Annual Report 2016/2017

AMAFA AKWAZULU NATALI HERITAGE KWAZULU- NATAL

ANNUAL REPORT 2016/2017

CONTENTS

DESCRIPTION PAGE REPORT OF THE CHAIRMAN OF THE COUNCIL 3 SUBMISSION OF THE ANNUAL REPORT 5 MISSION STATEMENT 5 VALUES AND VISION OF AMAFA 5 LEGISLATION 6 HERITAGE RESOURCES 7 CATERGORIES OF PROTECTION 7 GOALS AND STRATEGIES 8 PROGRAMME ANALYSIS

PROGRAMME 1: CORPORATE SERVICES 10 PROGRAMME 2: SUPPORT SERVICES 19 PROGRAMME 3: ONDINI HERITAGE, COLLECTIONS AND 31 INTERPRETATION PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK 38 PROGRAMME 5: RESEARCH AND COMPLIANCE 42 OVERALL FINANCIAL PERFORMANCE BY PROGRAMME LEVEL 50 OVERALL FINANCIAL PERFORMANCE BY ECONOMIC CLASSIFICATION 51 RECONCILIATION TO THE ANNUAL FINANCIAL STATEMENTS 52 COMMITMENTS 53 UNAUDITED SUPPLEMENTARY SCHEDULES 55 HUMAN RESOURCES MANAGEMENT 63 ANNUAL FINANCIAL STATEMENTS 70

REPORT OF THE ACCOUNTING AUTHORITY OF AMAFA AKWAZULU NATALI FOR THE YEAR ENDED 31 MARCH 2017

During the year, major focus was given toward the intending merger of the administration of heritage within the Province. The new institution was meant to come into effect as at 1 April 2016 however, due to unforeseen circumstances the process of programming the relevant policy pronouncement has taken much longer that initially intended. I have, in the interim been appointed in an acting capacity as the Chief Executive Officer. Further as per Section 49(2)(b) of the Public Finance Management Act, No. 1 of 1999, I will also hold the office of the accounting authority.

As the Accounting Authority and Acting Chief Executive Officer of Amafa AkwaZulu Natali, it gives me great pleasure to announce, that Amafa AkwaZulu Natali has received an unqualified audit opinion from the Auditor-General.

Despite a financially constrained environment due to provincial-wide budget cuts, Amafa has delivered on its mandate. Donor funding coupled with efficient use of the grant allocation has allowed for us to not only maintain the heritage fabric of the Province, as is our core function but also we were able to add to the existing inventory through the roll-out of various projects. The 2017 Annual Report will demonstrate the concerted effort made by staff, heritage stakeholders and the Provincial Government in ensuring the preservation, conservation and promotion of the heritage resources so abundantly available in KwaZulu-Natal.

In a continued effort to redress the historical disparity of the recognition of heritage significance, two (2) ancestral markers were erected viz. the first at the Nzama Ancestral Site while the second was erected at the Phalani Mkwanazi Ancestral Site. In addition, the Borders Rifle Memorial was rebuilt while other necessary repairs were also undertaken at this site. Five (5) sites saw the installation of new interpretive panel. These sites were at Border Cave, Gingindlovu, Khambula, Hlobane and the Ulundi Battlefield. The work done on these projects were funded through a generous donation by Dr. V Stephanopoli.

In partnership with the KwaZulu-Natal Office of the Premier: Heritage Unit, a site refurbishment project was completed at the Spioenkop Battlefield. These refurbishments included the installation of water-saving devices, general paving and construction of new footpaths around the site. The Heritage Unit also funded the Isandlwana Soil Reclamation project which saw the installation of gabions on the Isandlwana Battlefield, thereby preventing damage to this heritage site that is usually caused by soil erosion. Another project funded by the Heritage Unit was the installation of the rainwater harvesting system at the Isandlwana site, thus supplementing the supply of water at this facility. In an effort to provide up-to-date information regarding the heritage resources at sites, the Office of the Premier also funded the printing of new information brochures at various sites. These projects were co-managed between Amafa and the Heritage Chief Directorate in the Office of the Premier. This was partly done in anticipation of the looming merger and also to contribute somewhat to the management of change in the process.

Another key and larger mandate is the maintenance of sites in and around the Province. Despite a dwindling budget, Amafa still managed to provide maintenance to approximately 45 minor sites of conflict within the Province, partnering with the Commonwealth War Graves Commission in maintaining certain of the major military cemeteries. Beyond this, our key centres, viz. Shiyane, Isandlwana, Dukuza, Ondini (and related sites) and the Multi Media Centre at uMgungundlovu are also maintained. Such maintenance work utilises the larger portion of our operational budget. Stakeholder liaisons often assist in the maintenance of other sites around KwaZulu Natal. Amafa wishes to extend its appreciation to such partners for their involvement during the year.

Historically, many problems were encountered in getting local tiers of government to accept responsibilities and undertaking work with regard to local heritage sites. In an effort to address such 3

problems, workshops were hosted with five (5) such local government structures as well as having submitted guidance materials and resources to a further four (4) municipalities. By doing such work, these organs of state now better realise their involvement and responsibilities when it comes to management of heritage resources within their jurisdiction.

Amafa continues to play a pivotal role in maintaining provincial sites of conflict, most notably the Isandlwana, Shiyane and Spioenkop Battlefields, which, between them attracted in excess of 26 000 visitors.

The state of the art Multimedia Centre at uMgungundlovu now stands as the principle interpretive facility dealing with the birth and history of the Zulu nation. Certain of the computer aided exhibits, such as a three dimensional map table onto which spatial information is projected, are world firsts. The centre has been attended by 2 687 visitors during this year and has received wide-spread praise from both local and international visitors.

As a part of the KwaZulu Cultural Museum’s Educational Outreach Programme, the “Travelling Museum” visited twenty-eight (28) schools and at the Ondini Historic Reserve, hosted nineteen (19) traditional skills workshops with learners and educators. These workshops aim to impart knowledge and skills to learners in various traditional skills such as basketry, weaving, beadwork, etc. In additional to these, we hosted two (2) celebration day events viz. Museums Day in May 2016 and Heritage Day in September 2016. During the school holidays we hosted, at the Museum, six (6) holiday programmes for learners within the neighbouring proximity.

While the aforementioned successes are acknowledged, Amafa AkwaZulu Natali still finds itself in a delicate financial situation. Long-term issues such as the constrained financial resources, the attracting and retention of scarce-skilled staff, the marketing of the entity and staff matters still pose difficulties in work environment. The amended 2016/17 budget was simply insufficient for Amafa to adequately address its current maintenance schedule whilst still attempting to ensure that there are no losses to the undocumented heritage fabric that is so rich and so abundant in KwaZulu-Natal.

Despite the aforesaid challenges, which are needless to say, not unique to the entity, I am proud to report that for the 2016/17 year, we have achieved 86,27% (44 out of 51) of our planned annual targets. The financial support provided by external stakeholders, such as Dr. Stephanopoli, the Office of the Premier: Heritage Unit and the Commonwealth War Graves Commission we were able to undertake and complete a further twenty-three (23) additional projects. Further, all projects rolled over from the 2015/16 financial year into the 2016/17 period have been completed.

The 2016/17 Annual Report will demonstrate that the staff of Amafa, have met their statutory obligations, obtained best value-for-money, and have eliminated fruitless and wasteful expenditure. Amafa AkwaZulu Natali remains committed to the implementation of the austerity measures as instructed by Treasury Circular PT (10) of 2016/17. Again, I wish to extend my sincerest appreciation to the executive and staff for their contribution during this year.

REV. VIKINDUKU MNCULWANE ACTING CHIEF EXECUTIVE OFFICER AMAFA AKWAZULU NATALI 29 JULY 2017 4

SUBMISSION OF THE ANNUAL REPORT

In accordance with the legislative requirements, as detailed by Section 55 of the Public Finance Management Act, No. 1 of 1999, we have the pleasure of presenting the Annual Report for the financial period 1 April 2016 to 31 March 2017.

MISSION OF AMAFA AKWAZULU NATALI

“To strive for excellence in the management of the heritage resources of KwaZulu-Natal by creating opportunities for its people to participate in heritage matters”

VISION OF AMAFA AKWAZULU NATALI

To be custodians of the shared history for all the people of KwaZulu-Natal

VALUES OF AMAFA AKWAZULU NATALI

The Council of Amafa subscribes to the following values:

 People-centred approach ;  Service standards of excellence;  Accessibility to sites and facilities;  Relevance;  Openness and transparency;  Value-for-money;  Accountable leadership;  Integrity and respect; and  Collaboration and co-operation

BACKGROUND

Amafa AkwaZulu Natali is the custodian of the heritage resources of KwaZulu – Natal. We hold ourselves accountable for the discharge of our responsibilities in a professional manner, whilst aiming to promote the preservation of heritage resources within our province. We aspire to the highest standards of operational and fiscal management and discipline while acknowledging the importance of service delivery.

We endeavour to work as a team, planning with precision and executing duties with enthusiasm and commitment, striving at all times to improve service delivery, organisational performance and transparency in our operations. Staff is considered a valuable resource in which we will invest thereby affording opportunities to enhance skills and accordingly careers.

Our dealings with the public and colleagues will be conducted with integrity, displaying respect, fairness and objectivity. In achieving this, we will honour the faith and reliance placed upon the organisation.

Durban Local History Museum (aka The Old Courthouse Museum)

The building of the Durban Local History Museum was completed in 1866. The architect was Peter Paterson. The building was originally used as a court and post office and as such is the oldest surviving Government building in Durban

LEGISLATION

Amafa AkwaZulu Natali is governed in the main by the following legislation:

NATIONAL LEGISLATION PROVINCIAL LEGISLATION

1. Basic Conditions of Employment Act 75 of 1997 1. KwaZulu-Natal Cemeteries and Crematoria Act 12 of 2. Compensation for Occupational injuries and Diseases 1996 Act 130 of 1993 2. KwaZulu-Natal Provincial Archives Act 5 of 2000 3. Constitution of the Republic of South Africa Act 108 of 3. KwaZulu-Natal Internal Audit Act 2 of 2001 1996 4. KwaZulu-Natal Provincial Roads Act 4 of 2001 4. Council for the Built Environment Act 43 of 2000 5. KwaZulu-Natal Traditional Leadership and Governance 5. Criminal Procedure Act 51 of 1977 Act 5 of 2005 6. Deed’s Registries Act 47 of 1937 6. KwaZulu-Natal Pound Act 3 of 2006 7. Electronic Communications Act 36 of 2005 7. KwaZulu-Natal Heritage Act 4 of 2008 8. Employment Equity Act 55 of 1998 8. KwaZulu-Natal Planning and Development Act 6 of 2008 9. Expropriation Act 55 of 1965 9. KwaZulu-Natal Land Administration Act 3 of 2003 10. Extension of Security of Tenure Act 62 of 1997 11. Films and Publications Act 65 of 1996 12. Firearms Control Act 60 of 2000 13. Formalities in Respect of Leases of Land Act 18 of 1969 14. Government Employees Pension Fund Law 21 of 1996 15. Human Tissue Act 65 of 1983 16. Immigration Act 13 of 2002 17. Income Tax Act 36 of 1996 18. Institution of Legal Proceedings Against Certain Organs of State Act 40 of 2002 19. Labour Relations Act 66 of 1995 20. Land Reform Act 3 of 1996 21. Magistrate’s Court Act 32 of 1944 22. Medical Schemes Act 131 of 1998 23. National Environmental Management Act 107 of 1998 24. National Heritage Resources Act 25 of 1999 25. National House of Traditional Leaders Act 10 of 1997 26. Occupational Health and Safety Act 85 of 1993 27. Prescription Act 68 of 1969 28. Prevention of Illegal Eviction from and Unlawful Occupation of Land Act 19 of 1998 29. Promotion of Access to Information Act 2 of 2000 30. Promotion of Administrative Justice Act 3 of 2000 31. Promotion of Equality and Prevention of Unfair Discrimination Act 4 of 2000 32. Protection of Information Act 84 of 1982 33. Public Finance Management Act 1 of 1999 34. Skills Development Act 97 of 1998 35. Skills Development Levies Act 9 of 1999 36. Supreme Court Act 59 of 1959 37. Tax on Retirement Funds Act 38 of 1996 38. Unemployment Insurance Act 63 of 2001 39. Unemployment Contributions Act 4 of 2002 40. Workmen’s Compensation Act 30 of 1941 41. World Heritage Convention Act 94 of 1996

REVISIONS TO LEGISLATIVE AND OTHER MANDATES

There have been no significant revisions to the entity’s legislative and other mandates. We continue to be governed by the KwaZulu Natal Heritage Act, No. 4 of 2008.

However, at present, there is a draft Heritage Bill that has been circulated for comment. This draft Bill, once enacted, may or may not replace the current Heritage Act (referred to above), depending on the establishment of the new entity or unit that is to administrate the heritage within the Province.

HERITAGE RESOURCES

Within the KwaZulu – Natal Heritage Act, No. 4 of 2008, the following are categorised as “heritage assets”:  Places, buildings, structures and equipment of cultural significance;  Places to which oral traditions are attached and/or places associated with living heritage;  Historic settlements and townscapes;  Landscapes and natural features of scientific and cultural importance;  Archaeological and paleontological sites;  Graves and burial grounds;  Movable objects including:  Objects recovered from the soil or waters of the Province of KwaZulu – Natal, including archaeological and paleontological objects, materials, meteorites and rare geological specimens;  Ethnographic art and objects;  Military objects;  Objects of decorative art;  Objects of fine art;  Objects of scientific or technological interest;  Books, records, documents, photographic positives and negatives, graphs, films and video materials and sound recordings;  Battlefields; and  Traditional building techniques and vernacular architecture.

CATEGORIES OF PROTECTION

Heritage Landmarks: For sites not the property of the Province, a provincially supported body, a local authority or a body supported by a local authority. Heritage Objects: Are artefacts and the collection thereof, which have substantial aesthetic, historic, scientific and/or technological importance or which have a significant connection to a site protected in terms of the abovementioned General Protections: Are applicable to any structure older than sixty (60) years, public memorials and monuments, battlefields and archaeological, rock art, paleontological and meteorite sites. Provincial Landmark: For sites which are the property of the Province, a provincially supported body or a local authority. Provincial Heritage Register: Is an inventory of conservation-worthy sites as published by notice in the Provincial Gazette

Gandhi Phoenix Settlement (Durban) In 1904 Mahatma Gandhi established a settlement at Phoenix devoted to his principles of Satyagraha [passive resistance]. The newspaper Indian Opinion, which he founded in 1903, was published at Phoenix Settlement. The settlement comprised 100 acres of land with several main buildings clustered together on a small hill known as the Apex area. The property, which cost £1000, apparently had once been a sugar farm and had many fruit trees growing on it. In 1985, during the so called 'Inanda Riots', the Settlement was badly damaged and about 8 000 people informally settled in the area in what has come to be known as Bhambayi. A number of the buildings including Gandhi's house have since been restored and the settlement now forms part of Inanda Heritage Trail.

STRATEGIC GOALS OF AMAFA AKWAZULU NATALI

The Council of Amafa has adopted the following core goals which have been integrated into this Strategic Plan: 1. Amafa aims to promote awareness of the significance and value of cultural heritage resources while ensuring that cultural heritage management is integrated into the economic, social and environmental activities in the Province; 2. Amafa aims to ensure that the full diversity of cultural heritage resources in KwaZulu-Natal is conserved and managed; 3. Amafa aims to promote the sustainable and equitable use of cultural heritage resources in the Province, while implementing the controls necessary to ensure sustainability and equity; 4. Amafa aims to facilitate community access to cultural heritage resources and provide appropriate auxiliary services, including opportunities for education and research; 5. Amafa aims to support tourism in KwaZulu-Natal by providing appropriate visitor facilities and experiences; 6. Amafa aims to employ suitably qualified personnel to ensure that cultural heritage management is conducted effectively; 7. Amafa aims to operate within the relevant legislative prescripts and regulations; 8. Amafa aims to continuously monitor and evaluate its own performance, and develop innovative solutions appropriate to the Province’s heritage requirements; and 9. Amafa aims to facilitate learning in the field of heritage both within its staff complement and within those with whom it interacts.

PICTURED ABOVE (LEFT – RIGHT): MEMORIALS TO THE BRITISH AND THE BOERS ATOP SPIOENKOP

THE BATTLE OF SPIOENKOP (23 – 24 JANUARY 1900)

At the beginning of the South African War, Boer forces entered Natal and attacked the British forces at Dundee. As the British retreated to Ladysmith, the Boers took up positions along the Thukela River in the Colenso area. On 15 December 1900, British troops under the command of Sir Redvers Buller, tried breaking through the Boer lines but suffered a humiliating defeat at Colenso. Spioenkop was the highest point on the Boer line. It offered good views in all directions and allowed control of the road to Ladysmith. The British thought this the optimal point to break the Boer frontlines. On the night of 23 January 1900, the British attempt to capture Spioenkop began. A series of blunders and misunderstandings resulted

in another heavy defeat for the British. Under the cover of dark and obscured by mist 1 700 British soldiers moved towards

the summit of the mountain. After a little resistance, the British were able to flush the 100 or so Boers from the top of the mountain. This seemed like a good position but as the mist lifted at dawn the British found they were exposed to fire from the surrounding Boer-occupied hills. In particular the Carolina Commando, under Commandant Hendrik Prinsloo who occupied Aloe Knoll to the right of the British position, was responsible for many of the British casualties. British reinforcements arrived during the day but it made little difference to the battle that ended the following night when the British began a retreat. On that day 343 British were killed and 563 wounded. The Boers lost 68 men and 134 were

wounded. 8

SERVICE DELIVERY PROGRAMME ANALYSIS FOR THE YEAR ENDING 31 MARCH 2017

PROGRAMME 1: CORPORATE SERVICES

PURPOSE

The corporates services function is responsible for providing financial control, human resources management and strategic support to the organisation.

