Amafa Akwazulu Natali Heritage Kwazulu- Natal

AMAFA AKWAZULU NATALI HERITAGE KWAZULU- NATAL

ANNUAL REPORT 2015/2016

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 REPORT OF THE AUDIT COMMITTEE 9 PROGRAMME ANALYSIS

PROGRAMME 1: CORPORATE SERVICES 11 PROGRAMME 2: SUPPORT SERVICES 18

PROGRAMME 3: COLLECTIONS AND EXHIBITIONS 30

PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK 38 PROGRAMME 5: RESEARCH AND COMPLIANCE 43 OVERALL FINANCIAL PERFORMANCE BY PROGRAMME LEVEL 50 OVERALL FINANCIAL PERFORMANCE BY ECONOMIC CLASSIFICATION 51 RECONCILIATION TO THE ANNUAL FINANCIAL STATEMENTS 52 COMMITMENTS 53 ORGANISATIONAL STRUCTURE 54 ANNUAL FINANCIAL STATEMENTS 55

REPORT OF THE ACCOUNTING AUTHORITY OF AMAFA AKWAZULU NATALI FOR THE YEAR ENDED 31 MARCH 2016

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 Acting Chief Executive Officer of Amafa AkwaZulu Natali, it gives me great pleasure to announce, that yet again, the entity has received a clean audit opinion from the Auditor-General. For the fifth successive Amafa has attained the metaphoric “Holy Grail of Public Administration”. My congratulations and sincere appreciation goes out to all staff and other role-players that contributed toward this achievement.

One (1) of the key long-terms projects that the Council has committed itself toward is the proclamation of the Emakhosini region as a World Heritage Site. Not only will this project look to preserve and promote the heritage fabric associated with this region, cemented in history as the birthplace of the Zulu Nation but it will also have invaluable spin-offs on a global scale. The project, in its third year, saw the three-dimensional (3D) mapping of the Emakhosini and the construction of a three- dimensional map of the Emakhosini Ophathe Heritage Park.

In a continued effort to redress the historical disparity of the recognition of heritage significance, three (3) ancestral markers were erected. During the 2015/16 year, stunning markers were erected at the Ndaba Ancestral Site, the Ngidi Ancestral Site and at the Mandlakazi Ancestral Site. Also, in what has now become an annual project, the Community Heritage Memorial Project saw the erection of the beautiful “Indian Stretcher-Bearer Memorial” at the Spioenkop Battlefield. Twenty-five (25) standardised markers, which serve to identify heritage structures and/or sites were issued to the Illembe and the Uthukela District Municipalities.

The construction of monuments and markers in recognition of heritage represents only one (1) aspect of the core functions of Amafa AkwaZulu Natali. 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.

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 approximately 33 689 visitors.

The financial year also saw renovations being undertaken at the La Verna Hospital View Site, in Ladysmith. The project work entailed the refurbishment of the viewing deck at this site and a general clean-up of the grounds on which this site is located. Other highlights for the year included the construction of a total of thirty-eight self-guided trail stations at various sites including at the uMgungundlovu Multi Media Centre, at Shiyane and at Isandlwana.

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, 3

such as a three dimensional map table onto which spatial information is projected, are world firsts. The centre has been attended by 5 061 visitors during this year and has received wide-spread praise from both local and international visitors.

Collection trips were undertaken to the upper Zululand region, with the focus area being on traditional music instruments from the Vryheid and Pongola areas. As a part of the KwaZulu Cultural Museum’s Educational Outreach Programme, the “Travelling Museum” visited eighteen (18) schools and at the Ondini Historic Reserve, hosted sixteen (16) 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 2015 and Heritage Day in September 2015. During the school holidays we hosted, at the Museum, five (5) 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 increased responsibilities as a result of the non-cooperation of local government sectors, 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 is 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.

Nevertheless, I am proud to report that for the 2015/16 year, we have achieved 91,01 % of our planned annual targets. A further 3,37 % of targets will be completed during the First Quarter of the 2016/17 financial year. Therefore, only 5,62 % of the planned targets will not have been achieved, which given the constrained environment in which Amafa operates, is an extraordinary achievement. Further, all projects rolled over from the 2014/15 financial year into the 2015/16 period have been completed.

