Contents. Official Sign-off 4. Foreword 5. CEO s Overview 6. Part A: Strategic overview Vision Mission 7. 3.

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3 Contents Official Sign-off 4 Foreword 5 CEO s Overview 6 Part A: Strategic overview 7 1. Vision 7 2. Mission 7 3. Core Values 7 4. The NHC Business Model and Framework 7 5. NHC Product and Service Offering 8 6. Legislative and other mandates 9 7. Situational analysis Performance environment Organisational environment NHC Organisational Structure Strategic Outcome Oriented Goals of the NHC Programme 1: Administration Programme 1: Strategic Objectives, Indicators and Annual Targets Programme 2: Heritage Promotion Programme 2: Strategic Objectives, Indicators and Annual Targets Overview of Budget and MTEF estimates Relating expenditure trends to strategic outcome oriented goals 21 3 National Heritage Council, Medium Term Strategic Framework (Revised)

4 Official sign-off It is hereby certified that this Strategic Plan: Was developed by the management of the National Heritage Council under the guidance of the Department of Arts and Culture Takes into account all the relevant policies, legislation and other mandates for which the National Heritage Council is responsible Accurately reflects the strategic outcome oriented goals and objectives which the NHC will endeavour to achieve over the period 2016/17 to 2019/20 Mr. Uzwelithini Mathebula Chief Financial Officer Signature: Adv. Sonwabile Mancotywa Chief Executive Officer Signature: Dr. Marcus Balintulo Council Chairperson Signature: National Heritage Council, Medium Term Strategic Framework (Revised) 4

5 Foreword The Council of the NHC has developed this Strategic Plan as a road map to guide the activities, programmes and projects of the NHC in the coming four years. This Strategic Plan is a product of an inclusive and extensive planning process that began with senior management and staff undertaking a strategy review on April followed by the Council Business Planning Session on 14 May 2015 as well as the Strategy Review Session of 26 October Through the implementation of this Medium Term Strategic Framework (MTSF), Annual Performance Plans (APPs) the NHC will be making its contribution to the national imperatives and projects of nation building and social cohesion as articulated in Outcome 14 and the National Development Plan (NDP). The plan is premised on a thorough analysis of the NHC s historical evolution, the context in which it exists, emerging trends, its strengths and weaknesses as well as opportunities and threats to its current and continued existence. The mandate of the NHC is clearly articulated in its founding legislation, the National Heritage Council Act, Act No.11 of 1999 which eases the understanding of what the institution should be doing. Owing to resource limitations and emerging scenarios such a Strategic Plan becomes necessary to guide what should be points of emphasis and what programmes become priorities. It serves as a road map to articulate steps to be undertaken towards realising the NHC vision of A nation proud of its African Heritage. The NHC is acutely aware of the ongoing dynamics in both the external and internal environments which are largely driven by the prevailing socioeconomic factors, chief among which is the negative economic climate which exacerbates the triple challenges of poverty, unemployment, and inequality and therefore locates its role within the broader scope of eradicating these challenges. In pursuing its mandate the NHC will therefore take into cognisance the need to do more with less given the limited resources at our disposal; we will further take advantage of emerging technologies, particularly information and communication technologies (ICT) e.g. the migration to digital broadcasting, to expand our footprint and reach especially in the knowledge production and dissemination domains. This sector also presents opportunities for the commercialisation of NHC products and services. We have identified short and medium term strategic thrusts as well as high level risks that need to be managed while pursuing the opportunities in the delivery of our mandate. We shall continue to collaborate with a broad range of key stakeholders and government partners and sister institutions like Ditsong Museums, Iziko Museums, the South African Heritage Resources Agency (SAHRA) etc. to develop and implement programmes and projects that are responsive to sectoral demands and aspirations of our people. The Liberation Heritage Route (LHR) project championed by the NHC is a multidisciplinary initiative through which the NHC is working with other stakeholders at national, provincial and local levels to document the liberation of South Africa and to bring about socio economic development; on the continent the NHC is contributing to the African Liberation Heritage Programme aimed at documenting and recognising the contribution of people and institutions to the liberation of the continent. Cabinet has approved the LHR and the NHC will work with the DAC to map the process forward to build capacity and mobilise resources for the successful roll out of the LHR Business Plan. The Honourable Minister of Arts and Culture appointed the NHC Council as the Interim Accounting Authority of the Pan South African Language Board (PanSALB) following the dissolution of the PanSALB Board by the Minister. The Council in this regard will oversee the development and implementation of a turnaround strategy for the institution. Among others, success of the implementation of the Strategic Plan will be contingent on continuity and stability of organisational leadership, which the NHC managed to achieve in its first eleven years of existence. Through stable governance and leadership the NHC has maintained an unbroken record of unqualified audit opinions from the Auditor General (AG) since its establishment in We intend to sustain and improve this record from good to excellent. This Strategic Plan is cognisant of and is aligned to the Ministerial and the DAC priorities in the medium term. The Council will provide ongoing oversight on its implementation by management and adjustments will be made where necessary and justified. Dr. Marcus Balintulo Council Chairperson 5 National Heritage Council, Medium Term Strategic Framework (Revised)