MEASURABLE OBJECTIVE

This programme aims to ensure effective and efficient management and support to the organisation, through continuous refinement of the organisational strategies.

SUB – PROGRAMMES

Within the Corporate Services programme of Amafa, there are two (2) broadly defined sub- programmes viz:

 The Finance Directorate; and  The Administration, Human Resources and Legal Directorate.

The duties of the each of these directorates are often interlinked though some may be specific to an individual directorate. The role in supporting the overall goals of the organisation will hinge on:

 Ensuring the delivery of cost effective transactional services as a key financial output;  Maintaining an approach geared towards the efficient use of organisational resources;  Improving support for internal processes by maintaining and (where necessary) enhancing systems and processes;  Contributing to the establishment of a knowledge management culture and implementing an efficient network that establishes the achievement of the organisation’s goals;  Supporting learning and growth objectives by refining the human capital plans of the organisation, i.e. the leadership development plan and skills development plan.

Over the years governed by this strategic plan, the Directorate: Administration, Human Resources and Legal will focus on enhancing the efficiency of its services through the re-organisation of the recruitment function and by re-alignment of the human resource structure, based on the organisation’s strategic goals.

The directorate aims to implement the strategic management of staff. Specific focus will be placed on the attraction, development and retention of scarce skills.

The Directorate: Finance will focus on compliance with all relevant statutes and regulations, most notably the Public Finance Management Act. The directorate manages its risk by reviewing and implementing policies, prescripts and current legislation pertinent to its operations and functions.

PICTURED ABOVE: SHIYANE/RORKES DRIFT CENTRE 10

STRATEGIC OBJECTIVES

SUB-PROGRAMME: HUMAN RESOURCES SUB-PROGRAMME: ADMINISTRATION SUB-PROGRAMME: LEGAL SERVICES SUB-PROGRAMME: FINANCE

STRATEGIC OBJECTIVE 1: EFFECTIVE STRATEGIC MANAGEMENT AND LEADERSHIP IN THE ADMINISTRATION AND OPERATIONS OF AMAFA AKWAZULU NATALI

TO EFFECTIVELY COORDINATE GOVERNANCE AND ACCOUNTABILITY SO AS TO ENSURE EFFECTIVE, EFFICIENT AND OBJECTIVE STATEMENT FULLY COMPLIANT MANAGEMENT OF AMAFA

INDICATOR TO MAINTAIN AN UNQUALIFIED AUDIT WITH NO FINDINGS

MEASURABLE KEY PERFORMANCE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET 2019/20 TARGET 2020/21 TARGET OBJECTIVE INDICATOR

Submission of twelve Submission of twelve Submission of twelve Submission of twelve Submission of twelve Number of core (12) core operational (12) core operational (12) core operational (12) core operational (12) core operational operational human human resources human resources human resources human resources human resources resources reports reports submitted to reports submitted to reports submitted to reports submitted to reports submitted to submitted to the Chief the Chief Executive the Chief Executive the Chief Executive the Chief Executive the Chief Executive Executive Officer Officer Officer Officer Officer Officer Number of core Submission of twelve Submission of twelve Submission of twelve Submission of twelve Submission of twelve operational (12) core operational (12) core operational (12) core operational (12) core operational (12) core operational administration reports administration reports administration reports administration reports administration reports administration reports Promotion of submitted to the Chief submitted to the Chief submitted to the Chief submitted to the Chief submitted to the Chief submitted to the Chief transparency, Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer accountability and Number of core compliance with the operational legal Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to service delivery targets services compliance be submitted to the be submitted to the be submitted to the be submitted to the be submitted to the of Amafa reports submitted to Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer the Chief Executive via Deputy Director: via Deputy Director: via Deputy Director: via Deputy Director: via Deputy Director: Officer via Deputy Professional Services Professional Services Professional Services Professional Services Professional Services Director: Professional Services Number of core operational finance Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to Twelve (12) reports to compliance reports be submitted to the be submitted to the be submitted to the be submitted to the be submitted to the submitted to the Chief Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer Executive Officer

SUB-PROGRAMME: HUMAN RESOURCES THREE YEAR ANNUAL TARGETS

STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE KEY PERFORMANCE INDICATOR 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET

Continuous improvement of Number of Reports on the Audit of One (1) Report on the One (1) Report on the One (1) Report on the policies and procedures to Human Resources policies and Audit of Human Audit of Human Audit of Human promote good labour relations procedures Resources Policies Resources Policies Resources Policies

Compilation of one Compilation of one Compilation of one Number of skills development plans (1) 2017/18 Skills (1) 2018/19 Skills (1) 2019/20 Skills compiled Assessment of human capital Development Plan Development Plan Development Plan to identify optimal usage of resources in the promotion and Number of performance Two (2) performance Two (2) performance Two (2) performance transformation of assessment(s)/ evaluation processes assessment(s)/ assessment(s)/ assessment(s)/ The development of skills is organizational goals and undertaken for all staff on levels 1 - 12 evaluation processes evaluation processes evaluation processes sufficient and appropriate to objectives service the growth and in accordance with the Framework for undertaken for all undertaken for all undertaken for all development needs of the Monitoring and Evaluation of Staff staff on levels 1 – 12 staff on levels 1 - 12 staff on levels 1 – 12 Amafa Capacitation of staff in order to increase job satisfaction, Hosting of twelve (12) Hosting of twelve (12) Hosting of twelve (12) Number of capacitating forums hosted productivity, knowledge base capacitating forums capacitating forums capacitating forums and overall staff morale Submission of twelve Submission of twelve Submission of twelve Promotion of transparency, (12) core operational (12) core operational (12) core operational Number of core operational human accountability and compliance human resources human resources human resources resources reports submitted to the with the service delivery reports submitted to reports submitted to reports submitted to Chief Executive Officer targets of Amafa the Chief Executive the Chief Executive the Chief Executive Officer Officer Officer

Ensuring compliance with Commitment to ensure the Compilation of One Compilation of One Compilation of One the legal requirements of the financial integrity of employees Number of Financial Declaration (1) Financial (1) Financial (1) Financial human resources function in efforts to avoid fraud and Interest Reports compiled Declaration of Declaration of Declaration of and the promotion of good corruption Interest Interest Interest corporate governance

ANNUAL SERVICE DELIVERY

2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE KEY PERFORMANCE 2016/17 TARGET NOT OBJECTIVE OBJECTIVE INDICATOR ACHIEVED VARIANCE DEVIATION/COMMENT ACHIEVED Continuous improvement of policies Number of Reports on One (1) Report on One (1) report and procedures to the Audit of Human the Audit of Human - - compiled promote good labour Resources policies Resources Policies relations

Compilation of one One (1) Skills Number of skills (1) Skills Development development plans - - Development Plan for Plan compiled Assessment of human the 2017/18 year compiled capital to identify Number of optimal usage of performance resources in the assessment(s)/ promotion and Two (2) performance evaluation processes Two (2) transformation of assessment(s)/ The development of undertaken for all staff performance organizational goals evaluation processes - - skills is sufficient and on levels 1 - 12 in assessments and objectives undertaken for all appropriate to service accordance with the completed staff on levels 1 – 12 the growth and Framework for the development needs of Monitoring and Amafa Evaluation of Staff

Capacitation of staff in order to increase job Twelve (12) Hosting of twelve satisfaction, Number of capacitating capacitating (12) capacitating - - productivity, knowledge forums hosted forums forums base and overall staff hosted morale

Promotion of Submission of twelve Number of core transparency, (12) core operational Twelve (12) operational human accountability and human resources monthly resources reports - - compliance with the reports submitted to reports were submitted to the Chief service delivery targets the Chief Executive submitted Executive Officer of Amafa Officer

2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE KEY PERFORMANCE 2016/17 TARGET NOT OBJECTIVE OBJECTIVE INDICATOR ACHIEVED VARIANCE DEVIATION/COMMENT ACHIEVED Ensuring compliance One (1) with the legal Commitment to ensure Compilation of One Declaration requirements of the the financial integrity of Number of Financial (1) Declaration of of Financial human resources employees in efforts to Declaration Interest - - Financial Interest Interest function and the avoid fraud and Reports compiled Report Report promotion of good corruption compiled corporate governance

SUB-PROGRAMME: ADMINISTRATION THREE YEAR ANNUAL TARGETS

KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET INDICATOR Continuous improvement of Compile one (1) Report Compile one (1) Compile one (1) policies and procedures to Number of reports on the Audit of on the Audit of Report on the Audit of Report on the Audit of Management of the contribute to the efficient and Human Resources policies and Administrative Policies Administrative Policies Administrative Policies administrative function in effective administrative procedures compiled and Procedures and Procedures and Procedures order to optimise processes performance within the Promotion of transparency, Submission of twelve Submission of twelve Submission of twelve Number of core operational organization accountability and compliance (12) core operational (12) core operational (12) core operational administration reports submitted with the service delivery administration reports administration reports administration reports to the Chief Executive Officer targets of Amafa submitted to the CEO submitted to the CEO submitted to the CEO

ANNUAL SERVICE DELIVERY

2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE KEY PERFORMANCE 2016/17 TARGET NOT OBJECTIVE OBJECTIVE INDICATOR ACHIEVED VARIANCE DEVIATION/COMMENT ACHIEVED Continuous Management of the Compile one (1) improvement of policies administrative Number of reports on Report on the and procedures to One (1) function in order to the Audit of Human Audit of contribute to the efficient Report - - optimise performance Resources policies and Administrative and effective compiled within the procedures compiled Policies and administrative processes organisation Procedures of Amafa

2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE KEY PERFORMANCE 2016/17 TARGET NOT OBJECTIVE OBJECTIVE INDICATOR ACHIEVED VARIANCE DEVIATION/COMMENT ACHIEVED A vacancy during the Fourth Quarter required Submission of the temporary Promotion of Number of core twelve (12) core repositioning of the transparency, Eight (8) operational operational Four (4) Registry Officer. As a accountability and reports administration reports administration reports not - 4 result the monthly reports compliance with the compiled and Management of the submitted to the Chief reports submitted compiled for Quarter Four were not service delivery targets submitted administrative Executive Officer to the Chief completed. The backlog of of Amafa function in order to Executive Officer work will be completed in optimise performance the First Quarter of the within the 2017/18 financial year organisation Compile one (1) Number of reports on report on the Corporate analysis, the corporate analysis, Corporate procedures and policies procedures and policies One (1) report Analysis of the - - of IT for the entire for the information compiled Information organisation technology systems and Technology needs of Amafa systems of Amafa

SUB-PROGRAMME: LEGAL SERVICES THREE YEAR ANNUAL TARGETS

STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE KEY PERFORMANCE INDICATOR 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET

Continuous improvement of policies and procedures to Number of sections of Amafa for which Review of five (5) Review of five (5) Review of five (5) contribute to the efficient and the operational frameworks and policies sections sections sections effective legal processes of have been reviewed Provision of effective and Amafa efficient legal services to Twelve (12) reports Twelve (12) reports Twelve (12) reports Amafa Promotion of transparency, to be submitted to the to be submitted to the to be submitted to the Twelve (12) reports to be submitted to accountability and compliance Chief Executive Chief Executive Chief Executive the Chief Executive Officer via Deputy with the service delivery targets Officer via Deputy Officer via Deputy Officer via Deputy Director: Professional Services of Amafa Director: Professional Director: Professional Director: Professional Services Services Services

ANNUAL SERVICE DELIVERY

2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE KEY PERFORMANCE 2016/17 TARGET OBJECTIVE OBJECTIVE INDICATOR NOT ACHIEVED VARIANCE DEVIATION/COMMENT ACHIEVED Continuous Number of sections of improvement of policies Amafa for which the Five (5) and procedures to Review of Five (5) operational frameworks sections - - contribute to the efficient sections and policies have been reviewed and effective legal Provision of reviewed processes of Amafa effective and Number of core Twelve (12) reports efficient legal Promotion of operational legal to be submitted to services to Amafa transparency, services compliance the Chief Executive Twelve (12) accountability and reports submitted to the Officer via Deputy reports - - compliance with the Chief Executive Officer Director: submitted service delivery targets via Deputy Director: Professional of Amafa Professional Services Services

SUB-PROGRAMME: FINANCE THREE YEAR ANNUAL TARGETS

STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE KEY PERFORMANCE INDICATOR 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET Continuous improvement of One (1) Report on One (1) Report on One (1) Report on policies to contribute to the Number of reports on the Audit of Financial management that the Audit of Financial the Audit of Financial the Audit of Financial efficient, effective and transparent Financial Policies is effectively and efficiently Policies Policies Policies financial processes of Amafa utilises of the Promotion of transparency, organisation’s financial Number of core operational accountability and compliance resources compliance reports approved/noted Twelve (12) reports Twelve (12) reports Twelve (12) reports with the service delivery targets of by the Executive Committee Amafa Promotion of accountability and Submission of four Submission of four Submission of four transparency to the Province of Ensuring compliance with Number of Quarterly Performance (4) Quarterly (4) Quarterly (4) Quarterly KwaZulu Natal for the utilization standards and norms that Reports submitted to the various Performance Reports Performance Reports Performance Reports of public funds in the roll-out of promotes good governance stakeholders to various to various to various service delivery targets and stakeholders stakeholders stakeholders operations

ANNUAL SERVICE DELIVERY

KEY 2016/17 ACTUAL PERFORMANCE STRATEGIC MEASURABLE PERFORMANCE 2016/17 TARGET NOT OBJECTIVE OBJECTIVE ACHIEVED VARIANCE DEVIATION/COMMENT INDICATOR ACHIEVED Continuous improvement of policies and procedures Number of reports on One (1) Report on to contribute to the the Audit of Financial the Audit of One (1) report Financial - - efficient, effective and Policies and Financial Policies compiled management that is transparent financial Procedures and Procedures effectively and processes efficiently utilises of Promotion of Number of core the organisation’s Twelve (12) reports transparency, operational finance Twelve (12) financial resources to be submitted to accountability and compliance reports reports - - the Chief Executive compliance with the submitted to the Chief submitted Officer service delivery targets Executive Officer Promotion of Ensuring accountability and Submission of four compliance with transparency to the Number of Quarterly Four (4) (4) Quarterly standards and Province of KwaZulu Natal Performance Reports Quarterly Performance - - norms that for the utilization of public submitted to the reports Reports to various promotes good funds in the roll-out of various stakeholders submitted stakeholders governance service delivery targets and operations Clouston Memorial Gardens

The Memorial Gardens were established on the site where General Buller had his headquarters during the Battle of Colenso in December 1899. Located here were the field hospitals that treated soldiers wounded in battle. Several graves and memorials in and around Colenso were relocated to the Memorial Garden Site.

PROGRAMME 1: CORPORATE SERVICES

Additional appropriation Actual Unspent Main Adjusted Economic Total appropriation Other appropriation % of % of classification Virement additional Amount Amount 2016/2017 adjustment 2016/2017 Budget Budget appropriation

Current payments 11 530 (155) 4 253 4 098 15 628 12 537 80,22% 3 091 19,78%

Compensation of 8 547 (138) (16) (154) 8 393 8 405 100,14% (12) -0,14% employees

Goods and services 2 983 (17) 4 269 4 252 7 235 4 132 57,11% 3 103 42,89%

Other

Payments for capital 225 274 (125) 149 374 476 127,27% (102) -27,27% assets

Buildings and other fixed structures

Machinery and 225 274 (125) 149 374 476 127,27% (102) -27,27% equipment

Other capital assets

Total Economic Classification: 11 755 119 4 128 4 247 16 002 13 013 81,32% 2 989 18,68% Programme 1

PROGRAMME 2: SUPPORT SERVICES

PURPOSE

To preserve sites of cultural and historical significance and to provide public access to these sites in a sustainable manner.

MEASURABLE OBJECTIVE

The aim of the programme is to conserve and develop provincial heritage sites in terms of the KwaZulu – Natal Heritage Act.

HERITAGE SITES i. SHIYANE/RORKES DRIFT

The world-renowned battlefields of Isandlwana and Shiyane/Rorkes Drift have been developed by Amafa for public use and have become premier tourist attractions within the Province. Gate takings at the Shiyane site amounted to R 324 460.00. Amafa is a major employer within the area and provides a substantial component of wages to local workers, both permanent and temporary.

In addition to the Visitor’s Interpretive Centre and the Battlefield, is Azaria Mbatha Exhibition Hall, which was opened during the 2013/14 year and has proved quite popular amongst visitors to the Centre.

Azaria Mbatha is a well-known international artist, now living in Sweden, who was trained at the Evangelical Lutheran Church (ELC) Rorkes Drift Art and Craft Centre during the 1960's. Due to the added significance to the site, Amafa and the ELC now partner in managing the site, bringing this extra artistic dimension to life over a sombre battlefield setting. The ELC Craft Centre still produces artwork, mainly in the form of its famous tapestries and ceramics and these are sold via a shop facility, made available by Amafa to the Craft Centre, at no cost.