Amafa is not only tasked with management of heritage sites. Monitoring of compliance with heritage legislation and maintenance of heritage inventories are another major core functions. During the year under review, Amafa staff undertook several heritage surveys aimed at updating information within the Provincial Heritage Database. The various heritage databases now hold in excess of 10 000 heritage records. Amafa staff handled over 1 000 permit applications relating to the Built Environment and Archaeology, which compares favourably to the previous year. This is despite the fact that the staff complement is under serious pressure.

The 2015/16 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 (3) of 2015/16. 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 2016 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 2015 to 31 March 2016.

MISSION OF AMAFA AKWAZULU NATALI

“Amafa seeks to be a well-resourced entity, excelling in the protection and conservation of the heritage resources of KwaZulu Natal, by using an innovative and sustainable management approach that empowers and creates opportunities for its people to participate in heritage matters”

VISION OF AMAFA AKWAZULU NATALI

The premier provincial heritage conservation custodian, that has by 2020, co-created a shared history for all people of KwaZulu Natal

VALUES OF AMAFA AKWAZULU NATALI

The Council of Amafa subscribes to the following values:  Consultation with stakeholders;  Setting service standards of excellence;  Increasing access to sites and facilities;  Ensuring courtesy to the general public;  Providing information that is useful, relevant and meaningful;  Openness and transparency in all its endeavours;  Providing value-for-money;  Providing leadership;  Conducting itself with integrity and honour; and  Collaboration in work undertaken.

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.

PICTURED ABOVE: SHIYANE/RORKES DRIFT CENTRE

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

In addition to these legislative acts, Amafa AkwaZulu Natali implements various updated policies and documented systems of procedure for the financial and operational management of 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

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.

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.

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 7

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.

REPORT OF THE AUDIT COMMITTEE ON THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2016

The audit committee did not function throughout the year as its term of office expired at the end of December 2015. Their term was not extended. However, the outgoing committee fulfilled its mandate in terms of the number of meetings it had during the 2015/16 year. Furthermore the audit committee decided in consultation with the internal audit unit to delegate the review of annual financial statements to internal audit unit.

AUDIT COMMITTEE MEMBERS

For the period 1 April 2015 to 31 December 2015, the Audit Committee comprised the following members:

Prof. IAS Vally (Chairperson), Ms. A Ruiters, Prince CT Zulu

AUDIT COMMITTEE RESPONSIBILITY

The Audit Committee reports that it has complied with its responsibilities arising from Section 38(1)(a) of the PFMA and Treasury Regulation 3.1.13. The Audit Committee also reports that it has adopted appropriate formal terms of reference as its Audit Committee Charter, has regulated its affairs in compliance with this Charter, and has attempted to discharge its responsibilities as contained therein.

INTERNAL CONTROL

Whilst the members of the Audit Committee believe that the system of internal controls largely covers organizational, financial and operating risks, control weaknesses are periodically identified during the Internal and External audit processes. The committee closely monitors management actions to remedy these breaches.

RISK MANAGEMENT

Amafa has developed and approved a risk management strategy. This strategy is the foundation for a continuous risk management process and for managing and monitoring of risks on an ongoing basis.

INTERNAL AUDITING

The internal auditing provides a supportive role for management and the Audit Committee to achieve their objectives by assisting in the management of risk within the entity.

The internal audit unit is responsible for independent and objective evaluation of the entity’s system of internal control at a detailed level and to bring any significant business risks and exposures to the attention of management and the committee through the provision of comprehensive internal audit reports.

EVALUATION OF FINANCIAL STATEMENTS

The Audit Committee concurs and accepts the conclusions of the Auditor-General on the annual financial statements and is of the opinion that the audited financial statements be accepted and read together with the report of the Auditor-General.

SERVICE DELIVERY PROGRAMME ANALYSIS FOR THE YEAR ENDING 31 MARCH 2016

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.

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.