6 CEO s Overview The Revised Medium Term Strategic Framework (MTSF) coincides with the commencement of National Heritage Council s second decade of existence since its establishment in Since its establishment the NHC has maintained an upward trend of achievements and occupied a central and critical position in society as a thought leader on issues of heritage preservation and promotion within the ambit of its legislative and policy mandate. The NHC has managed to raise the profile of heritage and placed it in public discourse as an important vehicle for the transformation of society through social cohesion and nation building initiatives. Over the next four years, the NHC will build on the successes and notable milestones that were achieved in in the preceding period. These include the roll out of the Heritage Transformation Charter and public consultations on the various NHC policy position papers. The other important work to occupy the NHC over the coming four years will be the nomination of the Liberation Heritage Route (LHR) for inclusion on the World Heritage List of the United Nations Education, Scientific and Cultural Organisation (UNESCO). This forms part of the important work done to memorialise the struggle for freedom and democracy in South Africa through the LHR Project. The NHC working with the Ministry and Department of Arts and Culture (DAC) through the Inter-Ministerial Committee (IMC) sought and received Cabinet approval of the LHR which will enable the roll out of the LHR across the country with the three spheres of government working together. This coming period will see the setting up of the structures and securing of funds for the implementation of the LHR Business Plan. The NHC will continue to strive for excellence and compliance with all legal and corporate governance prescripts. We will build on the proud legacy of uninterrupted eleven years of Unqualified Audit Reports, and will strengthen areas identified by the Auditor General (AG) and through our Strategy Review Process. The NHC has reached maturity having managed to sustain continuity in the Executive Leadership and other critical positions which gives us a wealth of organisational memory. Despite the challenge of limited funding from the fiscus, the NHC intends to continue with its mandate of funding community heritage projects through the annual public call. Furthermore, we are embarking on efforts to diversify our resource base through partnerships and other methods of resource mobilisation in order to continue the good work. The flagship programmes of Ubuntu Honour, the Heritage Awards and our partnership with the SATMA Awards continue to strengthen the NHC s brand equity and enable it to reach new frontiers in terms of audience development and positioning in society. Through these and other outreach programmes we intend to sustain the presence of the NHC in the minds and hearts of society steadily moving towards the attainment of our vision of A nation proud of its African heritage Over the next coming four years, as the NHC we intend to continue engaging society in general and local communities to protect, preserve and transform heritage for the benefit of future generations. Adv. Sonwabile Mancotywa Chief Executive Officer National Heritage Council, Medium Term Strategic Framework (Revised) 6