The Battle of Rorke's Drift was an epic battle in the Anglo-Zulu War. The defence of the mission station of Rorke's Drift, under the command of Lieutenant John Chard of the Royal Engineers, and Lieutenant Gonville Bromhead immediately followed the British Army's defeat at the Battle of Isandlwana on 22 January 1879, and continued into the following day, 23 January.

Just over 150 British and colonial troops successfully defended the garrison against an intense assault by Zulu warriors. The massive, but piecemeal Zulu attacks on Rorke's Drift came very close to defeating the tiny garrison but were ultimately repelled. Eleven (11) Victoria Crosses were awarded to the defenders, along with a number of other decorations and honours. Above: Memorial to the Fallen situated at Rorke’s Drift

ii. ISANDLWANA

The Isandlwana Historic Reserve has been in existence for over 25 years and is jointly managed by Amafa and Ezemvelo KZN Wildlife.

During the 2016/17 year the Isandlwana site was visited by 12 590 people, generating gate takings of R 393 666.00 (gross). It must be noted that the Mangwebuthanani Traditional Council, within whose area of jurisdiction the battlefield is located, are paid 25% of these gate takings – a rare example of true benefit to local communities. Regular liaison meetings take place between the Traditional Council and Amafa. Labour for maintaining the battlefield is drawn from the four (4) wards within the Traditional Authority.

Pictured above: Memorial to the Fallen against the backdrop of the Isandlwana Mountain

THE BATTLE OF ISANDLWANA (22 JANUARY 1879)

The British forces moved into Zululand in January 1879. General Lord Chelmsford split the advance into three Columns, a coastal, central and a roving mobile column. He accompanied the central column and on 20 January they reached Isandlwana where they set up camp. It was a temporary camp with neither trenches nor other defences put in place. Meanwhile King Cetshwayo had massed his army to prevent the British advance on his capital Ondini. Under the

command of Inkosi Mnyamana Buthelezi the 28 000 strong army began marching to meet the British central column. It is

said that the advancing Zulu army flattened the grass as they walked and it remained so for up to five months. Despite a

couple of sightings of Zulu warriors by patrols, the British believed that an attack was unlikely. On the morning of 22 January , General Lord Chelmsford rode out with 1 200 men to meet Major John Dartnell at Hlazakazi where they had seen Zulu campfires the night before. The 1 768 men left at the Isandlwana camp went about their daily routine. Later that morning a patrol spotted some Zulus and in pursuing them reached the crest of the Mabaso Hill and looked down on the 24 000 strong Zulu army resting there. They fired into the Zulu ranks, which caused a spontaneous attack by the Zulu men.

It was the intention of the Zulu commanders to attack the British the following day, as 22 January was the new moon –or

olumnyama usuku. The attack brought about the devastating defeat of the British. Within hours, the British camp had been

overrun although a handful of men managed to escape the slaughter by crossing the Mzinyathi (Buffalo) River at a drift since known as Fugitive’s Drift.

iii. SITES OF CONFLICT

Amafa is responsible for over fifty (50) sites of conflict within the province, many of which form an important part of the Provincial Tourism Strategy. While maintenance of these sites has gradually been handed over to Amafa, no commensurate increase in budget has been received. Consequently, Amafa focuses greater efforts on the maintenance of the more popularly visited sites over those with a lower visitor count. A Memorandum of Agreement is established with the Commonwealth War Graves Commission which subsidises the maintenance of various Sites of Conflict. This funding agreement, which totals an annual amount of approximately R 100 000.00, with the Commission assists in the mitigation of the aforementioned maintenance problem. During the year, Amafa has appointed a permanent maintenance officer in Ladysmith, to oversee the maintenance work required in this region.

The Spioenkop site is the third most visited battlefield in the Province and generated approximately R 112 900.00 from the 3 737 visitors to the site. A notable project completed during this year was the refurbishment of the areas around the Spioenkop Battlefield site. iv. EMAKHOSINI OPHATHE HERITAGE PARK AND UMGUNGUNDLOVU MULTIMEDIA CENTRE

The Emakhosini Project launched in 1999 stands as Amafa's most ambitious project to date. The aim was to consolidate all the land comprising the Valley of the Kings, where the seven (7) early Zulu Kings lived and are now buried.

The adjacent 8 000 ha2 Ophathe Game Reserve has been incorporated into the project. The entire area, now known as the Emakhosini Ophathe Heritage Park, is jointly managed by Amafa and Ezemvelo Wildlife KZN in terms of a strategic plan which was developed for this project. Labour tenant issues have created challenges for the project. These issues are well documented and have been brought to the attention of the Provincial Legislature in the hope of finding an agreeable solution to all parties involved in this area. In an effort to resolve these issues, the Council of Amafa has established a Task Team that includes members of the affected community and nominated councillors, to address the problems.

Located within the Emakhosini Ophathe Heritage Park, is the uMgungundlovu Reconstruction, an archaeological site situated at King Dingane's capital. At this site, Amafa maintains the royal enclosure comprising thirty (30) beehive huts. Other sites of interest also situated within the Park are the graves of the seven (7) early Zulu kings and various other heritage resources in the protected areas that are maintained on a regular basis.

1. 2. 3.

PICTURED ABOVE: VARIOUS COLLECTION ITEMS AT THE ONDINI HISTORIC RESERVE

1. Basket with lid (isichumo): This basket is made from a continuous rope-like coil that is made by binding several strands of grass with a strip of palm leaf

2. Decorated calabash: This calabash has been decorated with copper wire that has been woven through holes in the calabash shell袁 3. The remnants of a fired clay pot dating back to as early as 700 AD 21

v. HERITAGE IDENTIFICATION

Amafa has for several years been involved in projects designed to allow communities to identify heritage sites and either nominate these sites for protection or request the marking of the site by means of memorials or standardised markers.

The Community Heritage and Grading Sub-committee of Council made significant progress toward formalisation of the grading and proclamation process. The year under review saw the erection of markers at two (2) ancestral sites. In addition, Amafa now presents to local government spheres, workshops highlighting their roles of responsibilities and involvement in the management of local heritage sites and resources

PICTURED ABOVE (LEFT TO RIGHT): GRAVE OF KING PHUNGA kaZULU; ISANDLWANA BATTLEFIELD & KING SHAKA’S STAFF vi. INFORMATION, COMMUNICATIONS AND TECHNOLOGY (ICT)

The Programme focuses on provision of an ICT advisory and technical support to the management of Amafa. The KZN Heritage Act requires that Amafa maintain registers of heritage resources. This sub-program is responsible for the maintenance of all heritage inventory schedules attached to heritage management and for the systematic development of the associated Geographical Information Systems (GIS) component.

In pursuance of greater on-line functionality, the Amafa website has been upgraded to allow all heritage landmarks to be located via its integrated Google Earth application which also allows spatial searching. RIVERSIDE SOOFIE MOSQUE AND MAUSOLEUM, DURBAN

This mosque was erected by the celebrated Hajee Soofie, who immigrated to South Africa in 1895. He was responsible for the construction of 11 other mosques, the establishment of 13 madressas and the laying out of a large number of cemeteries. Hajee Soofie died in 1911 and his body lies interred in the octagonal mausoleum which he designed himself.

STRATEGIC OBJECTIVES

SUB-PROGRAMME: HERITAGE PROJECTS SUB-PROGRAMME: HERITAGE IDENTIFICATION SUB-PROGRAMME: TECHNICAL SUB-PROGRAMME: INFORMATION, COMMUNICATION AND TECHNOLOGY

STRATEGIC OBJECTIVE 1: PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR CURRENTLY-EXISTING, COMMUNITY AND ANCESTRAL SITES

PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR OBJECTIVE STATEMENT CURRENTLY-EXISTING, COMMUNITY AND ANCESTRAL SITES SO AS TO SUSTAIN PERPETUITY OF USAGE FOR THESE SITES

KEY PERFORMANCE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET 2019/20 TARGET 2020/21 TARGET INDICATOR

Compilation and Compilation and Compilation and Compilation and Compilation and submission of submission of submission of submission of submission of seventy-two (72) seventy-two (72) seventy-two (72) seventy-two (72) Number of core seventy-two (72) monthly monthly monthly monthly operational compliance monthly management reports management reports management reports management reports reports submitted to the management reports from site manager’s/ from site manager’s/ from site manager’s/ from site manager’s/ Programme Manager from site manager’s/ supervisor’s to the supervisor’s to the supervisor’s to the supervisor’s to the supervisor’s to the Programme Programme Programme Programme Programme Manager Manager Manager Manager Manager Promotion of transparency, accountability and compliance with the service delivery targets Collation of content Collation of content Collation of content Collation of content Collation of content of monthly manager/ of monthly manager/ of monthly manager/ of monthly manager/ of monthly manager/ supervisor’s report supervisor’s report supervisor’s report supervisor’s report supervisor’s report into four (4) into four (4) into four (4) into four (4) into four (4) Number of Quarterly Quarterly reports by Quarterly reports by Quarterly reports by Quarterly reports by Quarterly reports by Reports submitted to the the Programme the Programme the Programme the Programme the Programme Chief Executive Officer Manager and the Manager and the Manager and the Manager and the Manager and the submission thereof submission thereof submission thereof submission thereof submission thereof to the Chief to the Chief to the Chief to the Chief to the Chief Executive Officer Executive Officer Executive Officer Executive Officer Executive Officer

SUB-PROGRAMME: HERITAGE PROJECTS THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE OBJECTIVE # INDICATOR One (1) Report on One (1) Report on One (1) Report on Continuous improvement of Number of reports on the the Audit of the Audit of the Audit of Heritage policies and procedures to Audit of Heritage Heritage Heritage 1 Management enhance the operational and Management Policies and Management Management Policies and management processes of sites Procedures Policies and Policies and Procedures Procedures Procedures Compilation and Compilation and Compilation and submission of submission of submission of seventy-two (72) seventy-two (72) seventy-two (72) Number of core monthly monthly monthly operational compliance management management Protection, management reports reports submitted to the reports from site reports from site enhancement and from site manager’s/ Programme Manager manager’s/ manager’s/ development our supervisor’s to the supervisor’s to the supervisor’s to the provincial heritage Programme Programme Programme assets and resources Manager Promotion of transparency, Manager Manager for perpetuity of use 2 accountability and compliance Collation of content Collation of content Collation of content with the service delivery targets of monthly of monthly of monthly manager/ manager/ manager/ supervisor’s report supervisor’s report supervisor’s report into four (4) Number of Quarterly into four (4) into four (4) Quarterly reports by Reports submitted to the Quarterly reports by Quarterly reports the Programme Chief Executive Officer the Programme by the Programme Manager and the Manager and the Manager and the submission thereof submission thereof submission thereof to the Chief to the Chief to the Chief Executive Officer Executive Officer Executive Officer

ANNUAL SERVICE DELIVERY

KPI AND 2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/PURPOSE OF OBJECTIVE PROJECT NOT DEVIATION/COMMENT PROJECT NAME COST PROJECT ACHIEVED VARIANCE # DELIVERABLE ACHIEVED To ensure that all site One (1) One (1) Report on the Audit of Heritage management policies 1 R - report - - Management Policies and Procedures and procedures are compiled relevant Seventy- These are monthly two (72) Compilation and submission of seventy- operational reports for monthly two (72) monthly management reports each of the sections R - reports - - from site manager’s/ supervisor’s to the related to already- compiled Programme Manager existing heritage and management submitted These are quarterly 2 reports to from the Programme Manager to Collation of content of monthly manager/ Four (4) the Chief Executive supervisor’s report into four (4) Quarterly reports Officer, which reports by the Programme Manager and R - compiled - - incorporates the monthly the submission thereof to the Chief and reports and any matters Executive Officer submitted requiring the attention of the Chief Executive Officer

SUB-PROGRAMME: HERITAGE IDENTIFICATION THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE 2016/17 2017/18 2018/19 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET Protection, One (1) Report One (1) Report One (1) Report enhancement and Continuous improvement of on the Audit of on the Audit of on the Audit of Number of reports on the Audit development our policies and procedures to Heritage Heritage Heritage 1 of Heritage Identification Policies provincial heritage enhance the operational and Identification Identification Identification and Procedures assets and resources management processes of sites Policies and Policies and Policies and for perpetuity of use Procedures Procedures Procedures

STRATEGIC KPI AND KEY PERFORMANCE 2016/17 2017/18 2018/19 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET

Protection, Improvements to sites and enhancement and Complete one (1) Complete three Complete three facilities that will enhance the development our Number of heritage identification heritage (3) heritage (3) heritage 2 overall experience of the public provincial heritage projects completed identification identification identification whilst promoting the cultural and assets and resources project projects projects heritage fabric of the Province for perpetuity of use

THE BATTLE OF ULUNDI MONUMENT AT ULUNDI BATTLEFIELD SITE

The Battle of Ulundi took place on July 4, 1879 after the British forces crossed the iMfolozi River as they marched on the Zulu capital Ondini. Today the site is marked by a stone monument that pays tribute to the Zulu and British soldiers who fell during the short but pivotal battle. The British marched in a hollow square formation and halted on a low hill just 3 kilometres from Ondini. Their force of 5124 troops included 958 black volunteers was confronted by several Zulu regiments numbering around 15000 men. The 12 artillery pieces and two Gatling guns of the British cut through the Zulu advance and after half an hour the Zulu forces retreated, allowing the British to march on Ondini. On reaching the capital the British set fire to the many buildings forcing King Cetshwayo to flee and seek refuge in Ngome forest. Two months after the battle the king was captured and exiled to the Cape.

ANNUAL SERVICE DELIVERY

KPI AND 2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/PURPOSE OBJECTIVE DEVIATION/COMMENT PROJECT COST OF PROJECT NOT # PROJECT NAME ACHIEVED VARIANCE DELIVERABLE ACHIEVED

To ensure that all site One (1) One (1) Report on the Audit of Heritage identification policies 1 R - report - - Identification Policies and Procedures and procedures are compiled relevant

KPI AND 2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/PURPOSE OBJECTIVE DEVIATION/COMMENT PROJECT COST OF PROJECT NOT # PROJECT NAME ACHIEVED VARIANCE DELIVERABLE ACHIEVED

During the 2016/17 year, we exceeded the annual target by completing a presentation to one (1) additional liaison committee. Due to the seriousness of the Municipalities understanding their role in heritage management, we highlighted the importance of presenting to them while we were in reasonable proximity to their region. Therefore in total, five (5) presentations were made. These These workshops/ presentations were made to the presentations are following: Host workshops/ Project 1: intended to provide presentations with guidance to Local 1. uMlalazi Local Municipality; four (4) Local Four (4) Local Authorities Authority Heritage 2. Alfred Duma Local 2 Authority Heritage R - workshops - + 5 Heritage Liaison Committees as to their Municipality; Committees (as hosted 3. Newcastle Local Municipality; Committees responsibilities and per approved 4. Mandini Local Municipality; roles with regards to policy) and heritage and heritage 5. Sikhonyana Traditional matters Council.

In addition, due to scheduling conflicts, presentation and course materials were sent to the following municipalities:

1. Illembe District Municipality; 2. Maphumulo Local Municipality; 3. Ndwedwe Local Municipality; and 4. KwaDukuza Local Municipality.

