities complaints. 5 days per incident Date by which a Council Business Plan is approved annually. Annual Council business plan signed off by end of March annually Date by which the Corporate Diary is approved annually. Corporate Diary approved by March

34. Indicators & 2015/16 Annual Targets IndicatorExpected Performance Levels 15/16 Turnaround time in days for responding to requests. Requests responded to within five working days Budget approved (n)Budget approved (1) Annual statutory financial information provided within prescribed time (n) 2013/2014 Annual statutory financial information provided within prescribed time (1) Quarterly statutory financial information provided within prescribed time (n) Quarterly statutory financial information provided within prescribed time (4) Monthly statutory financial information provided within prescribed time (n) Monthly statutory financial information provided within prescribed time (12) Average lead time from accurate creditor payment information received until paid (days) Average lead time from accurate creditor payment information received until paid (30)

35. IndicatorExpected Performance Levels 15/16 Compliance with SCM Laws and Regulations (%) 100% compliance with SCM requirements. Procurement lead time targets achieved as per delegations of authority (%) Procurement lead time targets achieved as per delegations of authority (100%) Complaints received versus resolved (%)Complaints received vs resolved-100% Respond to audit issues received annually (%) Respond to audit issues received annually (100%) Policies planned to be developed / reviewed versus developed / reviewed (%) Policies planned to be developed / reviewed versus developed/reviewed 80% Audit opinion (status) (Clean)Clean audit opinion achieved IT client satisfaction survey rating achieved (%) (-) IT client satisfaction survey rating achieved (60%) Indicators & 2015/16 Annual Targets

36. IndicatorExpected Performance Levels 15/16 Average response time from IT call logged until responded to (hours) 3 hours Back-up tests conducted (n)Back-up tests conducted (12) Local Area Network availability (%)Local Area Network availability (95%) Organisational performance system adhered to by line managers (number of times monitored) Organisational performance System adhered to by line managers (2) Organisation structure review (n)1 Organisational performance system adhered to by line managers (1) Lead time from recruitment requisition received until appointment recommendation made (days) on any approved positions Lead time from recruitment requisition received until appointment Recommendation made (90 days) on any approved positions) Work place skills development budget utility (%) Work place skills development budget utility (100%) Indicators & 2015/16 Annual Targets

37. IndicatorExpected Performance Levels 15/16 Labour relations support requested versus provided (%) Labour relations support requested versus provided (100% Wellness sessions conducted (n)Wellness sessions conducted (2) HR administration support requested versus provided within service standards (%) HR administration support requested versus provided within service standards (90%) Compliance to human resource regulatory frameworks (%) Compliance to human resource regulatory frameworks (100%) Grievances / disputes lodged versus attended to within specified time (%) Grievances /disputes lodged versus attended to within specified time (100%) Performance review frequency (n)Performance review frequency (2) Policies planned to be developed / reviewed versus developed / reviewed (%) Policies planned to be developed / reviewed versus developed / reviewed (80%) Indicators & 2015/16 Annual Targets

38. IndicatorExpected Performance Levels 15/16 Number of heritage publications produced and distributed 2x Heritage Magazine and 1x Heritage information booklet published Number of compliance publications supported 1x Strategy, 1x APP & 1x Annual Report produced on behalf of Strategy Unit Number of exhibitions hosted4x Exhibition hosted Number of media engagements4x Media engagements conducted (media coordination for projects e.g. briefings) Number of information updates on communication platforms 12x content updates on website, social media, office reception areas, intranet, telephone voice overs, email Signatures Number of visits on the NHC Website48000 visits achieved on the NHC website Indicators & 2015/16 Annual Targets

39. IndicatorExpected Performance Levels 15/16 Number of formal agreements signed with different bodies 2 Number of exchange programmes participated in per year 1 Number of world heritage projects that the NHC participates in annually 1 Percentage of identified sites on the revised tentative list researched annually 20% Number of publications produced per year 1 Number of Position Papers produced per year 2 Number of Research Reports2 Indicators & 2015/16 Annual Targets

40. IndicatorExpected Performance Levels 15/16 Number of research and other heritage publications distributed to stakeholders 2 Information gathered from questionnaires (Indices) Approved survey report Turnaround time in responding to queries submitted to the NHC 7 days Date by which a heritage journal is produced 31-Mar-16 Date by which a heritage institute is established 31-Mar-17 Number of Cultural Expressions hosted and supported 3 cultural expression hosted and supported Number of heritage education & skills development initiatives supported 2 heritage education & skills development Initiatives supported Number of funded heritage projects20 community heritage projects supported and funded Indicators & 2015/16 Annual Targets

41. IndicatorExpected Performance Levels 15/16 Number of Commemorative events supported 2 commemorative events supported Number of repatriations supported2 repatriations supported Level of additional funds raised outside the DAC grant 2% The number of sites submitted for declaration 4 sites submitted for declaration Production and Submission of Dossier for evaluation to the World Heritage Committee for the World Heritage listing Production of Dossier Number of submissions on the African Liberation Heritage Programme 1 submission Number of Research Reports and Publications 2 reports Indicators & 2015/16 Annual Targets

42. IndicatorExpected Performance Levels 15/16 Number of Presentations made on the liberation heritage 4 presentations Number of Knowledge Partnerships signed 2 partnerships Number of identified sites submitted for formal protection 4 sites identified for formal protection Indicators & 2015/16 Annual Targets

43. 43 MEDIUM TERM EXPENDITURE FRAMEWORK ESTIMATES

44. MTEF ESTIMATES Audited Outcome Current Medium-term estimate 2011/20122012/20132013/20142014/20152015/20162016/20172017/2018 Revenue Other Income463 000507 000173 000 – – – – Transfers received52 308 00051 571 00055 570 00055 719 00058 475 00061 574 00064 653 000 Total revenue52 771 00052 078 00055 743 00055 719 00058 475 00061 574 00064 653 000 Expenses Compensation of employees (15 674 000)(18 241 000)(22 500 000)(24 614 000)(25 827 700)(27 377 362)(29 020 004) Goods and services(36 673 000)(36 065 000)(51 186 000)(31 105 000)(32 647 300)(34 196 638)(35 632 996) Total expenses(52 347 000)(54 306 000)(73 686 000)(55 719 000)(58 475 000)(61 574 000)(64 653 000) Surplus/(Deficit)424 000(2 228 000)(17 943 000) – – – –

45. 2015/2016 – R 58,475,000 45

46. 2016/2017 – R 61,574,000 46

47. 2017/2018 – R 64,653,000 47

48. Conclusion This strategy is driving the NHC towards continued relevance, responsiveness and impact on the sector; It recognises the resource limitations and seeks to optimise their application thereof; The Council, CEO and Management will oversee its full implementation and regularly account to Parliament on the implementation of the MTSF and the APP