HERITAGE INSTITUTIONS

SOUTH AFRICAN HERITAGE RESOURCES AGENCY STRATEGIC PLAN
APRIL 2004 -and 31 MARCH 2007

TABLE OF CONTENTS


1. PREFACE	3
1.1 Forward by the Chairperson of the Board	3
1.2 Introduction by the Director / CEO	3 - 4
1.3 Vision and Mission	5
1.4 Overview of past performance and spending trends	6 - 7
1.5 Institutional values	8

2. STRATEGIC DIRECTION - MEDIUM TERM STRATEGY	9
2.1 Key objectives	9
2.2 Funding requirements per key objective	9 - 13
2.3 Capital investment strategy	13
2.4 Reserves	14

3. ORGANISATIONAL MANAGEMENT	15
3.1 Human resource strategy	15
3.2 Employment Equity programme	16
3.3 Information technology resource strategy	16

1. PREFACE

Foreword by Chairperson of the Council:

The management and conservation of cultural heritage in South Africa faces an exciting future, as the South African Heritage Resources Agency explores the challenges of the new heritage legislation, the National Heritage Resources Act (No 25 of 1999). This Act, which represents a South African synthesis of the best current heritage conservation practice from around the world, requires of SAHRA a new vision for heritage management: a vision which is inclusive and representative in its approach, and which will encourage the participation of all South Africans in the identification and management of our common cultural heritage.

The new legislation also places substantial additional responsibilities upon SAHRA, and the challenge will be to develop the capacity and resources to meet these responsibilities in partnership with others in the heritage sector and Government. SAHRA is eager to embark on the important process of developing a new ethos and practice for cultural heritage management in South Africa, and the Strategic Plan which follows should be viewed as a phase of this critically important process.

1.2 Introduction by Director / Chief Executive Officer (CEO)

Since the National Heritage Resources Act, 25, 1999 came into effect on 1 April 2000, the South African Heritage Resources Agency (SAHRA) has been interpreting and reinterpreting the Act to identify key transformation and implementation areas and the best process to follow. Significant progress has been made within the organisation and externally. The organization has decentralized its services and established service centers in all the provinces. These centers service provincial governments, provincial heritage resources authorities, local authorities, heritage organizations and the general public and facilitate their understanding of their respective roles in the management of heritage resources.

Seven of the nine provincial governments have established provincial heritage resources authorities. Although these authorities lack the necessary capacity and resources to perform their responsibilities, their existence facilitates cooperative management, implementation of the Act, coordination and delivery of the Mission of SAHRA. Four of them have entered into formal arrangements that SAHRA can perform provincial functions that they cannot perform because they lack capacity.

A number of heritage resources have been identified within the previously neglected areas and provinces and they have been graded to assign the responsibility for their management to the relevant authorities. These resources and sites include World Heritage Sites such as Mapungubwe and Makapan Valley in Limpopo and the site of the capture of Mr N R Mandela in KwaZulu-Natal.

In addition to resources and sites that have been identified through the normal procedure, some resources have been discovered accidentally. A case in point is the discovery of human remains in Cape Town in what may have been a 300 year old burial ground. This discovery has aroused a web of challenges regarding the management of heritage resources and social, cultural, political and economic development. The need to balance heritage protection and development remains a major transformation challenge.

SAHRA continues to broaden the scope of heritage resource management beyond the visible and tangible. Intangible cultural heritage resources are gaining recognition as an integral part of the tangible as well as being heritage resources in their own right. Having participated in the establishment of the Convention for the Safeguarding of Intangible Cultural Heritage in 2003, SAHRA contributed and gained sustainable understanding of the sector and is ready to implement effective programmes to protect, conserve and promote the rich intangible cultural heritage of South Africans. In addition, SAHRA will engage museums and other heritage institutions in reinterpreting objects and artifacts in a meaningful way that regenerates, develops and preserves the identity of the diverse South African nation.

SAHRA commits itself to building a sustainable system of managing the heritage resources of the democratic South African nation, hence its Vision, Mission, Objects and Policies.

1.3 Vision and Mission

VISION

SAHRA’s vision is to provide for the identification, conservation, protection and promotion of our heritage resources for present and future generations.

MISSION

As custodians of our national estate our mission is:

To coordinate and monitor the identification of our national heritage resources;
To set norms and standards and maintain the management of heritage resources nationally;
To encourage cooperative conservation of our national estate;
To enable and facilitate the development of provincial structures;
To control export and import of nationally significant heritage resources;
To develop policy initiative on the promotion and management of our heritage;
To nurture a holistic celebration of our history;
To set national policy for heritage resources management, ie formal protection, general protection and management; and
To develop an integrated and interactive system for the management of national heritage resources.

1.4 Overview of past performance and spending trends

Income and Expenditure over the last 4 years is reflected in the table below.