SUB-PROGRAMME: TECHNICAL THREE YEAR ANNUAL TARGETS

KPI AND KEY PERFORMANCE 2016/17 2017/18 2018/19 STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET Protection, enhancement One (1) Report One (1) Report One (1) Report Continuous improvement of and development our Number of reports on the Audit on the Audit of on the Audit of on the Audit of policies and procedures to provincial heritage assets 1 of Technical Policies and Technical Technical Technical enhance the operational and and resources for Procedures Policies and Policies and Policies and management processes of sites perpetuity of use Procedures Procedures Procedures

ANNUAL SERVICE DELIVERY

KPI AND 2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/PURPOSE OBJECTIVE PROJECT NOT DEVIATION/COMMENT PROJECT NAME COST OF PROJECT ACHIEVED VARIANCE # DELIVERABLE ACHIEVED To ensure that all One (1) One (1) Report on the Audit of Technical technical policies and 1 R - report - - Policies and Procedures procedures are compiled relevant

SUB-PROGRAM: INFORMATION, COMMUNICATION AND TECHNOLOGY THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE OBJECTIVE # INDICATOR Number of reports on the Continuous improvement of One (1) Report on One (1) Report on One (1) Report on Audit of Information, policies and procedures to the Audit of ICT the Audit of ICT the Audit of ICT Protection, 1 Communication and enhance the operational and Policies and Policies and Policies and enhancement and Technology (ICT) Policies management processes of sites Procedures Procedures Procedures development our and Procedures provincial heritage Improvements to sites and Number of district Completion of Completion of Completion of assets and resources facilities that will enhance the municipalities for which heritage atlases for heritage atlases for heritage atlases for for perpetuity of use 2 overall experience of the public heritage atlases have two (2) district two (2) district two (2) district whilst promoting the cultural and been completed municipalities municipalities municipalities heritage fabric of the Province

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE OBJECTIVE # INDICATOR

Protection, Improvements to sites and enhancement and Number of Information, Complete one (1) Complete one (1) Complete one (1) facilities that will enhance the development our Communication and Information, Information, Information, 3 overall experience of the public provincial heritage Technology projects Communication and Communication and Communication and whilst promoting the cultural and assets and resources completed Technology projects Technology projects Technology projects heritage fabric of the Province for perpetuity of use

ANNUAL SERVICE DELIVERY

KPI AND 2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/PURPOSE OBJECTIVE DEVIATION/COMMENT PROJECT COST OF PROJECT NOT # PROJECT NAME ACHIEVED VARIANCE DELIVERABLE ACHIEVED

To ensure that all Information, One (1) Report on the Audit of Information, One (1) Communication and 1 Communication and Technology Policies R - report - - Technology policies and Procedures compiled and procedures are relevant

This project involves Completion of Two (2) Geographical the systematic heritage atlases heritage 2 Information System R - population of heritage - - for two (2) district atlases (GIS) Heritage Atlas sites onto a district municipalities completed map

Disseminating of A total of sixty-six (66) Post, onto social information on via our Fifty-two postings were made onto our Project 1: media, fifty-two social media network (52) social media platform. Many of (52) heritage 3 R - so as to provide heritage- - + 14 the additional postings were in Marketing via Social related posts/ heritage-related related response to users of the site Media Project items of interest to information to a wider postings and were not time-intensive to the public audience post

PROGRAMME 2: SUPPORT SERVICES

Current payments 5 277 (124) 260 136 5 413 5 407 99,89% 6 0,11%

Compensation of 4 718 (71) (42) (113) 4 605 4 618 100,28% (13) -0,28% employees

Goods and services 559 (53) 302 249 808 789 97,65% 19 2,35%

Other

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

Other capital assets

Total Economic Classification: 5 277 (124) 260 136 5 413 5 407 99,89% 6 0,11% Programme 2

PROGRAMME 3: ONDINI HERITAGE, COLLECTIONS AND INTERPRETATION

This programme includes the following sub-programs:

1. Collections and Exhibitions; 2. Educational programmes; and 3. Management of the Ondini Historic Reserve.

PURPOSE

 Management of the collections of the KwaZulu Cultural Museum situated on the Ondini Historic Reserve and the archaeological collection housed in Pietermaritzburg;  Management of the KwaZulu Cultural Museum and its related functions viz. education, display management and the management of facilities;  Management of the permanent and temporary exhibitions at Amafa sites;  Management of cultural and historic sites within the Ulundi and northern Zululand regions.

MEASURABLE OBJECTIVE

 Management, conservation and curation of all collection items in terms of the legislative and policy prescripts  Promotion of the Museum as a centre for learning through the coordination of research programmes and educational outreach trips to schools and communities;  Management of the Ondini precinct and satellite sites of historic importance in and around the Ulundi-Zululand region

1. COLLECTION ITEMS

i. EVANGELICAL LUTHERAN CHURCH ARTWORK

During the 2013/14 financial year, the Evangelical Lutheran Church Art and Craft Centre, located in Rorkes Drift, generously donated their entire print collection to Amafa. These items totalling 704 items comprising mostly prints showcase not just artwork but also the rich talent of the artists trained at the world-renowned by the Art and Craft School between 1968 and 1982.

ii. COLLECTION TRIPS

The 2015/16 year saw the undertaking of collection trips to the Northern Zululand region, with the area of focus being “Traditional Musical Instruments”. The purpose of such trips were to identify and acquire items that will currently fill the void of under-represented heritage resources within our existing collection and to acquire items that in the future will lend itself to the traditional and cultural heritage of our Province.

2. EVENTS AND CELEBRATIONS

During the year, there were two (2) significant celebratory events hosted by the KwaZulu Cultural Museum. These were: i. Museums Day (May 2015); and ii. Heritage Day Celebration (September 2015).

3. EXHIBITIONS AND MUSEUM

i. THE VIRTUAL MUSEUM

The Virtual Museum, accessible via our website, gives users from any part of the world a point-of-view perspective of all the facilities and areas of the KwaZulu Cultural Museum. The Virtual Museum tour can be accessed via http://www.zulu-museum.co.za/virtualtour/

ii. TEMPORARY EXHIBITIONS

In 2016/17, Amafa showcased one (1) new exhibition at the KwaZulu Cultural Museum. The theme for this year’s temporary exhibit was “Ordinary Women with Extraordinary Lives”. This theme was used to highlight the impact and roles that seemingly ordinary women have played in shaping our society, heritage and culture.

PICTURED ABOVE: AS A PART OF THE COMMEMORATION OF “ORDINARY WOMEN WITH EXTRAORDINARY LIVES”, ARE THE RECIPIENTS OF CERTIFICATES OF RECOGNITION, FOR THEIR IMPORTANT ROLES IN SHAPING OUR HERITAGE AND COMMUNITY

PICTURED BELOW: THE UNVEILING OF THE TEMPORARY EXHIBIT “ORDINARY WOMEN WITH EXTRAORDINARY LIVES”

STRATEGIC OBJECTIVES

SUB-PROGRAMME: COLLECTIONS AND INTERPRETATION SUB-PROGRAMME: MANAGEMENT OF THE ONDINI HISTORIC RESERVE

STRATEGIC OBJECTIVE 1: PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES IN AND AROUND THE ONDINI HISTORIC RESERVE

THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES IN OBJECTIVE STATEMENT AND AROUND THE ONDINI HISTORIC RESERVE

MEASURABLE KEY PERFORMANCE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET 2019/20 TARGET 2020/21 TARGET OBJECTIVE INDICATOR

Collation of content of Collation of content of Collation of content of Collation of content of Collation of content of monthly manager/ monthly manager/ monthly manager/ monthly manager/ monthly manager/ Promotion of supervisor’s report into supervisor’s report into supervisor’s report into supervisor’s report into supervisor’s report into transparency, Number of Quarterly four (4) Quarterly four (4) Quarterly reports four (4) Quarterly reports four (4) Quarterly reports four (4) Quarterly reports accountability and Reports submitted to the reports via the Deputy via the Deputy Director: via the Deputy Director: via the Deputy Director: via the Deputy Director: compliance with the Chief Executive Officer Director: Professional Professional Services to Professional Services to Professional Services to Professional Services to service delivery targets Services to the Chief the Chief Executive the Chief Executive the Chief Executive the Chief Executive Executive Officer Officer Officer Officer Officer

SUB-PROGRAMME: COLLECTIONS AND INTERPRETATION THREE YEAR ANNUAL TARGETS

KPI AND KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE # INDICATOR

One (1) Report on One (1) Report on One (1) Report on Continuous improvement of policies to Number of reports on the Audit of the Audit of the Audit of the Audit of enhance the operational and Collections and Interpretation Collections and Collections and Collections and Management, 1 management processes for Collections Policies Interpretation Interpretation Interpretation conservation and and Interpretation curation of all collection Policies Policies Policies items in terms of the legislative and policy Display of temporary exhibitions at sites Display of one (1) Display of one (1) Display of one (1) prescripts in and around the Province in order to Number of temporary exhibition temporary temporary temporary 2 create a sense of heritage amongst the displayed exhibition exhibition exhibition people of the Province

ANNUAL SERVICE DELIVERY

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT

To ensure that all One (1) Report on the Audit of collection and One (1) report R - - - 1 Collections and Interpretation Policies interpretation compiled policies are relevant

Temporary exhibits One (1) Temporary Exhibit aim to highlight Temporary 1: specific areas of Exhibit on Display of one heritage resources Ordinary R - - - 2 Ordinary Women (1) exhibition and the impact that Women with with Extraordinary these historic items Extraordinary Lives have on modern Lives society completed

SUB-PROGRAMME: EDUCATION AND OUTREACH THREE YEAR ANNUAL TARGETS

KPI AND KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE # INDICATOR

The promotion and appreciation of our Undertake twenty Undertake twenty Undertake twenty Promotion of the museum Number of outreach trips to schools heritage amongst the youth of the two (22) outreach two (22) outreach two (22) outreach as a center for learning 1 undertaken through the coordination Province trips to schools trips to schools trips to schools of educational programmes and educational outreach trips to schools and Conduct eleven Conduct eleven Conduct eleven communities The promotion and appreciation of our Number of skills training workshops (11) skills-training (11) skills-training (11) skills-training heritage amongst the youth of the 2 conducted workshops at workshops at workshops at Province Ondini Ondini Ondini

ANNUAL SERVICE DELIVERY

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT Embarking on trips During the 2016/17 we visited to schools with a twenty-eight (28) schools thus mobile museum exceeding the target by having Undertake (incl. collection Twenty-eight visited six (6) additional Schools Outreach outreach trips to items) to afford (28) outreach R - - + 6 schools. The additional visits 1 Programme twenty-two (22) learners and trips were were undertaken by extending schools educators an undertaken our planned visits with opportunity to neighbouring schools that were "experience" the in reasonable proximity Museum Through a rotation of activities Teach learners Nineteen (19) and the availability of the Conduct eleven traditional skills such skills training facilitators, we were able to Skills Training (11) skills R - as beadwork, mat- workshops - + 8 host multiple workshops on 2 Workshops training weaving, pottery and were each day, thus allowing us to workshops basketry conducted host the additional eight (8) workshops

SUB-PROGRAMME: MANAGEMENT OF THE ONDINI HISTORIC RESERVE THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE OBJECTIVE # INDICATOR Continuous review of policies to One (1) Report on the One (1) Report on the One (1) Report on the Number of reports on the Audit enhance the operational and Audit of Policies for the Audit of Policies for the Audit of Policies for the of Policies for the Ondini management processes of Ondini Ondini Historic Ondini Historic Ondini Historic 1 Historic Reserve and its Historic Reserve and its peripheral Reserve and its Reserve and its Reserve and its peripheral sites sites peripheral sites peripheral sites peripheral sites Management of the Ondini precinct and Collation of content of Collation of content of Collation of content of sites of historic monthly manager/ monthly manager/ monthly manager/ importance in and supervisor’s report into supervisor’s report into supervisor’s report into around Ulundi and Promotion of transparency, Number of Quarterly Reports four (4) Quarterly four (4) Quarterly four (4) Quarterly northern KZN accountability and compliance with submitted to the Chief 2 reports via the Deputy reports via the Deputy reports via the Deputy the service delivery targets Executive Officer Director: Professional Director: Professional Director: Professional Services to the Chief Services to the Chief Services to the Chief Executive Officer Executive Officer Executive Officer

ANNUAL SERVICE DELIVERY

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT To ensure that all policies for the management and One (1) Report on the Audit of Policies operation of the One (1) report for the Ondini Historic Reserve and its R - - - 1 Ondini Historic compiled peripheral sites Reserve and its peripheral sites are relevant These are monthly Collation of content of monthly manager/ reports for supervisor’s report into four (4) operations and Four (4) 2 Quarterly reports via the Deputy R - management of the reports - - Director: Professional Services to the Ondini Historic submitted Chief Executive Officer Reserve and its peripheral sites

PROGRAMME 3: ONDINI HERITAGE, COLLECTIONS AND INTERPRETATION

Additional appropriation Actual Unspent Main Adjusted Total Economic classification appropriation Other appropriation % of % of Virement additional Amount Amount 2016/2017 adjustment 2016/2017 Budget Budget appropriation

Current payments 6 023 60 336 396 6 419 6 157 95,92% 262 4,08%

Compensation of 5 326 (85) (50) (135) 5 191 5 209 100,35% (18) -0,35% employees

Goods and services 697 145 386 531 1 228 948 77,20% 280 22,80%

Other

Payments for capital 270 (270) (270) assets

Buildings and other fixed structures

Machinery and equipment 270 (270) (270)

Other capital assets

Total Economic Classification: 6 293 60 66 126 6 419 6 157 95,92% 262 4,08% Programme 3

PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK

PURPOSE

This programme deals with 26 000 ha Emakhosini Valley, the heritage park which acknowledges the birthplace of the Zulu people and the Ophathe Game reserve.

MEASURABLE OBJECTIVE

The objective of this programme is the consolidation and management of the land and its utilization by the public. This includes:  Finalisation of management arrangements between Amafa and Ezemvelo KZN Wildlife;  Proclamation;  Resolution of social issues;  Establishment of tourist infrastructure;  Consolidation of land holdings – either by purchase or incorporation; and  Marketing and utilization of the Park.

SITUATIONAL ANALYSIS

This programme is in an advanced stage of implementation. The Province and National Government have invested significantly in this programme through the provision of funds for the purchase of land and development of infrastructure. This is in excess of R 44 000 000.00 to date.

MAJOR HERITAGE PROJECTS WITHIN THE PARK

The eMakhosini Valley of the Zulu Kings is the location of the burial sites of the early kings that lived in this region. One (1) of them, King Senzagakhona was the father of the three (3) most famous Zulu kings, namely, Shaka, Dingane and Mpande.

The striking Spirit of the eMakhosini monument was built in 2003 and celebrates the rich traditional Zulu history of the area, with the animal horns on the monument representing the kings buried in the Valley

OTHER HERITAGE SITES WITHIN THE PARK

The following heritage sites lie within the Park: Graves of the Zulu kings (the first seven points only):  Nkosinkulu;  Zulu;  Mageba;  Phunga;  Ndaba;  Jama;  Senzangakhona;  Dinuzulu (situated just outside the Park boundaries);  Grave of Queen Mthaniya;  Spirit of eMakhosini Monument;  Grave and memorial of Piet Retief and his followers;  uMgungundlovu Archaeological Site;  Isiklebeni Archaeological Site;  Isiklebeni Homestead; and  Battlefields of KwaGqokli and Ophathe

STRATEGIC OBJECTIVES

SUB-PROGRAMME: EOHP MANAGEMENT AND DEVELOPMENT

STRATEGIC OBJECTIVE 1: PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES IN AND AROUND THE EMAKHOSINI OPHATHE HERITAGE PARK

THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES IN OBJECTIVE STATEMENT AND AROUND THE EMAKHOSINI OPHATHE HERITAGE PARK

MEASURABLE KEY PERFORMANCE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET 2019/20 TARGET 2020/21 TARGET OBJECTIVE INDICATOR

Improvements to sites and facilities that will Number of projects enhance the overall completed at the Complete one (1) project Complete one (1) project Complete one (1) project Complete one (1) project Complete one (1) project experience of the public Emakhosini Ophathe at the EOHP at the EOHP at the EOHP at the EOHP at the EOHP whilst promoting the Heritage Park cultural and heritage fabric of the Province

SUB-PROGRAMME: EMAKHOSINI OPHATHE HERITAGE PARK (EOHP) MANAGEMENT AND DEVELOPMENT THREE YEAR ANNUAL TARGETS

KEY PERFORMANCE STRATEGIC OBJECTIVE KPI AND OBJECTIVE # MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET INDICATOR

Continuous improvement of Number of reports on the One (1) Report on the One (1) Report on the One (1) Report on the policies and procedures to Audit of Policies and Audit of Policies and Audit of Policies and Audit of Policies and enhance the operational and Procedures for the Procedures for the Procedures for the Procedures for the Protection, 1 management processes of EOHP and the Multi EOHP and Multi EOHP and Multi EOHP and Multi enhancement and EOHP and the uMgungundlovu Media Centre Media Centre Media Centre Media Centre development our Multi Media Centre Provincial heritage assets and resources Improvements to sites and Number of projects for perpetuity of use facilities that will enhance the completed at the Complete one (1) Complete one (1) Complete one (1) overall experience of the public 2 Emakhosini Ophathe project at the EOHP project at the EOHP project at the EOHP whilst promoting the cultural and Heritage Park heritage fabric of the Province

ANNUAL SERVICE DELIVERY

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT To ensure that all policies and procedures for the One (1) Report on the Audit of Policies management and One (1) report and Procedures for the EOHP and Multi R - - - 1 operation of the completed Media Centre EOHP and Multi Media Centre are relevant One (1) management Compile one (1) guideline Project 1: guideline Compilation and document on document detailing implementation of a the procedure Maintenance of the procedure and guideline document and Infrastructural maintenance R - - - 2 to administrate maintenance Assets and other requirements for immovable requirements Immovable infrastructural infrastructural assets of Property assets (roads and infrastructural fences) assets compiled KING CETSHWAYO’S GRAVE, NKANDLA FOREST

Cetshwayo, a son of King Mpande and was born in 1826. In 1856 he fought a bloody succession battle with his brother Mbuyazi. In 1873, following the death of Mpande, he became king. In 1879 the British Government in South Africa orchestrated a war to remove the threat of the independent Zulu Kingdom. The British won the war and the King was interned in Cape Town and whilst there met Prince Albert and Prince George (later King George V). He requested and was granted an audience with Queen Victoria. He sailed to England in September 1882 and on his return was reinstated as King but on terms set by the British Government. As a result of the poorly considered reallocation of land by the British authorities, civil war broke out in Zululand between supporters of the king’s Usuthu faction and the Mandlakazi faction under Inkosi Zibhebhu. King Cetshwayo again settled at Ondini, but his homestead was attacked by Zibhebhu. He was injured and took refuge at Eshowe where he died on 8 February 1884. His grave is in a clearing in the Nkandla Forest, and is tended by the Shezi clan. The area is considered to be sacred by the Zulu people.

PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK

Current payments 5 444 (30) 60 30 5 474 5 409 98,81% 65 1,19%

Compensation of 4 882 (76) (40) (116) 4 766 4 763 99,94% 3 0,06% employees

Goods and services 562 46 100 146 708 646 91,24% 62 8,76%

Other

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

Other capital assets

Total Economic Classification: 5 444 (30) 60 30 5 474 5 409 98,81% 65 1,19% Programme 4

PROGRAMME 5: RESEARCH AND COMPLIANCE

PURPOSE

The programme is responsible for the provision of accurate information to complement the compliance mandate of the organisation. Amongst other functions, it also provides the data for the information at the interpretive centres and sites as well as obtaining data and artefacts of historical significance from previously neglected areas by conducting surveys and studies.