7 Part A: Strategic overview 1. Vision A nation proud of its African heritage. 2. 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 3. Core Values Within Ubuntu philosophy, the following values will guide the programmes, actions and behaviours of Council Members and employees of the NHC and all those who are acting in its name: Batho Pele; Integrity; Professionalism; Equity; and Creativity 4. The NHC Business Model and Framework Our understanding of heritage is that no single and universally acceptable definition of heritage has been proffered to date. Several attempts at defining heritage have been made in the past, one of which defines it as that which is constructed in the present from remains of the past (Ashworth and Turnbridge, 2001). The Oxford Dictionary defines it as the sum total of wildlife and scenic parks, sites of scientific and historical importance, national monuments, historical buildings, works of art, literature and music, oral traditions and museum collections and their documentation which provides the basis for a shared culture and creativity. Heritage as defined by Council, as informed by inputs solicited from the public is that 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 is practiced and assures rootedness and continuity, so that what is brought out by dynamism of culture is not changed for its own sake, but it is a result of people s conscious choice to create a better life. The NHC s focus is on heritage knowledge, socio economic development and job creation. This is informed by the mandate and our experiences from our stakeholder interactions. Our approach towards heritage programming is based on the following pillars: I. Heritage programmes: a. All heritage projects will be based on research; a. NHC Projects will be designed with focus on national implementation; b. The NHC will research, design, and implement intangible heritage projects; c. The NHC will only support tangible heritage projects through: i. Conducting research; ii. Facilitation; and iii. Provision of information d. Facilitate and update the heritage research agenda of the country (through bursaries) II. 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 7 National Heritage Council, Medium Term Strategic Framework (Revised)

8 III. NHC Project Alignment: a. All projects should align with national priorities; b. Projects should contribute to the realisation of the NHC s vision by ensuring the following: i. Building heritage knowledge; ii. Access to heritage iii. Beneficiation from heritage iv. Application of heritage to people s lives; and v. Influencing people s behaviour (including belief) IV. NHC Product and Service Offering a. Research reports on national heritage; b. National heritage knowledge interventions programme; c. Publications on national heritage; d. Information on heritage in South Africa; e. Funding; f. Liberation Heritage Route; and g. Heritage Programmes National Heritage Council, Medium Term Strategic Framework (Revised) 8

9 6. Legislative and other mandates 6.1 Legislative mandates The Constitution of the Republic of South Africa, 1996; National Heritage Council Act, 1999 (Act No. 11 of 1999); The Public Finance Management Act, No. 1 of 1999; Treasury Regulations; White Paper on Arts and Culture, 1996; Culture Promotions Act, 1983 (Act No. 35 of 1983); Cultural Institutions Act, 1998 (Act No. 119 of 1998); UNESCO Conventions and Protocols; and All pertinent labour legislation. Furthermore in terms of the National Heritage Council Act, the mandate of the NHC is: a. to develop, promote and protect the national heritage for present and future generations; b. to co-ordinate heritage management; c. to protect, preserve and promote the content and heritage which reside in orature in order to make it accessible and dynamic; d. to integrate living heritage with the functions and activities of the Council and all other heritage authorities and institutions at national, provincial and local level; 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 the history and culture of all our peoples and particularly to support research and publication on enslavement in South Africa. 6.2 Policy mandates Practice notes issued by the National Treasury; Applicable general public service policies on procurement/scm, good governance and best practice; King III Report on Corporate Governance; Legal and regulatory imperatives for NHC functional areas; The Department of Arts and Culture Medium Term Strategic framework; and The National Development Plan. 6.3 Relevant court rulings There are no current court rulings with a direct bearing to the NHC and impacting on the implementation of this Medium Term Strategic Framework. 6.4 Planned policy initiatives As per its policy advice mandate, the NHC will be making several policy recommendations to the Ministry of Arts and Culture. Among several policy initiatives the NHC will be making is the celebration and commemoration of National Days, Heritage and Development, Heritage in Private Hands, Memorials and Statues, Repatriation of Heritage, etc. 9 National Heritage Council, Medium Term Strategic Framework (Revised)