INCOME	2000/01 Audited R’000	2001/2002 Audited R’000	2002/2003 Audited R’000	2003/2004MTEF Baseline (preliminary outcome) R’000
(a) State contribution	9 718	12 905	14 254	15 160
(b) Fundraising and marketing
(c) Business ventures
(d) Contract: income	196	491	398	510
(e) Investment: income	578	598	490	848
(f) Sales of Services
Total	10 492	13 994	15 142	16 518

EXPENDITURE	2000/01 Audited R’000	2001/2002 Audited R’000	2002/03 Audited R’000	2003/04 MTEF Baseline (preliminary outcome) R’000
(a) Support functions
(b) Collection and Collections Management
(c) Conservation / Curation	7 679	11 591	15 920	13 401
(d) Curation and Research
(e) Publications and Audiovisual
(f) Exhibitions
(g) Research and Development
(h) Education and Public Programmes
(i) Capital projects (NHRF w.e.f. 2000/01)	392	430	547	4 617
(i) Transformation	1 909	690	0	0
Total	9 980	12711	16 467	18 018
Surplus/Deficit	512	1 283	(1325)	(1 500)

Income and Expenditure trends

The State contribution remained constant at around R6.6m for the last years of the NMC’s existence, but with annual increases in July of each year for ICS.
SAHRA came into existence on 1 April 2000 and was given an additional transformation budget of R2.775m in 2000/01 and R4.2m in 2001/02.
These funds were earmarked for specific once -off transformation related expenditure to convert the NMC into SAHRA and to place SAHRA in a position to begin to implement the National Heritage Resources Act of 1999.
In 2001/02 SAHRA received for the first time an additional R2.088m in respect of transfer payments to six monuments (now called heritage institutions) which were previously funded directly by DACST

Institutional values

SAHRA LOGO

A new logo has been designed and launched which embodies SAHRA’s vision to protect South Africa’s rich and diverse cultural heritage resources.

SAHRA’s VALUES

a holistic approach to heritage resources management

systematic strategic planning, monitoring and evaluation

performance-based planning of programmes and resources

networks, partnerships, exchanges and cooperative governance

passion, creativity, re-skilling and commitment

business principles applicable to heritage management

people-centred service

delivering quality and value for money service

accountability

2. STRATEGIC DIRECTION - MEDIUM TERM STRATEGY

2.1 Key objectives

The institution will pursue the achievement of the following key objectives

Providing for the cooperative and effective management of the national estate

Setting national policies, norms and standards for heritage management

Implementing programmes to facilitate identification, conservation, development and promotion
of all heritage resources

Coordination, Monitoring and Evaluation

Managing World Heritage Sites

COST DRIVERS

Key objective	Strategy	Output	Service delivery indicators			Service delivery target or milestones
1. Cooperative and effective management	AWARENESS Seminar/workshop, Conference, Colloquia, Exhibition * Festival	Increased number of people aware and understanding principles of heritage resources management and participating effectively in it	Increase No. of identified resources by at least 5%	All identified sites having Conservation Management Plans	Increased publicity of major resources and sites	national sites At least two major per province

	1.2Capacity-building Human resources Development Organisation /institution development	Improved Professionalism Internally and externally More effective organizations and institutions	At least one heritage management org per province.	A management structure per identified site	Organisations registered with SAHRA, evaluated and publicised	All programme managers of SAHRA trained in programme manageme. At least one nine organization trained in programme management
	Public Participation Sites Objects Intangible cultural heritage resources Graves Ship wrecks	Community & orgs effectively participating in identification, conservation and management	Effective participation in management of heritage resources and sites	More resources identified and declared if necessary		At least two national sites declared in each province. Graves and burial grounds of victims in the struggle must be identified by 31/12/2004 and managed effectively
Coordination, Monitoring & Evaluation	Established and Strengthened Provincial Heritage Resources Authorities (PHRA) Local Authorities Heritage Institutions e.g.museums, archives Government Departments Heritage Organisations *Community-Based Organisations	All PHRAs assessed and functional All Metropolitan Municipalities assessed and functional Role of each government department established and Agreements drawn Role clarification and Agreements	All PHRA listed with treasury (PFMA) have offices, equipment, bank accounts All Metropolitan Council create heritage departments All Department establish registers of heritage resources and sites under their ownership and care	All former National monuments re-assessed and graded I/II/III Agreements between PHRAs and Local Authorities on heritage resources management	PHRAs established heritage registers	Heritage Registers And National Inventory
World Heritage Sites	Identification Management Plans Consultation Listing with UNESCO Management	Researched submissions to SAHRA Council before submission to Environmental Affairs and Tourism	Research reports and declared national sites	Systematic listing in the order national site then international or world heritage site	The four existing sites declared national heritage sites