MEASURABLE OBJECTIVE

The objectives of the Research and Compliance programme are to:

 Ensure compliance with the KZN Heritage Act;  Provide accurate information service to complement the compliance function;  Generate new heritage-related information specifically in areas previously neglected;  Provide a data management function; and  Provide an accurate information service to support the interpretive function of the organisation

OVERVIEW i. BUILT ENVIRONMENT

The core function of the Built Environment unit is the processing and approval or rejection of demolition and alteration permits for any modifications to protected structures. This unit is assisted and guided by the Built Environment Committees which comprise experts in the relevant fields.

Review of existing surveys and conducting surveys of areas not previously surveyed, specifically areas previously neglected.

This sub-programme aims to assist the public with restoration of historically and architecturally significant structures by maintaining and managing a materials bank and through financial assistance where available. ii. ARCHAEOLOGY

The primary function of the Archaeology unit is the processing of needs and desirability applications for development. This function is assisted by a Permit Review Committee and is made up experts in the field of archaeology.

Joint management (KZN Nature Conservation Service is the partner) of Rock Art sites in the Ukhahlamba Drakensberg Transfrontier Park (UDP).

Review of existing surveys and conducting surveys of areas not previously surveyed, specifically areas previously neglected.

Amafa maintains the provincial archaeology repository. iii. HERITAGE INVENTORIES

The Act requires that Amafa maintains registers of various heritage resources.

STRATEGIC OBJECTIVES

SUB-PROGRAMME: RESEARCH AND COMPLIANCE

STRATEGIC OBJECTIVE 1: RESEARCH ENABLING THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES WITHIN THE PROVINCE

TO CONDUCT RESEARCH AND REPARATIONS TO ENSURE THE PROTECTION, ENHANCEMENT AND OBJECTIVE STATEMENT DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES WITHIN THE PROVINCE

MEASURABLE KEY PERFORMANCE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET 2019/20 TARGET 2020/21 TARGET OBJECTIVE INDICATOR

Submission of twenty- Number of core Submission of twenty- Submission of twenty- Submission of twenty- Submission of twenty- four (24) core operational compliance four (24) core operational four (24) core operational four (24) core operational four (24) core operational Promotion of operational compliance reports submitted to the compliance reports to the compliance reports to the compliance reports to the compliance reports to the transparency, reports to the Programme Manager Programme Manager Programme Manager Programme Manager Programme Manager accountability and Programme Manager compliance with the Submission of four (4) Number of quarterly Submission of four (4) Submission of four (4) Submission of four (4) Submission of four (4) service delivery targets quarterly operational operational compliance quarterly operational quarterly operational quarterly operational quarterly operational of Amafa compliance reports to reports submitted to the compliance reports to the compliance reports to the compliance reports to the compliance reports to the the Chief Executive Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer Chief Executive Officer Officer

SUB-PROGRAMME: RESEARCH AND COMPLIANCE THREE YEAR ANNUAL TARGETS

KPI AND KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE # INDICATOR One (1) Report on One (1) Report on One (1) Report on Continuous improvement of policies the Audit of the Audit of the Audit of and procedures to enhance the Number of reports on the Audit Policies and Policies and Policies and operational and management of Policies and Procedures for 1 Procedures for the Procedures for the Procedures for the processes for Research and the Research and Compliance Research & Research & Research & Protection, enhancement Compliance Programme and development our Compliance Compliance Compliance Provincial heritage assets Submission of Submission of Submission of and resources for twenty-four (24) twenty-four (24) twenty-four (24) perpetuity of use Promotion of transparency, Number of core operational core operational core operational core operational accountability and compliance with the compliance reports submitted to 2 compliance reports compliance reports compliance reports service delivery targets of Amafa the Programme Manager to the Programme to the Programme to the Programme Manager Manager Manager 43

KPI AND KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2016/17 TARGET 2017/18 TARGET 2018/19 TARGET OBJECTIVE # INDICATOR Submission of four Submission of four Submission of four (4) quarterly (4) quarterly (4) quarterly Promotion of transparency, Number of quarterly operational operational operational operational accountability and compliance with the compliance reports submitted to 2 compliance reports compliance reports compliance reports service delivery targets of Amafa the Chief Executive Officer to the Chief to the Chief to the Chief Executive Officer Executive Officer Executive Officer The research, collection and Protection, enhancement Completion of Completion of Completion of implementation of archaeological data and development our Number of archaeological eight (8) three (3) three (3) and information in order to protect, Provincial heritage assets 3 projects completed archaeology archaeology archaeology enhance, develop and administrate the and resources for projects projects projects heritage resources within the Province perpetuity of use The research, collection and implementation of data and information Completion of Completion of Completion of relating to the Province’s Built Number of Built Environment three (3) Built three (3) Built three (3) Built Environment so as to protect, 4 projects completed Environment Environment Environment enhance, develop and administrate projects projects projects these structures in a sustainable manner

ANNUAL SERVICE DELIVERY

2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/ PURPOSE KPI AND OBJECTIVE # PROJECT DEVIATION/COMMENT PROJECT NAME COST OF PROJECT ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE

To ensure that all policies and procedures One (1) Report on the Audit of Policies for the management One (1) report and Procedures for the Research and R - and operation of - - 1 compiled Compliance Research and Compliance are relevant These are monthly reports for operations and management of the Twenty-four Research and (24) core Submission of twenty-four (24) core Compliance operational 2 operational compliance reports to the R - Programme. Each reports were - - Programme Manager month, the reports will submitted to deal with the following the Programme sections: Manager 1. Built Environment; 2. Archaeology. 44

2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/ PURPOSE KPI AND OBJECTIVE # PROJECT DEVIATION/COMMENT PROJECT NAME COST OF PROJECT ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE These are quarterly Four (4) reports from the quarterly Programme Manger to operational Submission of four (4) quarterly the Chief Executive compliance 2 operational compliance reports to the R - Officer that will reports were - - Chief Executive Officer consolidated the submitted to monthly report data for the Chief the months in each Executive quarter Officer

Four (4) Undertake four archaeology (4) archaeology R - roadshows - - roadshow Dissemination of were information to the public undertaken Project 1: regarding the

3 importance of Roadshows archaeology and rock Four (4) rock Undertake four art in the Province art roadshows (4) rock art R - - - were roadshow undertaken

Complete site Twelve (12) assessments for archaeology twelve (12) R - - site - Due to issues with the archaeological assessments interfacing of the information sites The geographical not completed onto the database, we were pinpointing and real- Complete site unable to adequately time condition Twelve (12) recordings for complete any of the Cyber- assessment of sites, archaeology Project 2: twelve (12) R - - - tracking projects. onto a hand-held device site recordings archaeological that has the necessary not completed Cyber-tracking/ sites Given that this is an software to immediately 3 Tablet-based innovative manner of Complete site interface the Twelve (12) recording and site accumulating data, such assessments for information onto a rock art site assessments R - - - problems are expected. twelve (12) rock database that will assessments

are sites available any person not completed However, we will endeavour (globally) that requires to rectify the software issues such information Complete site Twelve (12) and proceed with this project recordings for rock art site R - - - in the 2017/18 cycle twelve (12) rock recordings not are sites completed

2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/ PURPOSE KPI AND OBJECTIVE # PROJECT DEVIATION/COMMENT PROJECT NAME COST OF PROJECT ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE

This project will see the The submission collation of data and pack for the Compile the preparation of the proclamation of proclamation for R - necessary documents one (1) - - one (1) for the proclamation of archaeology archaeology site an archaeological site site was Project 3: as a heritage landmark compiled 3 Site Proclamation This project will see the The submission collation of data and Compile the pack for the preparation of the proclamation for proclamation of R - necessary documents - - one (1) rock art one (1) rock art for the proclamation of site site was a rock art site as a compiled heritage landmark Complete The classification and Project 4: reference boxes Five (5) separation of site- for five (5) sites reference R - specific information that - - 3 Archaeology from the current boxes will be kept away in a Reference Boxes archaeology completed filing box for each site collection Host one (1) A peer discussion Project 5: colloquium on forum to address topics One (1) “Current pertinent to the current R - colloquium was - - 3 Archaeology Research archaeology hosted Colloquium Themes in environment in the KwaZulu Natal” Province One (1) updated Project 6: Publish one (1) This is the updating of a Cultural updated Cultural list of accredited Resources 3 Cultural Resources Resources R - Cultural Resource Management - - Management Management Management Service Practitioners Practitioner List Practitioner List Providers List was published The survey Compile survey In order to protect the report for the Project 7: reports for the archaeological inspection of inspection of the condition of the hut hut floors at Hut Floor hut floors for two R - floors at the Ondini and - - 3 two (2) Archaeological (2) Umgungundlovu, site reconstruction Inspection reconstruction assessments will be sites was sites undertaken compiled 46

2016/17 ANNUAL TARGET 2016/17 ACTUAL PERFORMANCE INPUT NATURE/ PURPOSE KPI AND OBJECTIVE # PROJECT DEVIATION/COMMENT PROJECT NAME COST OF PROJECT ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE

The archaeological survey of the Nkandla One (1) report Project 8: One (1) report Forest Complex for any on the Survey on the Survey of R - findings of historical of the Nkandla - - 3 Nkandla Complex the Nkandla significance and would Forest Complex Forest Survey Forest Complex thus require completed preservation

Twelve (12) Due to issues with the Complete site This project will see the built interfacing of the information assessments for geographical environment onto the database, we were twelve (12) built R - - - pinpointing and real- site unable to adequately environment time condition assessments complete any of the Cyber- sites Project 1: assessment of sites, not completed tracking projects. onto a hand-held device Cyber-tracking/ that has the necessary Given that this is an 4 Tablet-based software to immediately innovative manner of Complete site Twelve (12) recording and site interface accumulating data, such recordings for built assessments the information onto a problems are expected. twelve (12) built R - - environment - database that will environment site recordings available any person However, we will endeavour sites not completed (globally) that requires to rectify the software issues such information and proceed with this project in the 2017/18 cycle Compile/ This database will Populate the Project 2: document as well as One (1) Visual Visual Database have a link to Database of all memorials R - - - 4 Visual Database photographs of all populated and in one (1) District Project memorials located in compiled Municipality viz. the Ethekwini District Ethekwini This project will see the The submission collation of data and pack for the Compile the preparation of the Project 3: proclamation of proclamation for necessary documents R - one (1) built - - 4 one (1) built for the proclamation of Site Proclamation environment environment site a built environment site was structure as a heritage compiled landmark

PROGRAMME 5: RESEARCH AND COMPLIANCE

Current payments 3 427 (25) (114) (139) 3 288 3 268 99,39% 20 0,61%

Compensation of 3 102 (51) (6) (57) 3 045 3 059 100,46% (14) -0,46% employees

Goods and services 325 26 (108) (82) 243 209 86,01% 34 13,99%

Other

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

Other

Total Economic Classification: 3 427 (25) (114) (139) 3 288 3 268 99,39% 20 0,61% Programme 5

FINANCIAL ANALYSIS FOR THE YEAR ENDING 31 MARCH 2017

OVERALL EXPENDITURE BY PROGRAMME LEVEL

Main Additional appropriation Adjusted Actual Unspent Programme appropriation Other Total additional appropriation % of % of Virements Amount Amount 2016/2017 adjustments appropriation 2016/2017 Budget Budget

CORPORATE SERVICES 11 755 119 4 128 4 247 16 002 13 013 81,32% 2 989 18,68%

SUPPORT SERVICES 5 277 (124) 260 136 5 413 5 407 99,89% 6 0,11%

COLLECTIONS AND 6 293 60 66 126 6 419 6 157 95,92% 262 4,08% EXHIBITIONS

EMAKHOSINI OPHATHE 5 444 (30) 60 30 5 474 5 409 98,81% 65 1,19% HERITAGE PARK

RESEARCH AND 3 427 (25) (114) (139) 3 288 3 268 99,39% 20 0,61% COMPLIANCE

TOTAL PAYMENTS & 32 196 4 400 4 400 36 596 33 254 90,87% 3 342 9,13% ESTIMATES

OVERALL EXPENDITURE BY ECONOMIC CLASSIFICATION

Additional appropriation Actual Unspent Main Adjusted Economic classification appropriation Other Total additional appropriation % of % of Virement Amount Amount 2016/2017 adjustments appropriation 2016/2017 Budget Budget

Current payments 31 701 (274) 4 795 4 521 36 222 32 778 90,49% 3 444 9,51%

Compensation of 26 575 (421) (154) (575) 26 000 26 054 100,21% (54) -0,21% employees

Goods and services 5 126 147 4 949 5 096 10 222 6 724 65,78% 3 498 34,22%

Other

Transfers and subsidies to:

Payments for capital 495 274 (395) (121) 374 476 127,27% (102) -27,27% assets

Buildings and other fixed structures

Machinery and equipment 495 274 (395) (121) 374 476 127,27% (102) -27,27%

Other

Total Economic 32 196 4 400 4 400 36 596 33 254 90,87% 3 342 9,13% Classification

RECONCILIATION OF PERFORMANCE INFORMATION TO EXPENDITURE PER THE ANNUAL FINANCIAL STATEMENTS

DESCRIPTION AMOUNT

Expenditure as per the Annual Financial Statements 35 763 129 Less: Depreciation - 2 004 548 Increase in Leave Pay Provision - 167 614 Increase in Bonus Pay Provision - 4 505 Loss on Disposal of Assets - 116 442 Accruals - 56 776 Commitments from 2015/16 - 371 139 Payment of Retention -17 145 Prior year Rollovers - 427 109

Add: Purchase of Machinery and Equipment 483 187 Prepayments/Deposits 113 052

Expenditure as per the Annual Report 33 254 256

FORT NONGQAYI Fort Nongqayi, Eshowe itself was the home of the Zululand Native Police or “Nongqayi”, a word indicating that “the matter will be brought into the light” a very apt name for an effective police force that served the area from 1883 until 1901, and was then revived in 1906 during the Bambatha Uprising. The fort was erected in 1883 by two local men after the original attempt by itinerant builders fell down. The building was used as offices, blacksmith workshop and stables, the men being housed outside the fort in traditional grass huts. The central courtyard was the parade ground.

COMMITMENTS RAISED AS AT 31 MARCH 2016

EXPENDITURE AMOUNT COMMITMENT PROJECT NAME/DESCRIPTION AS AT COMMITTED REMAINING 31.03.2017

EOHP Survey of the Ophathe Game Reserve 34 000 (34 000) -

Audit of Human Resource Capital 70 000 (70 000) -

Purchase of Staff Uniforms 243 000 (243 000) -

Design of Trimbles 26 000 (26 000) -

TOTALS 373 000 (373 000) -

COMMITMENTS RAISED AS AT 31 MARCH 2017

PROJECT NAME/DESCRIPTION AMOUNT COMMITTED

Purchase of Staff Uniforms 169 577

TOTALS 169 577

THE SPIRIT OF EMAKHOSINI MONUMENT

The Emakhosini Valley (Valley of the Kings), is steeped in a rich history. It was here that Nkosinkulu, the progenitor of the Zulu Nation, settled over three hundred (300) years ago. Also, many of the early Zulu Kings lived and are buried here. The region, is also where King Shaka was born and where the Zulu Empire has its roots. It has seen some of the earliest conflicts between the Zulu Nation and the advancing settlers.

The Spirit of Emakhosini Monument honours this history. The beer-pot (ukamba) is an item found in every Zulu houselhold. It symbolises the valley as the receptacle of heritage. The consumption of beer is associated with hospitality and social harmony. The horns of the seven (7) animal species from this region (viz. waterbuck, Nguni cow, eland, elephant, kudu, rhinoceros and reedbuck) honour the seven (7) early Zulu Kings that lived and that are buried in the Emakhosini. The horns also represent the harmony between the cultural and natural environment. The beaded necklace at the base (umbhijo) showcases the beadwork skill traditionally associated with this area. 53

MATERIALITY AND SIGNIFICANCE FRAMEWORK

Section 28.3.1 of Treasury Regulations require for all purposes of operations, that the accounting authority must develop and agree a framework of acceptable levels of materiality and significance with the relevant Executive Authority. This is further legislated by Sections 55 (2) and 54 (2) of the Public Finance Management Act, No. 1 of 1999.

The following framework is compiled in terms of the guidelines issued by National Treasury on 13 July 2006:

Lower Higher 2014/2015 Rand Lower Range Higher Range Material and Element/Classification Range Range value of class Value Value Significant Level Percentage Percentage

Non-current Property, Plant R 33 353 241 1.0% 2.0% R 333 532 R 667 065 R 500 299 and Equipment

Total Revenue R 37 075 442 0.5% 1.0% R 185 377 R 370 754 R 278 066

Total Expenditure R 36 031 994 2.0% 5.0% R 720 640 R 1 801 600 R 1 261 120

OVERALL SIGNIFICANT R 679 828 AND MATERIAL LEVEL

Therefore, in compliance with Section 54 (2) of the Public Finance Management Act, No. 1 of 1999, prior to the conclusion of any transactions in excess of the overall significant and material level of R 679 828, the accounting authority will promptly and in writing, inform the KwaZulu-Natal Provincial Treasury of the transaction and submit particulars of the transaction to the relevant executive authority for approval of the transaction.