10 7. Situational analysis 7.1 Performance environment The success and visibility of the NHC have led to an increased demand for partnerships, support of community heritage events and presentations to various fora. The limited resources due to the negative economic and fiscal climate have impacted on the NHC s ability to match the demand for its products and services. The NHC intends to work more closely with its partners and stakeholders, particularly the DAC and its agencies to achieve milestones on the policy development mandate of the NHC and towards the world heritage listing of the LHR, the national focus of the LHR and the Intergovernmental Relations especially with the approval of the LHR Business Plan. Furthermore, the NHC will heed the direction set by the Revised White Paper on Arts, Culture and Heritage, if and when approved, and has geared itself to contribute meaningfully in the attainment of the goals and outcomes set out in the White Paper and by the DAC. The NHC cannot solely depend on the DAC grant to pursue and fulfil its mandate and has initiated a fundraising and resource mobilisation strategy to leverage on its strong brand and networks and enter into partnerships. The review of funding criteria by the NLDTF is leading to exclusion of public entities like the NHC from qualifying for funding presents a challenge given the limited funding received from the government grant and the disproportionately high demand for funding and support from the heritage sector and public at large. 7.2 Organisational environment The NHC is organisationally stable despite some vacancies that are gradually filled on an ongoing basis subject to the availability of The NHC is organisationally stable despite some vacancies that are gradually filled on an ongoing basis subject to the availability of funds. The current organisational structure will be reviewed in line with available resources and the repositioning of the NHC. The Council, since its appointment in December 2014, continues to provide leadership and support and Council Committees have been reconfigured to reflect the posture of the NHC going forward. There will be improvement of internal operations particularly communications and records keeping, among others through the establishment of the intranet, and commencement with the establishment of the registry. Strengths a. The organisation is well known in the sector b. Specialised knowledge base on heritage c. Solid skills base on intangible heritage. d. Responsiveness to sector demands e. Strong network of partnerships f. Strong mandate g. Internal stability h. Thought leadership and the first point of call on heritage matters i. Direct contact with clients j. Quick turnaround times Weaknesses a. Limited resources: o Human & financial resources b. Inadequate formalisation of integrated knowledge management system c. Limited capacity to adequately pursue and respond to emerging opportunities and burning issues in the sector Opportunities a. Maximize partnerships with existing partners to limit constraints with our resources (funding) b. Digital migration is an opportunity for promotion of heritage content c. Digitization of heritage content d. Generating revenue from realizing IP e. World heritage management (coordination, ongoing management and getting more sites nominated). f. Approval of the LHR Business Plan by Cabinet. Potential investment and development of sites, to enable job creation etc. g. Review of the DAC Draft White paper could present an opportunity for further growth of the organization. National Heritage Council, Medium Term Strategic Framework (Revised) 10

11 Threats a. Funding threat due to National Treasury fiscal squeeze and poor GDP growth over the next 7-20 years. b. Globalisation and the various challenges emanating from it, including erosion of South African culture and heritage. c. Shifts in the cultural landscape result in servicing unbudgeted activities d. Delays in the review of the Draft White Paper on Arts, Culture and Heritage could present challenges due to the uncertainty. Key success factors The following elements, linked to the strategic thrusts are critical for the NHC strategy to be successful: Successful implementation of plans Resource mobilisation Strategic focus Cost containment and efficiency Creativity e.g. Liberation Heritage Route Mutually beneficial partnerships e.g. Home of Legends Maintenance of a solid skills resource base Appropriate configuration Repositioning of the NHC 11 National Heritage Council, Medium Term Strategic Framework (Revised)

12 7.3 NHC ORGANISATIONAL STRUCTURE National Heritage Council, Medium Term Strategic Framework (Revised) 12

13 8. Strategic Outcome Oriented Goals of the NHC Strategic Outcome oriented Goal 1 Indicators An internationally recognised heritage organisation on the African Continent Increase the level of awareness and participation in Africa of the NHC as a heritage organisation through the following: Number of activities to promote awareness about the NHC Number of multilateral and bilateral heritage agreements initiated with African countries Number of presentations of research data on African Liberation Heritage Programme Number of Heritage Exchange Programmes participated in Strategic Outcome Mainstreaming of Liberation Heritage oriented Goal 2 Indicators Proportion of milestones achieved in the domestic management of liberation heritage Proportion of milestones achieved 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 Establishment of Project Management Office Strategic Outcome oriented Goal 3 Increased knowledge and awareness about South Africa s heritage by South Africa s citizens Indicators Increased number of participants in heritage activities Number of research outputs produced Number of manuscripts from funded heritage projects published Number of presentations made on heritage Number of knowledge partnerships signed Proportion of performance milestones achieved on the implementation of the NHC Language Policy Percentage performance on the research agenda Strategic Outcome oriented Goal 4 The leading institution on intangible heritage in South Africa and support for tangible heritage. Indicators Approved framework for the establishment of the heritage institute by 2017 Number of Intangible Cultural Heritage (ICH) Research initiatives funded Number of intangible heritage programmes implemented and tangible heritage programmes supported. 13 National Heritage Council, Medium Term Strategic Framework (Revised)