Fundraising and marketing

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Raise funding status	Motivation for realistic budget to the Executive Authority Specific programme funding proposals submitted to Lotteries Board and Private sector Project partnerships with international organizations such as World Heritage Centre, ICCROM	At least R11 million in 2004/5 At least one project per annum funded externally	Increased funding	R11 million

Business Ventures

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Sustainable management of heritage resources and sites	Entry fees to national sites	Revenue generation	Revenue generation	At least R10 per visitor
	Interpretive center to incorporate publications for sale			At least two publications per annum

Investment Income

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Fixed property	Imrove state of existing properties and rent them out at reasonable levels	Income generated	Self suatining property	All properties maintained and rented out at reasonable income levels

The institution will pursue the achievement of the following key objectives: Expenditure

Support Functions

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Strong administrative foundation and operative systems	Training, draft policies and implement effective systems	Efficient and smooth functioning support services	Filing system	Systematic and effective admin support

Maintain specialized library	Re-evaluate policy to purchase appropriate books	Library more accessible for researchers and staff and well equipped.
Maintain database and website	Capture appropriate data and user friendly access to information	Greater awareness and educational tool

Collection and Collection Management

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Holistic and accurate re-interpretation of collections	Intensified research involving relevant people and communities	All collections and single artefacts interpreted in relevant languages and displayed appropriately	Adequate and accessible displays

Conservation / Curation

Key objective	Strategy	Output	Service delivery indicator	Service delivery target or milestones
Effective curation of collections	Enter into agreements with museums and repositories on conservation, display and management of heritage objects	Will conserved collection serving educational needs	Meeting minimum education in standards of conservation management of collection meaning of heritage objects.	Agreements with all repositories
	Monitor and evaluate management of collections	Evaluation reports and correction measures		Annual reporting on management of artifacts and collections

Funding requirements per key objective

Key objective	2004/2005 R'000	2005/2006 R'000	2006/2007 R'000
INCOME
(a) State Contribution	32 213	33 195	33 195
(b) Fundraising and marketing
(c) Business ventures
(d) Contract Income	367	367	367
(e) Investment Income	490	490	490
(f) Sales of Services
Total	33 070	34 052	34 052

EXPENDITURE
(a) Support functions
(b) Collection and Collections Management
(c) Conservation / Curation	20 452	21 434	21 434
(d) Curation and Research
(e) Publications and Audiovisual
(f) Exhibitions
(g) Research and Development
(h) Education and Public Programmes
(i) Capital projects	12 618	12 618	12 618
(j) Transformation
Total	33 070	34 052	34 052
Surplus / Deficit	NIL	NIL	NIL

2.3 Capital investments requests

Buildings	2004/2005 R'000	2005/2006 R'000	2006/2007 R'000
Major Capital Works *	0	0	0
Repairs and Renovations	200	200	200
36 SAHRA owned properties valued at R50m
New Buildings	0	0	0
TOTAL	200	200	200

2.4 Reserves

Sources	1999/00	2000/01	2001/2002	2002/2003	2003/2004	2004/2005	2005/2006	2006/2007
Accumulated fund	2 305	718	2 196	872	0	0	0	0
Contingency fund	1793	2 180	1 979	1 979	1 416	0	0	0
Staff benefit fund	350	1 346	1 346	1 346	1 346	0	0	0
Motor vehicle fund	60	260	65	65	0	0	0	0
Housing guarantee fund
Total	4 508	4 504	5 586	4 262	2 762	0	0	0

3. ORGANISATIONAL MANAGEMENT

3.1 Human resource strategy 2003/2004 to 2006/2007

PURPOSE OF HUMAN RESOURCE STRATEGY

Align policies with labour legislation
Achieve workplace equity
Employ staff for specialized functions
Staff development programmes

STRATEGIC HUMAN RESOURCE OBJECTIVES

Well skilled staff
Fairly remunerated workforce
Performance evaluation system
Improved conditions of service

3.2 Employment Equity programme

RACE AND GENDER REPRESENTIVITY

POST LEVEL	FILLED	AFRICAN		COLOURED		INDIAN		WHITE
		M	F	M	F	M	F	M	F
Management		1	1	1
Middle management and high level specialists		4	1		1			4	1
Supervisor and high level skilled/clerical		7	2	3	2			1	4
Lower level skilled/clerical			8	2	3	1			3
Very low skilled			1	2
TOTAL	53	12	13	8	6	1	0	5	8
			25		14		1		13

3.2.1 Special initiatives to promote affirmative action

Training and re-skilling existing staff
All funded vacant posts advertised and filled

3.3 Information technology resource strategy

SAHRA has to comply with the National Heritage Resources Act which stipulates that a national database should be maintained and information reflecting the national estate be accessible to the public. The database will require a large annual commitment for several years in order to get it optimum functioning levels. A web site should also be maintained. Software and hardware would be regularly upgraded for the introduction of GIS and to ensure that SAHRA meets the requirements of the Act.