UNAUDITED SUPPLEMENTARY SCHEDULES

ADDITIONAL INITIATIVES/PROJECTS NOT INCLUDED ON THE 2016/17 ANNUAL PERFORMANCE PLAN

PROGRAMME 2: SUPPORT SERVICES

STRATEGIC OBJECTIVE: THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OUR PROVINCIAL HERITAGE ASSETS AND RESOURCES FOR PERPETUITY OF USE

MEASURABLE OBJECTIVE: IMPROVEMENTS TO SITES AND FACILITIES THAT WILL ENHANCE THE OVERALL EXPERIENCE OF THE PUBLIC WHILST PROMOTING THE CULTURAL AND HERITAGE FABRIC OF THE PROVINCE

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT

Compilation the The Guideline The audit of the maintenance Number of Sites of Management Document for and management Conflict for which Guideline R - fifty (50) Sites - - requirements for all Sites of Management Guidelines Documents for The compilation of a of Conflict was Conflict was completed on 30 are documented fifty (50) Sites of comprehensive compiled June 2016 Conflict management guideline document Project 1: The costings for the that will incorporate maintenance and all maintenance and Management and management for all Sites of management Conflict was completed as Maintenance of Submission of One (1) requirements for the submitted to the Sites of Conflict one (1) costings costings report fifty (50) Sites of Commonwealth War Graves Number of funding report/document for the R - Conflict under - - Commission, who are at proposals submitted for the management of located within The present funding approximately management of Sites of Conflict Province R 120 000 pa for the Sites of Conflict was submitted management of eight (8) Sites of Conflict. It is now hoped that more sites can be funded by them. The sites at which interpretive panels were erected are:

Installation of The installation of 1. Border Cave; Project 2: Interpretive outdoor interpretive panels 2. Gingindlovu; panels were Number of projects interpretive for results/findings 3. Khambula; Interpretation R 8 000 installed at five - - completed panels at five derived from recent 4. Hlobane; and Panels at Heritage (5) heritage (5) heritage excavations at 5. The Ulundi Battlefield Sites sites sites Border Cave This project was funded through a donation made by Dr. V Stephanopoli

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT

This project entails the installation of site Project 3: Install one (1) One (1) marker markers to This project was funded marker at the was installed at R 15 000 acknowledge the - - through a donation made by Nzama Ancestral Nzama the Nzama historical significance Dr. V Stephanopoli Site Marker Ancestral Site Ancestral Site attached to that specific site

This project entails Project 4: Install one (1) the installation of site One (1) marker marker at the markers to This project was funded was installed at Phalani Mkwanazi Phalani R 15 000 acknowledge the - - through a donation made by the Phalani Ancestral Site Mkhwanazi historical significance Dr. V Stephanopoli Mkwanazi Site Marker Ancestral Site attached to that specific site

Number of projects Repair work completed Complete repair and the work and This project will see Project 5: rebuilding of rebuilding of/to the re-building and This project was funded the memorial the memorial at R 5 000 other necessary - - through a donation made by Border Rifles was completed one (1) site viz. repairs to the Border Dr. V Stephanopoli Memorial at one (1) site The Border Rifles Memorial viz. The Border Rifles Memorial Rifles Memorial

Submission of Upgrades to the specification Spioenkop Site will The funding and roll-out of this The costings and costings for include the project was to be done by the for the the installation of: Office of the Premier: Heritage Spioenkop Site Project 6: refurbishment 1. Water-saving Unit. Refurbishment and installation devices; R - Project was - - Spioenkop Site of paving at one 2. Paving around Amafa’s involvement was submitted to Refurbishment (1) site viz. the ablution limited to compilation of the the Office of the Spioenkop, to facilities; and specifications and costing for Premier: the Office of the 3. New paths to the project and submit to the Heritage Unit Premier: the ablution OTP: Heritage Unit Heritage Unit facilities

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PURPOSE OF DEVIATION/COMMENT PROJECT COST PROJECT NAME PROJECT ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE Submission of The funding and roll-out of this The costings specifications and The installation of project was to be done by the for the costings for the gabions across new Office of the Premier: Heritage Project 7: Isandlwana Soil construction of dongas within the Unit. Reclamation gabions at one Battlefield will control Isandlwana Soil R - Project was - - (1) site viz. soil erosion, thereby Amafa’s involvement was Reclamation submitted to Isandlwana to the preventing the limited to compilation of the Project the Office of the Office of the degradation of the specifications and costing for Premier: Premier: Heritage Battlefield the project and submit to the Heritage Unit Unit OTP: Heritage Unit Submission of This project will The costings The funding and roll-out of this specification and enable decreased for the project was to be done by the Project 8: costings for the reliability on the Isandlwana Office of the Premier: Heritage installation of a municipal supply of Rainwater Unit. Isandlwana rainwater water to the site Harvesting R - - - Rainwater harvesting (especially during Project was Amafa’s involvement was Harvesting system at one (1) periods of drought) submitted to limited to compilation of the System site to the Office by maximising the the Office of the specifications and costing for of the Premier: harvesting of Premier: the project and submit to the Heritage Unit rainwater Heritage Unit OTP: Heritage Unit Number of projects The costings completed Submission of This entails the The funding and roll-out of this for the specifications and updating and printing project was to be done by the KwaDukuza costing for the of information leaflets Office of the Premier: Heritage (King Shaka) redesign and for the KwaDukuza Unit. Visitor Centre printing of one (1) sites. The updated R - Information - - set of new leaflets will then be Amafa’s involvement was Brochures was brochures for the released to various limited to compilation of the submitted to KwaDukua (King tourism and heritage specifications and costing for Project 9: the Office of the Shaka) Visitor outlets within the the project and submit to the Premier: Centre Province OTP: Heritage Unit Information Heritage Unit Brochures The funding and roll-out of this The costings Project Submission of Design and printing project was to be done by the for one (1) set specifications and of a brochure Office of the Premier: Heritage of Public costings for the detailing the Unit. Information redesign and responsibilities and R - Brochures was - - printing of one (1) roles (as required by Amafa’s involvement was submitted to set of Public heritage legislation) limited to compilation of the the Office of the Information of both local and specifications and costing for Premier: Brochures provincial authorities the project and submit to the Heritage Unit OTP: Heritage Unit

PROGRAMME 3: ONDINI HERITAGE, COLLECTIONS AND INTERPRETATION

STRATEGIC OBJECTIVE: MANAGEMENT OF THE ONDINI PRECINCT AND SITES OF HISTORIC IMPORTANCE IN AND AROUND ULUNDI AND NORTHERN KZN

MEASURABLE OBJECTIVE: IMPROVEMENTS TO SITES AND FACILITIES THAT WILL ENHANCE THE OVERALL EXPERIENCE OF THE PUBLIC WHILST PROMOTING THE CULTURAL AND HERITAGE FABRIC OF THE PROVINCE

school holiday R 1 300 Things Out of - - Making Useful programme Waste Things Out of Products Waste Products hosted Holiday One (1) holiday Programme 2: programme on Host one (1) Ordinary school holiday R 1 500 - - Ordinary Women Women with programme with Extraordinary Extraordinary Lives Lives hosted Promoting Number of holiday Holiday awareness of the One (1) holiday programmes hosted at Host one (1) Programme 3: value of heritage in programme on the Ondini Historic school holiday R 3 000 - - our lives amongst Traditional Reserve programme Traditional Games the Youth Games hosted

One (1) holiday Holiday Host one (1) programme on Programme 4: school holiday R 1 300 Traffic - -

programme Education Traffic Education hosted

Holiday One (1) holiday Host one (1) Programme 5: programme on school holiday R 1 300 - - Body Painting programme Body Painting hosted

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT

Holiday Promoting One (1) holiday Number of holiday Programme 5: Host one (1) awareness of the programme on programmes hosted at school holiday R 1 300 value of heritage in Care for Your - - the Ondini Historic Care For Your programme our lives amongst Environment Reserve Environment the Youth hosted

Installation of slate paving at the entrance to the Complete the Museum and the Installation of Project 1: installation of shop in order to slate paving at

slate-paving at increase the the Museum Slate-paving at the R - - - the Museum aesthetic appeal of Entrance and KwaZulu Cultural entrance and these facilities. The Shop area Number of projects Museum and Shop shop lawn areas in front completed completed at the Ondini of the facilities has Historic Reserve been devastated by the drought Complete the Roof-thatching Project 2: Re-thatching the roof-thatching of for three (3) roof of the huts three (3) huts at R - huts at the - - The Hut Thatching located at the picnic the Ondini Picnic Ondini Picnic Project site in Ondini Site Site completed Installation of wall- mounted interpretive panels at the Project 3: Complete the Spioenkop site. Six (6) installation of six These panels will interpretive Number of interpretive Installation of (6) interpretive R 7 200 provide visitors to panels were - - panels installed interpretive panels panels at the the site, with installed at the at Spioenkop Spioenkop site necessary and Spioenkop Site useful information regarding the history of this site

PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK

STRATEGIC OBJECTIVE: THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OUR PROVINCIAL HERITAGE ASSETS AND RESOURCES FOR PERPETUITY OF USE MEASURABLE OBJECTIVE: IMPROVEMENTS TO SITES AND FACILITIES THAT WILL ENHANCE THE OVERALL EXPERIENCE OF THE PUBLIC WHILST PROMOTING THE CULTURAL AND HERITAGE FABRIC OF THE PROVINCE

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT A medicinal garden comprising ten (10) plant species and one (1) interpretive panel will be constructed as an additional tourist interest point. Installation of One (1) Project 1: one (1) The garden will medicinal medicinal include local rock garden at the R - - - Medicinal Garden garden at the and sand and a Multi Media  Project Multi Media species list based on Centre was Centre the indigenous installed plants to the region.

Number of projects The interpretive completed panel will detail significance of the different plants included in the garden

This is a detailed framework based on One (1) fire- Compile one (1) a fire-risk analysis Project 2: fighting comprehensive and the protocol to protocol firefighting R - be observed and/or - - Firefighting Protocol manual for the  protocol manual undertaken in the for the EOHP EOHP was for the EOHP event of the compiled actualisation of those risks detailed.

PROGRAMME 5: RESEARCH AND COMPLIANCE

STRATEGIC OBJECTIVE: RESEARCH ENABLING THE PROTECTION, ENHANCEMENT AND DEVELOPMENT OF HERITAGE ASSETS AND RESOURCES FOR SITES WITHIN THE PROVINCE MEASURABLE OBJECTIVE: THE RESEARCH, COLLECTION AND IMPLEMENTATION OF DATA AND INFORMATION RELATING TO THE PROVINCE’S BUILT ENVIRONMENT SO AS TO PROTECT, ENHANCE, DEVELOP AND ADMINISTRATE THESE STRUCTURES IN A SUSTAINABLE MANNER

2016/17 ANNUAL TARGET NATURE/ 2016/17 ACTUAL PERFORMANCE INPUT KPI AND OBJECTIVE # PROJECT PURPOSE OF DEVIATION/COMMENT PROJECT NAME COST ACHIEVED NOT ACHIEVED VARIANCE DELIVERABLE PROJECT The heritage database will include Project 1: information of sites Complete the One (1) heritage within the Province to review and update database was Review and R 45 000 which historic - - of one (1) heritage reviewed and  Update of Heritage significance is database updated Database attached as per the KZN Heritage Act, No. 4 of 2008 This project is run jointly with the Office of the Premier: Heritage Unit, who are to fund Number of projects this work. completed Due to unforeseen delays in The archaeological Project 2: One (1) site the rollout of the project, we Complete the excavation of the excavation, viz. were unable to complete the excavation at one Dingiswayo site to Site Excavation at R - - Dingiswayo - site excavation. (1) site viz. establish the various Dingiswayo (Phase Site was not Dingiswayo Site heritage components 2) completed As at year end, we have attached to the site appointed the consultant for the undertaking of the excavation work

The project will be completed in the 2017/18 financial year

HUMAN RESOURCES MANAGMENT FOR THE YEAR ENDING 31 MARCH 2017

HUMAN RESOURCE MANAGEMENT

The 2016/17 financial year started with one hundred (100) permanent staff members and by the end of the year the number of staff in the employ of Amafa was ninety-five (95). The movement of staff will be demonstrated in the tables contained in the relevant sections below.

The shortage of staff has always been a challenge in the organisation and the year under review was no different. During the year under review, a number of staff exits were noted, however, the post that became vacant were not filled as Treasury had sent out a circular on cost cutting measures. One area to be considered for cost cutting was the appointment of staff and filling of posts. With the current staff shortage situation, a submission was made to the Office of the Premier requesting permission to fill in the vacant posts. No response had been received by the end of the financial year.

As was reported in the previous annual report, by the end of this financial year, the Chief Executive Officer had still not been appointed. In May 2016, the Office of the Premier seconded Dr, Rev V. Mnculwane to hold the position of an Acting Chief Executive Officer to Amafa. In the absence of Amafa Council, the Acting Chief Executive Officer was given authority to take decisions on behalf of Council. The Acting Chief Executive Officer was to hold this position until such time that Amafa Council was appointed.

In 2015, the Premier announced the merger between Amafa and the Heritage Directorate in the Office of the Premier. The merger was to see the establishment of a new Institution where Amafa employees were to be transferred to the new Institute and employees from the Heritage Directorate were to be seconded to the new Institute. The new Heritage Bill under which the new Institution was to be established, was drafted and the first draft was tabled at Cabinet in January 2017. The staff organogram which included additional new posts, was drafted and was tabled at Cabinet together with the first draft of the Heritage Bill. As at the end of the Financial Year the merger process had still not been finalised.

PICTURED ABOVE: NELSON MANDELA CAPTURE SITE MONUMENT (HOWICK)

Employment and Vacancies

The following table summarises the number of posts on the establishment, the number of employees and the vacancy rate. The table is presented in terms of occupational levels as identified by each directorate within the organisation:

MALES FEMALES VACANT VACANCY Occupation level TOTAL POSTS RATE African Coloured Indian White African Coloured Indian White

Senior Management 1 - 1 1 1 - - 1 - 5 -

Assistant Director - - 1 - 2 - 1 1 1 6 16,67% Principal/Senior Heritage 6 - - - 4 - - 3 - 13 - Officer Administrative Officers - - - - 6 - - - - 6 -

Technicians and Artisans 2 ------2 -

Clerks, Guides and Reception 3 - - - 10 - - - - 13 -

Drivers 2 ------2 -

General Assistants 18 - - - 19 - - - 4 37 10,81%

Foremen 1 ------1 -

Patrollers 7 ------7 -

Interns - - - - 2 - - - - 1 -

Heritage Officers 1 - - - 1 - - - - 2 -

TOTAL 41 - 2 1 45 - 1 5 5 95 5,26%

Resignations and Retirement

The following table provides a summary of employee resignations and retirement, according to their occupational level during the 2016/2017 financial year:

MALES FEMALES Occupation level African Coloured Indian White African Coloured Indian White Senior Management 1 ------Principal/Senior Heritage Officer ------Administrative Officers - - - - 1 - - - Technicians and Artisans ------Clerks, Guides and Reception - - - - 1 - - - Drivers ------General Assistants 1 - - - 2 - - - Foremen ------Patrollers 1 ------Interns ------Long-term Contract Employees ------Heritage Officers ------TOTAL 3 - - - 4 - - -

The table below presents a brief description of the departure of employees during the financial year:

Termination Type Number Death 2 Resignation 2 Termination of Contract - Dismissal (misconduct) - Discharge due to ill-health - Retirement 3 Transfers to other organs of state - TOTAL 7

Employee Progression and Development

Disclosed below, is the summary of staff recruitment for the period under review. This has been categorised according to the structural level into which the respective member of staff was recruited.

MALES FEMALES Salary Band African Coloured Indian White African Coloured Indian White Lower Skilled (Levels 2) ------Skilled (Levels 3 - 5) ------Highly Skilled Production (Levels 6 - 8) ------1 - Highly Skilled Supervision (Levels 9 - 10) ------Senior Management ------TOTAL ------1 -

In an effort to increase employee skill levels, various members of staff were capacitated by the attendance of training courses, workshops, seminars and other forums which addressed development needs. The statistics of attendance of such forums is listed in the table below (disclosure per occupational level):

MALES FEMALES Occupation level African Coloured Indian White African Coloured Indian White Senior Management 1 ------Principal/Senior Heritage Officer 3 - - - 1 - - - Administrative Officers - - - - 3 - - - Technicians and Artisans ------Clerks, Guides and Reception - - - - 2 - - - Drivers ------General Assistants 1 ------Foremen ------Heritage Officers ------Interns ------Long-term Contract Employees ------TOTAL 5 - - - 6 - - -

Job Progression

The following table summarises the number of post progressions during the year under review. The table also gives details of the number of job upgrade and downgraded. This table is presented according to the structural level of the organisation.