14 Strategic Outcome Contribution to social cohesion and nation building (Outcome 14) oriented Goal 5 Indicators Number of Stakeholder Engagements annually Number of Advocacy Programmes / Campaigns conducted annually Number of nation building initiatives implemented and funded annually Number of collaborations and partnerships on social cohesion and nation building Strategic Outcome oriented Goal 6 Indicators An effective, efficient and sustainable institution Effectiveness Unqualified audit Percentage of achievement of predetermined objectives Efficiency Level of functionality of operational systems (Productivity, input vs output & uptime of ICT systems) Sustainability Level of knowledge and skills retention ( % of staff turnover) Alignment with adapted King III (Scorecard) Approved knowledge management strategy and system by end of 2016 Retention of Institutional Memory (Database of heritage practitioners) Diversity of funding streams (% of funding from alternative sources outside DAC) National Heritage Council, Medium Term Strategic Framework (Revised) 14

15 Part B: Strategic Objectives 9. Programme 1: Administration The aim of the programme is to provide strategic leadership and enable the NHC performance through the delivery of support services. The programme is made of the following sub-programmes: Office of the Chief Executive Officer (CEO), Communications, Corporate Services, Company Secretariat, Internal Audit and Office Accommodation. 9.1 Strategic Objectives Strategic Objective 1.1. Provide strategic management services: Planning, monitoring, compliance and reporting on implementation of NHC Strategy and Annual Performance Plan. Indicators Organisation wide adherence to compliance dates implemented (Dates by which compliance documents are submitted to the DAC). Strategic Objective 1.2. Provide legal services to the NHC Indicators Percentage of legal services requests responded to within 10 working days: Strategic Objective 1.3. Promote the NHC and its programmes Indicators Number of heritage publications produced and distributed; Number of media engagements conducted; Number of multi-media campaigns conducted and monitored; and Number of advertising campaigns conducted. Strategic Objective 1.4. Development of highly capable organisational personnel Indicators Level of implementation of the Approved Annual Training Plan in critical skills; Number of staff retained in funded positions; Number of initiatives to promote employee wellness; and Percentage of performance reviews conducted for all employees quartely. Strategic Objective 1.5. Financial and Procurement Support provided Indicators Annual statutory financial information provided within prescribed time; Level of audit issues resolved annually; and Audit opinion (unqualified)/(clean). Strategic Objective 1.6. Provide ICT support Indicators IT client satisfaction survey rating achieved (%); Average response time from IT call logged until responded to (hours); Local Area Network availability (%); and Disaster recovery & business continuity plan reviewed and tested. 15 National Heritage Council, Medium Term Strategic Framework (Revised)