Number of Number of Percentage of Posts Posts Salary Band Posts Upgraded posts Jobs Evaluated Evaluated Downgraded

Lower Skilled (Levels 2) - - - - - Skilled (Levels 3 - 5) - - - - - Highly Skilled Production (Levels 6 - 8) - - - - - Highly Skilled Supervision (Levels 9 - 10) - - - - - Senior Management - - - - - TOTAL - - - - -

Disciplinary Action

No disciplinary action was held against any staff member during the year under review. Pictured Left: St. Joseph’s Cathedral, Besters near Ladysmith

Pictured Right: The Blaaukrantz Memorial, Colenso

Pictured Below: The Schuinshoogte Memorial, iNgogo

OVERALL ORGANISATIONAL STRUCTURE

AMAFA AKWAZULU NATALI/HERITAGE KWAZULU-NATAL ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 MARCH 2017

AMAFA AKWAZULU-NATALI

ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2017

Contents Page

General information 72

Report of the Auditor-General 73

Statement of financial position 78

Statement of financial performance 79

Statement of changes in net assets 80

Cash flow statement 81

Notes to the annual financial statements(incorporating the accounting 82 policies)

Supplementary schedules to the audited financial statements: -

Detailed statement of financial performance 91

Notes to the detailed statement of financial performance 92

The financial statements set out on pages 78 to 92 were approved by the accounting authority on 30 July 2017 and signed on their behalf by:

REV. VIKINDUKU MNCULWANE ACTING CHIEF EXECUTIVE OFFICER AMAFA AKWAZULU NATALI 30 JULY 2017

GENERAL INFORMATION

NAME OF PUBLIC ENTITY AMAFA AKWAZULU-NATALI

PAR ENT DEPARTMENT OFFICE OF THE PREMIER

TYPE OF PUBLIC ENTITY SCHEDULE 3C - PER THE PFMA NO. 1 OF 1999

CONSTITUTED IN TERMS OF THE KWAZULU NATAL HERITAGE ACT NO. 4 OF 2008

STREET ADDRESS – PMB 195 LANGALIBALELE STREET PIETERMARITZBURG 3201

STREET ADDRESS - ULUNDI CARE OF KWAZULU CULTURAL MUSEUM KING CETSHWAYO HIGHWAY ULUNDI 3838

POSTAL ADDRESS - PMB PO BOX 2685 PIETERMARITZBURG 3200

POSTAL ADDRESS - ULUNDI PO BOX 523 ULUNDI 3838

CONTACT NUMBERS 033 394 6543 035 870 2050

FAX NUMBERS 033 342 6097 035 870 2054

WEBSITE www.kznheritage.co.za

CHAIRMAN OF THE COUNCIL REV. VV MNCULWANE (Section 49(2)(b) of the PFMA, No. 1 of 1999)

CHIEF EXECUTIVE OFFICER REV. VV MNCULWANE (Acting)

CHIEF FINANCIAL OFFICER MR . A RAMPERSAD

NAME OF BANK ABSA – UMHLANGA

SIR WINSTON CHURCHILL CAPTURE SITE

Report of the auditor-general to the KwaZulu-Natal Provincial Legislature on Amafa aKwaZulu-Natali

Report on the audit of the financial statements

Opinion 1. I have audited the financial statements of the Amafa aKwaZulu-Natali set out on pages 78 to 90, which comprise the statement of financial position as at 31 March 2017, the statement of financial performance, statement of changes in net assets and cash flow statement for the year then ended, as well as the notes to the financial statements, including a summary of significant accounting policies.

2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Amafa aKwaZulu-Natali as at 31 March 2017, its financial performance and cash flows for the year then ended in accordance with the South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Public Finance Management Act of South Africa, 1999 (Act No. 1 of 1999) (PFMA).

Basis for opinion 3. I conducted my audit in accordance with the International Standards on Auditing (ISAs). My responsibilities under those standards are further described in the auditor-general’s responsibilities for the audit of the financial statements section of my report.

4. I am independent of the entity in accordance with the International Ethics Standards Board for Accountants’ Code of ethics for professional accountants (IESBA code) and the ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA code.

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Emphasis of matter 6. I draw attention to the matter below. My opinion is not modified in respect of this matter.

Irregular expenditure 7. As disclosed in note 19 to the financial statements, irregular expenditure of R749 666 was incurred in the current year.

Other matter 8. I draw attention to the matter below. My opinion is not modified in respect of this matter.

Unaudited supplementary schedules 9. The supplementary information set out on pages 91 to 92 does not form part of the financial statements and is presented as additional information. I have not audited these schedules and, accordingly, I do not express an opinion thereon.

Responsibilities of the accounting authority for the financial statements 10. The accounting authority is responsible for the preparation and fair presentation of the financial statements in accordance with SA Standards of GRAP and the requirements of the PFMA and for such internal control as the accounting authority determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

11. In preparing the financial statements, the accounting authority is responsible for assessing the Amafa aKwaZulu-Natali’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless there is an intention either to liquidate the entity or cease operations, or there is no realistic alternative but to do so.

Auditor-general’s responsibilities for the audit of the financial statements 12. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

13. A further description of my responsibilities for the audit of the financial statements is included in the annexure to the auditor’s report.

Report on the audit of the annual performance report

Introduction and scope 14. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA) and the general notice issued in terms thereof, I have a responsibility to report material findings on the reported performance information against predetermined objectives for selected programmes presented in the annual performance report. I performed procedures to identify findings but not to gather evidence to express assurance.

15. My procedures address the reported performance information, which must be based on the approved performance planning documents of the entity. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures also did not extend to any disclosures or assertions relating to planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, my findings do not extend to these matters.

16. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programmes presented in the annual performance report of the entity for the year ended 31 March 2017:

Programmes Pages in the annual performance report Programme 3 – Ondini heritage, collections and interpretation 31 – 37

Programme 5 – Research and compliance 42 – 48

17. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

18. I did not identify any material findings on the usefulness and reliability of the reported performance information for Programme 3: Ondini heritage, collections and interpretation as well as Programme 5: Research and compliance.

Other matter 19. I draw attention to the matter below.

Achievement of planned targets 20. The annual performance report on pages 9 to 54 includes information on the achievement of planned targets for the year and explanations provided for the under and overachievement of a number of targets.

Report on audit of compliance with legislation

Introduction and scope 21. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material findings on the compliance of the public entity with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.

22. The material findings in respect of the compliance criteria for the applicable subject matters are as follows:

Procurement and contract management 23. Quotations were accepted from prospective suppliers who did not submit a declaration on whether they are employed by the state or connected to any person employed by the state, which is prescribed in order to comply with treasury regulation 16A8.3.

24. Quotations were awarded to suppliers whose tax matters had not been declared by the South African Revenue Services to be in order as required by treasury regulations 16A9.1(d) and the Preferential Procurement Regulations (PPR),2011.

25. Bid documentation for procurement of commodities designated for local content and production, did not stipulate the minimum threshold for local production and content as required by PPR 9(1).

Other information 26. The accounting authority of the Amafa aKwaZulu-Natali is responsible for the other information. The other information comprises the information included in the annual report. The other information does not include the financial statements, the auditor’s report thereon and those selected programmes presented in the annual performance report that have been specifically reported on in the auditor’s report.

27. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion thereon.

28. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programmes presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated. If, based on the work I have performed on the other information obtained prior to the date of this auditor’s report, I conclude that there is a material misstatement of this other information, I am required to report that fact.

29. I have not yet received the annual report. When I do receive this information, if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected. If the other information is not corrected, I may have to re-issue my auditor’s report amended as appropriate.

Internal control deficiencies 30. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance thereon. The matters reported below are limited to the significant internal control deficiencies that resulted in the findings on compliance with legislation included in this report.

Leadership

31. The lack of a supply chain management (SCM) unit or dedicated SCM personnel has resulted in inadequate monitoring and oversight relating to the implementation of updated SCM policies and compliance with SCM legislation.

Pietermaritzburg

31 July 2017

Annexure – Auditor-general’s responsibility for the audit

1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements, and the procedures performed on reported performance information for selected programmes and on the public entity’s compliance with respect to the selected subject matters.

Financial statements 2. In addition to my responsibility for the audit of the financial statements as described in the auditor’s report, I also:

3. identify and assess the risks of material misstatement of the financial statements whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

4. obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the public entity’s internal control.

5. evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting authority.

6. conclude on the appropriateness of the accounting authority’s use of the going concern basis of accounting in the preparation of the financial statements. I also conclude, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Amafa aKwaZulu-Natali ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify the opinion on the financial statements. My conclusions are based on the information available to me at the date of the auditor’s report. However, future events or conditions may cause a public entity to cease to continue as a going concern.

7. evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.

Communication with those charged with governance 8. I communicated with the accounting authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

9. I also confirm to the accounting authority that I have complied with relevant ethical requirements regarding independence, and communicate all relationships and other matters that may reasonably be thought to have a bearing on my independence and here applicable, related safeguards.

Report of the auditor-general to the KwaZulu-Natal Provincial Legislature on Amafa aKwaZulu-Natali

Report on the audit of the financial statements

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Emphasis of matter 6. I draw attention to the matter below. My opinion is not modified in respect of this matter.

Irregular expenditure 7. As disclosed in note 19 to the financial statements, irregular expenditure of R749 666 was incurred in the current year.

Other matter 8. I draw attention to the matter below. My opinion is not modified in respect of this matter.

13. A further description of my responsibilities for the audit of the financial statements is included in the annexure to the auditor’s report.

Report on the audit of the annual performance report

Programmes Pages in the annual performance report Programme 3 – Ondini heritage, collections and interpretation 31 – 37

Programme 5 – Research and compliance 42 – 48

Other matter 19. I draw attention to the matter below.

Report on audit of compliance with legislation

22. The material findings in respect of the compliance criteria for the applicable subject matters are as follows:

25. Bid documentation for procurement of commodities designated for local content and production, did not stipulate the minimum threshold for local production and content as required by PPR 9(1).

Leadership

Pietermaritzburg

31 July 2017

Annexure – Auditor-general’s responsibility for the audit

Financial statements 2. In addition to my responsibility for the audit of the financial statements as described in the auditor’s report, I also:

5. evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting authority.

AMAFA AKWAZULU-NATALI

STATEMENT OF FINANCIAL POSITION at 31 March 2017

2017 2016 Notes R R ASSETS

Non-current assets 53 329 808 54 068 659

Property, plant and equipment 4 37 777 592 38 654 640 Heritage assets 11 14 604 501 14 604 501 Biological assets 6 947 715 809 518

Current Assets 21 149 313 18 445 032

Inventories 5 196 946 209 166 Receivables 7 135 527 32 108 Cash and cash equivalents 13 20 816 840 18 203 758

Total Assets 74 479 121 72 513 691

EQUITY AND LIABILITIES

Capital and reserves 72 633 541 70 888 022

Accumulated surplus 72 633 541 70 888 022

Current Liabilities 1 845 580 1 625 669

Trade and other payables 8 217 524 169 733 Provisions 9 1 628 056 1 455 936

Total equity & liabilities 74 479 121 72 513 691

78 AMAFA AKWAZULU-NATALI

STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2017

2017 2016 Notes R R

Revenue Non- exchange transactions 14 33 067 934 35 009 531 Exchange transactions 15 2 362 199 1 724 170 Total revenue 35 430 133 36 733 701 Operating expenditure 2 (35 021 239) (37 682 398) Operating profit / (loss) 408 894 (948 697) Interest received 3 1 336 625 1 017 501

Surplus for the year 1 745 519 68 804

79 AMAFA AKWAZULU-NATALI

STATEMENT OF CHANGES IN NET ASSETS for the year ended 31 March 2017

2017 2016 Note R R

Accumulated surplus

Opening balance 70 888 022 66 255 328

Prior period error 18 - 4 563 890 - 70 888 022 70 819 218

Surplus for the year 1 745 519 68 804

At end of year 72 633 541 70 888 022

80 AMAFA AKWAZULU-NATALI

CASH FLOW STATEMENT for the year ended 31 March 2017

2017 2016 Notes R R Net cash flow from operating activities Cash receipts from customers 35 587 961 36 735 404 Cash payments to suppliers and employees (33 869 618) (36 338 751)

Cash generated from operations 12 1 718 343 396 653 Interest received 1 336 625 1 017 501 3 054 968 1 414 154

Net cash flow from investing activities Proceeds on disposal of assets 41 301 198 799 Assets acquired (483 187) (2 227 664) Cash outflow from investing activities (441 886) (2 028 865)

Net increase / (decrease) in cash and cash equivalents 2 613 082 (614 711) Cash and cash equivalents at beginning of year 13 18 203 758 18 818 469 Cash and cash equivalents at end of year 13 20 816 840 18 203 758

- -

81 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017 1. Basis of Preparation

The financial statements have been prepared in accordance with the effective Standards of Generally Recognised Accounting Practices (GRAP) including any interpretations, guidelines and directives issued by the Accounting Standards Board. The financial statements are prepared on an accrual basis.

1.1 Property, Plant and Equipment

The cost of an item of property, plant and equipment shall be recognised as an asset if, and only if: a) it is probable that future economic benefits or service potential associated with the item will flow to the entity, and b) the cost or fair value of the item can be measured reliably

All assets are initially recognised at cost and is depreciated on a straight line basis using the following useful lives:

Buildings 50 years Motor vehicles 20 years Computer equipment 15 years Furniture and equipment 40 years

Land is not depreciated

The residual value, depreciation method and the useful life of all assets are reviewed annually.

The carrying amount of an item of property, plant and equipment shall be derecognised: a) on disposal (including disposal through a non-exchange transaction); or b) when no future economic benefits or service potential are expected from its use or disposal

The gain or loss arising from the derecognition of an item of property, plant and equipment shall be included in surplus or deficit.

1.2 Heritage Assets and Collection Items

Heritage assets are assets that have a cultural, environmental, historical, natural, scientific, technological or artistic significance and are held indefinitely for the benefit of present and future generations

A heritage asset that qualifies for recognition as an asset is measured at its cost and any costs directly attributable to bringing the heritage asset to the location and condition necessary for it to be capable of operating in the manner intended by Amafa

Where a heritage asset is acquired through a non-exchange transaction, its deemed cost is to be measured at itsfair value, as at the date of acquisition. If at initial recognition, Amafa cannot reliably measure its cost, the relevant and useful information about the heritage asset is disclosed in the notes to the financial statements

Subsequent to initial recognition, heritage assets are measured at cost less accumulated impairment losses ie. cost model

Heritage assets are not depreciated but assessed at each reporting date to determine whether it may be impaired

Heritage assets are derocognised when the asset is disposed of or when there are no further economic benefits or service potential expected from the asset. The gain or loss arising on the disposal or retirement of a heritage asset is recognised in the statement of financial performance.

Collection items are items that are retained for cultural and educational purposes as they form part of Collections that are examples of commonly used objects from the past. The value they presently hold may change in the future should they be assessed under different circumstances. It is for this reason that no value is assigned to these items.

1.3 Impairment of assets

All cash generating units and non-cash generating units are reviewed annualy in March each year to determine whether any impairment of these assets is necessary. This is done in accordance with the requirements of GRAP 21 and GRAP 26

1.4 Project commitments Provision is made annually for incompleted capital and maintenance projects which have been approved by Council in terms of the operating budget.

1.5 Conditional Grants

Funds received from third parties for a specific purpose but which do not have a corresponding requirement to return these resources should the funds not be spent are treated as revenue in the year of receipt in accordance with GRAP 23.

1.6 Inventories

Inventories, comprising shop stocks are stated at the lower of cost or net realisable value. Cost is determined by the first-in, first-out (FIFO) method. The cost of inventories shall comprise all costs of purchase, costs of conversion and other costs incurred in bringing the inventories to their present location and condition

82 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

1.7 Biological assets

Amafa's Biological assets is comprised of a herd of cattle that is held for grazing and cultural reasons. Biological assets are initially recognised at cost and are thereafter recognised at fair value less estimated point of sale costs. The fair value is undertaken by an independent valuer. All gains and losses from fair value adjustments are separately disclosed from gains and losses due to physical changes.

1.8 Cash and cash equivalents For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand and deposits held on call with banks, net of bank overdrafts.

1.9 Revenue Recognition Revenue is the gross inflow of economic benefits or service potential during the reporting period when those inflows result in an increase in net assets, other than increases related to contributions from owners

Exchange transactions are transactions in which one entity receives assets or services, or has liabilities extinguished, and directly gives approximately equal value to another entity in exchange

Non-exchange transactions are transactions that are not exchange transactions. In a non-exchange transaction, an entity either receives value from another entity without directly giving approximately equal value in exchange, or gives value to another entity without directly receiving approximately equal value in exchange

Revenue shall be measured at the fair value of the consideration received or receivable

1.10 Leave provision A provision for accumulated leave due is recognised at year end based on the anticipated value of leave payments according to Council policy and Council resolutions.

1.11 Leases

Lease payments under operating leases are recognised as an expense in the statement of financial performance on a straight line basis over the term of the lease.

1.12 Financial Instruments

Financial instruments are initially recognised as costs and subsequently at fair vair value at each balance sheet date after taking into account any relevant impairments

1.13 Financial risk management

The entities financial instruments comprise accounts receivable, accounts payable and balances with banks. The book value of these financial instruments approximate fair value.

1.14 Interest rate risk

The risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market interest rates. The entities exposure to interest rate risk is controlled by investments with financial institutions.

1.15 Liquidity risk

The risk that the organisation will encounter difficulty in meeting obligations associated with financial liabilities is low. The entity's exposure to this risk is minimized by only incurring expenditure that is in line with the approved budget. Project expenditure, where applicable, is funded by conditional grants and is in line with the detailed and approved business plan.

1.16 Market risk

The risk that the fair value of future cash flows of a financial instrument will fluctuate because of changes in market prices is low. The entity's exposure to this risk is controlled by factoring the expected effects of inflation into the budget.