16 10. Programme 1: Strategic Goals, Objectives, Indicators and Annual Targets Strategic Outcome Oriented Goals No. Strategic Objective Indicator Medium-term targets An effective, efficient and sustainable institution. 1.1 Provide Strategic Management Services Dates by which compliance documents are submitted to the DAC Organisation wide adherence to compliance dates implemented Organisation wide adherence to compliance dates implemented Organisation wide adherence to compliance dates implemented Organisation wide adherence to compliance dates implemented An effective, efficient and sustainable institution. 1.2 Provide legal services to the NHC Percentage of legal services requests responded to within ten working days 100% of legal services requested to be responded to within ten working days 100% of legal services requested to be responded to within ten working days 100% of legal services requested to be responded to within ten working days 100% of legal services requested to be responded to within ten working days An effective, efficient and sustainable institution. 1.3 Promote the NHC and its programmes Number of heritage publications produced and distributed Heritage Magazine published and distributed (2x issues of 5000 copies each) Heritage Magazine published and distributed (2x issues of 5000 copies each) Heritage Magazine published and distributed (2x issues of 5000 copies each) Heritage Magazine published and distributed (2x issues of 5000 copies each) Number of media engagements conducted 12x Media engagements conducted (media coordination for projects e.g. briefings) 12x Media engagements conducted (media coordination for projects e.g. briefings) 12x Media engagements conducted (media coordination for projects e.g. briefings) 12x Media engagements conducted (media coordination for projects e.g. briefings) Number of multi-media campaigns conducted and monitered 10 multimedia awareness campaigns conducted about NHC key projects 10 multimedia awareness campaigns conducted about NHC key projects 10 multimedia awareness campaigns conducted about NHC key projects 10 multimedia awareness campaigns conducted about NHC key projects Number of advertising and branding campaigns conducted 1x advertising and branding campaigns conducted 1x advertising and branding campaigns conducted 1x advertising and branding campaigns conducted 1x advertising and branding campaigns conducted An effective, efficient and sustainable institution. 1.4 Development of highly capable organisational personnel Level of implementation of the Approved Annual Training Plan on critical skills 100% implementation of the approved Annual Training Plan on critical skills 100% implementation of the approved Annual Training Plan on critical skills 100% implementation of the approved Annual Training Plan on critical skills 100% implementation of the approved Annual Training Plan on critical skills Number of staff retained in funded positions 80% staff retention in funded posts 80% staff retention in funded posts 80% staff retention in funded posts 80% staff retention in funded posts Number of initiatives to promote employee wellness 2 initiatives to promote employee wellness implemented 2 initiatives to promote employee wellness implemented 2 initiatives to promote employee wellness implemented 2 initiatives to promote employee wellness implemented Percentage of performance reviews conducted for all employees. 100% Quarterly performance reviews for all employees conducted 100% Quarterly performance reviews for all employees conducted 100% Quarterly performance reviews for all employees conducted 100% Quarterly performance reviews for all employees conducted National Heritage Council, Medium Term Strategic Framework (Revised) 16

17 Strategic Outcome Oriented Goals No. Strategic Objective Indicator Medium-term targets An effective, efficient and sustainable institution. 1.5 Financial and Procurement Support provided Annual statutory financial information provided within prescribed time 2015/2016 Annual statutory financial information provided within prescribed time 2016/2017 Annual statutory financial information provided within prescribed time 2017/2018 Annual statutory financial information provided within prescribed time 2018/2019 Annual statutory financial information provided within prescribed time Level of audit issues resolved annually 100% audit issues resolved annually 100% audit issues resolved annually 100% audit issues resolved annually 100% audit issues resolved annually Audit opinion (unqualified) (Clean) Unqualified Audit Opinion Outcome Clean Audit Opinion Outcome Clean Audit Opinion Outcome Clean Audit Opinion Outcome An effective, efficient and sustainable institution. 1.6 Provide ICT support Level of IT client satisfaction survey rating achieved (%) IT client satisfaction survey rating achieved (65%) IT client satisfaction survey rating achieved (70%) IT client satisfaction survey rating achieved (75%) IT client satisfaction survey rating achieved (80%) Level of logged calls responded to within 2 hours average response time from IT call logged until responded to 100% of logged calls responded to within 2 hours average response time from IT call logged until responded to 100% of logged calls responded to within 2 hours average response time from IT call logged until responded to 100% of logged calls responded to within 2 hours average response time from IT call logged until responded to 100% of logged calls responded to within 2 hours average response time from IT call logged until responded to Level of Local Area Network availability (%) Local Area Network availability (95%) Local Area Network availability (95%) Local Area Network availability (95%) Local Area Network availability (95%) Disaster recovery & business continuity plan reviewed and tested Disaster recovery & business continuity plan reviewed and tested Disaster recovery & business continuity plan reviewed and tested Disaster recovery & business continuity plan reviewed and tested Disaster recovery & business continuity plan reviewed and tested 17 National Heritage Council, Medium Term Strategic Framework (Revised)

18 11. Programme 2: Heritage Promotion The aim of the heritage Promotion programme is to meet NHC customer expectations through the delivery of NHC products and services. The programme is made up of the following sub programmes: Heritage; Funding and the Liberation Heritage Route. Strategic Objective 2.1. Implemented exchange programmes annually Indicators Number of draft agreements issued to different bodies Number of exchange programmes participated in annually Strategic Objective 2.2. International multilateral engagement Indicators Number of world heritage projects that the NHC participates in annually Strategic Objective 2.3. Research Outputs produced Indicators Number of academic publications produced annually Number of Position Papers produced annually Strategic Objective 2.4. Response to enquiries on heritage submitted to the NHC Indicators Percentage of written queries submitted to the NHC responded to within 7 working days Strategic Objective 2.5. Impact study concluded Indicators Date by which Impact Study is concluded Strategic Objective 2.6. Heritage Journal articles contributed Indicators Number of articles contributed to accredited journals Strategic Objective 2.7. Establish a Heritage Institute Indicators Date by which a heritage institute framework is approved Strategic Objective 2.8. Nation Building initiatives implemented and funded Indicators Number of Cultural Expressions supported Number of heritage education initiatives supported Strategic Objective 2.9. Support and funding of community heritage projects Indicators Number of Commemorative events supported Number of repatriations supported Number of funded heritage projects Strategic Objective Diversity of funding streams Indicators Percentage of additional funds raised outside the DAC grant Strategic Objective Initiatives and programmes to mainstream liberation heritage Indicators Number of milestones in the management of LHR World Heritage programme Number of submissions on the African Liberation Heritage Programme Percentage of identified sites on the tentative list researched annually Number of Presentations made on liberation heritage Number of Knowledge Partnerships participated in Number of Intergovernmental Arrangements participated in National Heritage Council, Medium Term Strategic Framework (Revised) 18

19 12. Programme 2: Strategic Goals, Objectives, Indicators and Annual Targets Strategic Outcome Oriented Goals No. Strategic Objective Indicator Medium-term targets An internationally recognised heritage organisation on the African Continent. 2.1 Implemented exchange programmes annually Number of formal agreements signed with different bodies 2 formal agreements signed with different bodies 2 formal agreements signed with different bodies 2 formal agreements signed with different bodies 2 formal agreements signed with different bodies Number of exchange programmes participated in annually 1 exchange programme participated in annually 1 exchange programmes participated in annually 2 exchange programme participated in annually 2 exchange programmes participated in annually An internationally recognised heritage organisation on the African Continent. 2.2 International multilateral engagements Number of world heritage projects that the NHC participates in annually 2 world heritage projects that the NHC participates in annually 2 world heritage projects that the NHC participates in annually 2 world heritage projects that the NHC participates in annually 2 world heritage projects that the NHC participates in annually Mainstreaming of Liberation Heritage. 2.3 Research outputs produced Number of academic publications produced per year 1 academic publication produced annually 1 academic publication produced annually 1 academic publication produced annually 1 academic publication produced annually Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. Number of Position Papers produced annually 2 Position Papers produced annually 2 Position Papers produced annually 2 Position Papers produced annually 2 Position Papers produced annually Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. 2.4 Enquiries on heritage submitted to the NHC responded to Turnaround time in responding to queries submitted to the NHC 100% of queries submitted to the NHC responded to within 7 working days 100% of queries submitted to the NHC responded to within 7 working days 100% of queries submitted to the NHC responded to within 7 working days 100% of queries submitted to the NHC responded to within 7 working days Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. 2.5 Impact Study concluded Date by which Impact Study concluded Draft Impact Study Report concluded by 31 March 2017 Impact Study concluded by 31 March 2018 No subsequent targets No subsequent targets Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. 2.6 Number of articles contributed to accredited journals Number of articles contributed to accredited journals 2 articles contributed to accredited journals 2 articles contributed to accredited journals 2 articles contributed to accredited journals 2 articles contributed to accredited journals Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. 2.7 Heritage Institute established Date by which a heritage institute framework is approved. Heritage Institute framework approved by 31 March 2017 Heritage institute establishment plan approved Heritage institute establishment plan implemented Heritage institute establishment plan implemented 19 National Heritage Council, Medium Term Strategic Framework (Revised)