1.17 Employee benefits

Salaries and wages comprise payments to employees (including leave entitlements and thirteenth cheques). Salaries and wages are recognised as an expense in the statement of financial performance.

Council's pension contribution is in terms of a defined contribution plan and is expensed to the statement of financial performance.

Council's contribution to the medical funds are expensed to the statement of financial performance.

83 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

1.18 Provisions, contingent liabilities and assets

A provision shall be recognised when: a) an entity has a present obligation (legal or constructive) as a result of a past event; b) it is probable that an outflow of resources embodying economic benefits or service potential will be required to settle the obligation and c) a reliable estimate can be made of the amount of the obligation

All provisions are reviewed annually and adjusted to reflect the current best estimate

Contingent liabilities are recognised when there is a possible obligation that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity.

Contingent assets are recognised when there is a possible asset that arises from past events and whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the entity.

1.19 Going Concern

The annual financial statements are prepared on the going concern basis. The Hon. Premier has, however, announced a planned Merger between Amafa and the Heritage unit within the Office of the Premier. The timeframes surrounding this merger is not clear at this point in time.

1.20 Related Parties Related party transactions are transfers of resources, services or obligations between related parties regardless of whether a price is charged or not. Specific information with regards to related party transactions is included in the disclosure notes.

84 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

2017 2016 R R 2. Operating expenditure 35 021 239 37 682 398 Audit fees 655 860 666 261 Advertising and promotions 34 239 35 081 Attendance fees - 230 520 Bank charges 81 883 125 287 Built environment 126 547 239 988 Chemicals 11 643 29 373 Computer expenses 8 752 22 829 Consumables 88 686 92 502 Depreciation 1 202 493 1 188 473 Electricity and water 630 906 668 665 Meeting and training costs - 29 468 Equipment maintenance 257 191 258 665 Fencing 22 976 179 491 Functions and exhibitions - 45 421 Hire of buildings and equipment 86 051 78 938 Insurance and licenses 784 655 817 668 Equipment lease 134 131 125 428 Legal expenses 31 446 - Library expenses - 827 Loss on disposal of assets 116 442 102 893 Maintenance and restoration 910 146 2 719 783 Motor vehicle costs 935 105 1 276 325 Postage and telephone 458 015 553 270 Printing and stationery 155 150 161 611 Professional fees 126 600 224 531 Project expenditure 169 782 445 289 Protective clothing and uniforms 242 468 - Rates 45 283 35 700 Staff costs Salaries and wages 21 209 255 20 859 256 Medical contributions 1 179 947 1 023 732 Pension contributions 2 238 648 2 052 730 Subsistence and transport 78 107 362 977 Housing subsidy and professional fees 1 315 840 1 272 170 Unemployments Insurance 160 160 151 340 Workmens Compensation Assurance 44 936 39 127 Security 1 407 105 1 348 276 Sundry expenses 4 520 20 905 Training 66 271 197 598

3. Interest received

Financial institutions 1 336 625 1 017 501

4. Property, plant and equipment Motor Computer Furniture & Total Buildings vehicles Equipment Equipment R R R R R Year ended 31 March 2017 Opening net book value 22 763 656 5 972 667 327 466 9 590 851 38 654 640 Additions - 66 092 140 570 276 525 483 187 Disposals - (29 947) (24 970) (102 827) (157 744) Depreciation (533 002) (342 556) (35 281) (291 652) (1 202 491) Closing NBV 22 230 654 5 666 255 407 784 9 472 899 37 777 592

At 31 March 2017 Cost 26 650 132 6 884 797 646 337 11 812 696 45 993 962 Write-off - - - - - Accumulated depreciation (4 419 478) (1 218 542) (238 553) (2 339 797) (8 216 370) Net book value 22 230 654 5 666 255 407 784 9 472 899 37 777 592

Year ended 31 March 2016 Opening net book value 23 153 994 5 465 191 381 206 8 916 755 37 917 146 Additions 142 664 1 043 907 28 927 1 012 166 2 227 664 Disposals - (199 026) (42 286) (60 386) (301 698) Depreciation (533 002) (337 404) (40 380) (277 686) (1 188 472) Closing NBV 22 763 656 5 972 667 327 466 9 590 851 38 654 640

At 31 March 2016 Cost 26 650 132 6 852 221 535 528 11 665 677 45 703 558 Write-off - - - - - Accumulated depreciation (3 886 476) (879 554) (208 062) (2 074 826) (7 048 918) Net book value 22 763 656 5 972 667 327 466 9 590 851 38 654 640

85 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

2017 2016 Note R R

5. Inventories

Shop stocks 196 946 209 166

6. Biological assets

Livestock - Nguni cattle 947 715 809 518

Reconciliation of carrying amount

Carrying amount at beginning of year 809 518 799 008 Increase due to purchases 0 0 Gain / (loss) on fair value adjustment 146 173 (106 850) Gain attributable to physical changes 248 250 212 129 Decrease due to sales (256 226) (94 769)

Carrying amount at year end 947 715 809 518

At year end, the number of cattle on hand was 142

7. Receivables Accounts receivable 22 475 32 108 Prepayments 113 052 0

135 527 32 108

8. Trade and other payables Sundry 0 38 193 Accruals 152 850 94 992 Finance lease liability 64 674 36 548

217 524 169 733 9. Provisions

Provision for leave

Opening balance 908 070 871 622 Movements during the year 167 614 36 448 Closing balance 1 075 684 908 070

Provision for bonuses

Opening balance 547 866 493 774 Movements during the year 4 506 54 092 Closing balance 552 372 547 866

Total Provisions 1 628 056 1 455 936

10. Leases

Amafa has entered into eight non-cancellable operating leases, details of all are listed below:

The total of future minimum lease payments under non-cancellable operating leases is:

< 1 year 2 - 5 years > 5 years

Nashua - lease of switchboard - PMB 81 413 219 638 0 Nashua - lease of photocopier machine - PMB upstairs 18 742 4 685 0 Minolta - lease of photocopier machine - Ulundi Admin 8 836 4 418 0 Nashua - lease of switchboard - Ulundi 81 413 219 638 0 Nashua - lease of photocopier machine - PMB downstairs 28 044 7 011 0 Minolta - lease of photocopier machine - Ulundi Admin - Lexmark 8 707 7 256 0 Minolta - lease of photocopier machine - Museum - Lexmark 8 707 7 256 0 Nashua - lease of photocopier machine - MMC 4 788 798 0

Except for the two switchboards above, which are subject to an annual 15% escalation, all other lease contracts have a nil escalation for the duration of the lease.

All lease contracts do not have a renewal option nor purchase option and no restrictions are imposed on the contracts

86 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

11. Heritage Assets and Collection Items

Cost at 01.04.15 14 553 413 Additions - 2016 51 088 Cost at 31.03.16 14 604 501 Additions - 2017 - Cost at 31.03.17 14 604 501

The following Land, Artefacts and Collections cannot be reliably measured due to the nature of the items:

Library Collection 1 842 books Artefacts and Collection Items 7 069 items Land 2 Plots

The artefacts and collections items are made up of the following items:

Decorative items Items of fine art Enthnographic items Cultural objects Beadwork Wooden items Paper items Leather items Military objects

The above Artefacts and Collections are recorded on a separate register and are retained for cultural and educational purposes as they form part of Collections that are examples of commonly used objects from the past. The value they presently hold may change in the future should they be assessed under different circumstances.

2017 2016 R R 12. Cash generated from operations Reconciliation of surplus from operations to cash generated from operations :

Surplus from operations 1 745 519 68 804 Adjusted for: Depreciation 1 202 493 1 188 473 Loss on sale of assets 116 442 102 893 Interest received (1 336 625) (1 017 501)

Changes in working capital Decrease / (increase) in inventories 12 220 (15 535) (Increase) / decrease in receivables, prepayments and deposits (103 419) 1 703 (Increase) in biological assets (138 197) (61 606) Increase in trade and other payables 47 790 38 882 Increase in provisions 172 120 90 540 Net cash inflow from operating activities 1 718 343 396 653

13. Cash and cash equivalents Cash on call reserved as follows:

Name of account Account number - a) Ngubane Legacy 206 305 0620 - 366 814 b) Relocation of labour tenants 206 976 0592 - 2 629 929 c) Emakhosini Land purchase 206 976 0607 - 7 176 468 d) Built Environment 931 203 8110 15 734 185 3 791 336 e) Archaeology 207 525 6696 - 623 652 f) Amafa cheque account 405 935 6024 5 079 328 3 603 560 20 813 513 18 191 759 Petty cash 3 327 11 999 20 816 840 18 203 758

14. Non-exchange Revenue 2017 2016 R R

Office of the Premier - Operational grant 33 028 000 34 977 000 Donations 39 934 32 531

33 067 934 35 009 531

87 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

15. Exchange Revenue 2017 2016 R R

Gate takings 837 462 721 643 Shop profits 20 157 19 686 Rent and electricity 534 748 525 459 Submissions to built environment 619 891 601 392 Submissions to archaeology 56 450 60 100 Sundy income 227 607 125 653 Livestock trading profit / (loss) 65 884 (329 763)

2 362 199 1 724 170

16. Project Commitments 2017 R Approved and contracted for :

Staff uniforms 169 577

TOTAL COMMITMENTS 169 577

2016 Approved and contracted for : R

Benchmarking of Amafa salaries 69 300 Staff uniforms 242 468 Survey of Ophathe Game Reserve 33 676 Trimbles 25 696

TOTAL COMMITMENTS 371 140

17. Contingent Liability

Legal action was taken by the Community against Amafa for a land claim on a farm owned by Amafa - Farm Schoonstroom Amafa's attorney's estimate of financial exposure relating to the claim will be in the region of R 350 000 (2016: R 200 000)

18. Prior period error

Finance lease liability

In the prior year, a finance lease liability for the lease of two switchboards was partially recognised. The effect of this resulted in a over-statement of the surplus for 2016: R 7 898 and a resultant under-statement in trade and other payables for 2016: R 7 898. The prior year figures have been restated to correct this error.

Depreciation and loss on disposal of assets

The remaining useful life of Amafa's assets has been re-assessed and the error has been restated retropspectively. The correction has resulted in a total of R 4 563 890 depreciation being written back into the accounting records. The effect of this results in an increase to the Accumulated Surplus. The depreciation expense for the 2015/16 year has also been re-stated, based on the revised remaining useful life of all assets. In the 2015/16 AFS, the depreciation expense was recorded as R 1 915 586. After taking into account the revised useful life of the assets, the revised depreciation expense for 2015/16 is R 1 188 473. Due to the revised remaining useful lives of the assets, the loss of disposal of the assets needs to be amended. Prior to the change, the "profit of disposal of assets" in the 2015/16 AFS was recorded at R 50 058. As result of the change in the remaining useful life, this has resulted in a "loss on disposal of assets" of R 102 893, a difference of R 152 951. The prior year depreciation expense and "loss of disposal of assets" have been restated accordingly

19. Irregular expenditure

During the current financial year, irregular expenditure of R 749 666 was incurred. The irregular expenditure was incurred partly due to tax clearance certificates not being obtained from some service providers and partly due to not obtaining Certifcates from service providers that certified that the products were manufactured in South Africa. The R 749 666 can be broken down as follows:

Tax Clearance Certifcates not obtained 394 146 Certificates of Local Production not obtained 355 520

749 666

The main reason for Non-Compliance with the relevant sections of the Legislation is due to Amafa not having a dedictated Supply Chain Management Unit. 2017 2016 Irregular expenditure can be reconciled as follows: R R

Opening balance 0 0 Incurred during the year 749 666 0 Written off by Accounting Authority 0 0 Balance carried forward to next year 749 666 0

88 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

20. Related Parties

Amafa's parent Department is the Office of the Premier, from which it receives its annual Grant:

2017 2016 R R

33 028 000 34 977 000

The post of Chief Executive Officer is currently filled by an individual employed the Office of the Premier, in an Acting Capacity. The CEO is not remunerated by Amafa. He is remunerated by the Office of the Premier. Full details of remuneration to Amafa Senior Management and the Amafa Council are detailed in note 21.

21. Directors and executive members emoluments Executive members (Council): D.J Sithole Council attendance fees - 65 784 Travel expenses - - - 65 784 Prince C.T Zulu Council attendance fees - - Travel expenses - 55 537 - 55 537 Prof. A. Nzama Council attendance fees - 8 280 Travel expenses - 7 610 - 15 890 Prof. I. Vally Council attendance fees - 14 376 Travel expenses - - - 14 376 R. Reddy Council attendance fees - 35 288 Travel expenses - 20 005 - 55 293 Z. Ndaba Council attendance fees - 32 696 Travel expenses - 38 946 - 71 642 Dr. N. Ndlovu Council attendance fees - 27 464 Travel expenses - 16 572 - 44 036 D. Mhlaba Council attendance fees - 48 376 Travel expenses - 15 219 - 63 595 E. Gandhi Council attendance fees - - Travel expenses - 2 993 - 2 993

- 389 146 Directors: Deputy Director - Research and Professional Basic salary 602 808 512 338 Bonus 112 212 103 443 Allowances 9 600 9 600 Pension 69 992 60 720

794 612 686 101

Deputy Director - Administration/Human Resources Basic salary 719 373 698 241 Bonus 133 841 82 676 Allowances 10 100 10 600 Pension 83 223 75 247 Acting allowance - 60 180

946 537 926 944 Deputy Director - Support/Professional/Technical Basic salary 714 404 665 400 Bonus 137 263 110 517 Allowances 15 600 15 600 Pension 83 223 75 247

950 490 866 764

89 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2017

2017 2016 R R

Chief Financial Officer Basic salary 714 404 665 400 Bonus 133 841 110 517 Allowances 3 050 3 150 Pension 83 223 75 247

934 518 854 314

Total Directors and executive members emoluments 3 626 157 3 723 269

90 AMAFA AKWAZULU-NATALI Schedules not forming part of the audited financial statements: DETAILED STATEMENT OF FINANCIAL PERFORMANCE

2017 2016 Notes R R

Revenue 35 430 133 36 733 701

Grant - Office of the Premier 13 33 028 000 34 977 000 Gate takings 837 462 721 643 Shop profits 1 20 157 19 686 Rent and electricity 534 748 525 459 Submissions to built environment 619 891 601 392 Submissions to archaeology 56 450 60 100 Sundy income 2 267 541 158 184 Livestock trading profit / (loss) 3 65 884 (329 763)

Operating expenses 35 021 239 37 682 398

Audit fees 655 860 666 261 Advertising and promotions 34 239 35 081 Attendance fees - 230 520 Bank charges 81 883 125 287 Built environment 126 547 239 988 Chemicals 11 643 29 373 Computer expenses 8 752 22 829 Consumables 88 686 92 502 Depreciation 1 202 493 1 188 473 Electricity and water 630 906 668 665 Meeting and training costs - 29 468 Equipment maintenance 257 191 258 665 Fencing 22 976 179 491 Functions and exhibitions - 45 421 Hire of buildings and equipment 86 051 78 938 Insurance and licenses 784 655 817 668 Equipment lease 134 131 125 428 Legal expenses 31 446 - Library expenses - 827 Loss on disposal of assets 116 442 102 893 Maintenance and restoration 4 910 146 2 719 783 Motor vehicle costs 935 105 1 276 325 Postage and telephone 458 015 553 270 Printing and stationery 155 150 161 611 Professional fees 126 600 224 531 Project expenditure 5 169 782 445 289 Protective clothing and uniforms 242 468 - Rates 45 283 35 700 Staff costs Salaries and wages 21 209 255 20 859 256 Medical contributions 1 179 947 1 023 732 Pension contributions 2 238 648 2 052 730 Subsistence and transport 78 107 362 977 Housing subsidy and professional fees 1 315 840 1 272 170 Unemployments Insurance 160 160 151 340 Workmens Compensation Assurance 44 936 39 127 Security 1 407 105 1 348 276 Sundry expenses 4 520 20 905 Training 66 271 197 598

408 894 (948 697)

Interest received 1 336 625 1 017 501

Surplus for the year 1 745 519 68 804

91 AMAFA AKWAZULU-NATALI

Schedules not forming part of the audited financial statements:

NOTES TO THE DETAILED STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2017

2017 2016 R R

1. Shop income Sales 64 033 54 399

Cost of sales 43 876 34 713

Opening stock 209 166 193 633 Purchases 31 656 50 246 Closing stock (196 946) (209 166)

Gross profit 20 157 19 686 GP Percentage 31,48 36,19

2. Sundry income

Commission on insurance 2 454 2 645 Sundry 265 087 155 539

267 541 158 184

3. Livestock trading Sales 256 226 94 769

Cost of sales (138 197) (10 510)

Opening stock 809 518 799 008 Purchases - - Closing stock (947 715) (809 518)

Gross profit 394 423 105 279 Expenses (328 539) (435 042) Livestock profit / (loss) 65 884 (329 763)

4. Maintenance and restoration Maintenance: Firebreaks 15 800 47 200 Reconstruction 170 669 251 351 Displays 12 545 7 864 Buildings 681 648 540 107 Painting materials 4 679 21 346 Graves and other sites 6 340 21 431 Roads 17 146 1 821 510 Staff housing 1 319 8 974 910 146 2 719 783

5. Project expenditure

New Memorials 5 913 119 057 Heritage projects 163 869 326 232

169 782 445 289