20 Strategic Outcome Oriented Goals Contribution to social cohesion and nation building (Outcome 14). An effective, efficient and sustainable institution Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage Mainstreaming of Liberation Heritage No. Strategic Objective Indicator Medium-term targets Number of nation building initiatives implemented and supported Number of Cultural Expressions supported Number of heritage education & skills development initiatives supported 3 Cultural Expressions supported 2 heritage education & skills development initiatives supported 3 Cultural Expressions supported 2 heritage education & skills development initiatives supported 3 Cultural Expressions supported 2 heritage education & skills development initiatives supported 3 Cultural Expressions supported 2 heritage education & skills development initiatives supported 2.9 Number of community heritage projects supported and funded Number of Commemorative events supported Number of repatriations supported 2 Commemorative events supported 2 Commemorative events supported 3 Commemorative events supported 3 Commemorative events supported 3 repatriations supported 3 repatriations supported 4 repatriations supported 4 repatriations supported Number of funded heritage projects 21 community heritage projects funded 23 community heritage projects funded 25 community heritage projects funded 25 community heritage projects funded 2.10 Diversity of funding streams Percentage of additional funds raised outside the DAC grant 2% additional funds raised outside the DAC grant 2% additional funds raised outside the DAC grant 2% additional funds raised outside the DAC grant 2% additional funds raised outside the DAC grant 2.11 Initiatives and programmes to mainstream liberation heritage Number of milestones in the management of LHR World Heritage programme 1 milestone achieved (Expanded nomination dossier produced and submitted to DAC and DEA) 1 milestone achieved (Nomination dossier evaluation process supported) 1 milestone achieved (Nomination dossier evaluation report implemented) 1 milestone achieved (Draft second phase nomination dossier on LHR property produced) Number of submissions on the African Liberation Heritage Programme 1 submission on the African Liberation Heritage Programme 2 submissions on the African Liberation Heritage Programme 2 submissions on the African Liberation Heritage Programme 2 submissions on the African Liberation Heritage Programme Percentage of identified sites on the revised tentative list researched annually 30% of identified sites on the revised tentative list researched annually 30% of identified sites on the revised tentative list researched annually 10% of identified sites on the revised tentative list researched annually 10% of identified sites on the revised tentative list researched annually Number of Presentations made on liberation heritage 5 presentations made on liberation heritage 5 presentations made on liberation heritage 5 presentations made on liberation heritage 5 presentations made on liberation heritage Number of Knowledge Partnerships participated in 2 partnerships participated in 3 partnerships participated in 4 partnerships participated in 4 partnerships participated in Number of Intergovernmental Arrangements participated in 5 Intergovernmental Arrangements participated in 7 Intergovernmental Arrangements participated in 7 Intergovernmental Arrangements participated in 7 Intergovernmental Arrangements participated in National Heritage Council, Medium Term Strategic Framework (Revised) 20

21 13. Overview of the MTEF estimates Statement of financial performance Budget Audited Outcome Budget Audited Outcome Budget Audited outcome Budget estimate Revised estimate Outcome/ Budget Average % Average growth rate (%) Expenditure/ total: Average (%) Medium-term estimate Average growth rate (%) Expenditure/ total: Average (%) R thousand 2012/ / / / / / / / / / /19 Revenue Tax revenue Non-tax revenue % % 0.4% Other non-tax revenue % % 0.4% Transfers received , % 4.3% 99.6% % 100.% Total revenue , % 3.9% 100.% % 100.% Expenses Current expenses % 2.5% 100.% , % 100.% Compensation of employees % 12.0% 37.6% % 43.7% Goods and services % -3.6% 60.5% % 54.0% Depreciation % 7.7% 1.5% % 1.8% Interest, dividends and rent on land % 44.2% 0.4% % 0.5% Total expenses % 2.5% 100.% % 100.% Surplus/(Deficit) (2 228) (19 246) % 14. Relating expenditure trends to strategic outcome oriented goals The above budget will contribute towards achieving the strategic objectives and desired Strategic outcome orientated goals as outlined in the Strategic Plan as follows: An internationally recognised heritage organisation on the African Continent. Mainstreaming of Liberation Heritage. Increased knowledge and awareness about South Africa s heritage by South Africa s citizens. The leading institution on intangible heritage in South Africa and support for tangible heritage. Contribution to social cohesion and nation building. An effective, efficient and sustainable institution. 21 National Heritage Council, Medium Term Strategic Framework (Revised)

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