SUB-PROGRAMME: HUMAN RESOURCES

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED Continuous Number of Reports improvement of policies Number of Reports on on the Audit of and procedures to the Audit of Human Human Resources   promote good labour Resources policies policies and relations procedures Present one (1) As at year end, the project remained Number of reports on Report on the Audit incomplete. The appointed service the Audit of Human of Human Capital to provider encountered difficulties in Capital presented to the   the Chief Executive obtaining comparative data from other Chief Executive Officer Officer heritage organisations Assessment of human Number of skills Compilation of one capital to identify optimal development plans (1) 2016/17 Skills   usage of resources in compiled Development Plan the promotion and Number of performance transformation of assessment(s)/ Two (2) performance The development of organizational goals and evaluation processes skills is sufficient and assessment(s)/ objectives undertaken for all staff appropriate to service evaluation on levels 1 - 12 in the growth and processes   accordance with the development needs of undertaken for all Amafa Framework for the staff on levels 1 – 12 Monitoring and Evaluation of Staff Hosting of twelve Number of internal (12) internally capacitating forums managed   hosted capacitating forums Capacitation of staff in Number of staff Thirty-six (36) staff order to increase job attending externally members to attend satisfaction, productivity, managed capacitating   forums knowledge base and forums overall staff morale Collation of one (1) Number of Induction and All-inclusive Orientation Programme Induction and   Manuals collated Orientation Programme Manual

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED

Submission of Promotion of The development of Number of core twelve (12) core transparency, skills is sufficient and operational human operational human appropriate to service accountability and resources reports resources reports the growth and compliance with the   submitted to the Chief submitted to the development needs of service delivery targets Executive Officer Chief Executive Amafa of Amafa Officer

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

SUB-PROGRAMME: ADMINISTRATION

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED

Continuous improvement of policies Compile one (1) Number of reports on and procedures to Report on the Audit the Audit of Human contribute to the efficient of Administrative Resources policies and   and effective Policies and Management of the procedures compiled administrative administrative processes Procedures function in order to of Amafa optimise performance Submission of within the Promotion of Number of core twelve (12) core organisation transparency, operational operational accountability and administration reports administration compliance with the   submitted to the Chief reports submitted to service delivery targets Executive Officer the Chief Executive of Amafa Officer

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED Electronic archiving management system for Number of reports on One (1) report on the migration of records the digitization of the the first phase of the   from a manual to Archives archive digitization electronic format Conducting of heritage- based activities to Number of heritage One (1) Heritage inculcate a culture of Management of the conferences and/or Conference/ heritage appreciation   administrative symposiums hosted Symposium and value amongst the function in order to people optimise performance Due to the announcement by the Premier within the of the amalgamation of heritage within the organisation Province and the impending merger Strengthening of Number of quarterly Conducting of four between Amafa and Office of the Premier: relations and reporting meetings between (1) meetings Heritage no meetings were held between lines between Amafa Amafa and the Office of between OTP:   the two (2) units. and the Office of the the Premier: Heritage Heritage and Amafa Premier: Heritage In lieu of these meetings, matters pertaining to the merger were discussed at various task-team meetings.

PICTURED ABOVE (LEFT TO RIGHT): GRAVE OF KING PHUNGA kaZULU; ISANDLWANA BATTLEFIELD & KING SHAKA’S STAFF

SUB-PROGRAMME: LEGAL SERVICES

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED One (1) Report on Number of reports on the Audit of Legal Continuous the Audit of Legal Policies and   improvement of policies Policies and Procedures Provision of effective Procedures and procedures to and efficient legal Number of sections of contribute to the efficient services to Amafa Amafa for which the and effective legal Review of Five (5) operational frameworks processes of Amafa sections   and policies have been reviewed Number of core Twelve (12) reports Promotion of operational legal to be submitted to transparency, services compliance the Chief Executive accountability and reports submitted to the Officer via Deputy compliance with the   Chief Executive Officer Director: service delivery targets via Deputy Director: Professional of Amafa Professional Services Services Sensitization of the judicial authorities and other relevant law Number of engagements enforcement with police services on Attend four(4)

stakeholders for the the problems engagements   Provision of effective legal ramifications of experienced and efficient legal contraventions against services to Amafa the KZN Heritage Act

In light of the merger between Amafa and the Office of the Premier: Heritage Unit, the Revision of the KZN Number of amendment/ KZN Heritage Act will now be replaced by Heritage Act, No. 4 of Conduct workshop revision list(s) for a new act. As such no workshops and/or 2008 to address with OTP: Heritage weaknesses identified in meetings were held to discuss the current weaknesses in current highlighting the KZN Heritage Act Act. legislation, so as to weaknesses   submitted to the create practicality for the identified in the KZN Executive Authority (or During the course of the year, numerous implementation of Heritage Act to a delegated official) meetings were held to discuss the legislation provisions and subject matter of the new act.

SUB-PROGRAMME: FINANCE

STRATEGIC MEASURABLE KEY PERFORMANCE NOT 2015/16 TARGET ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE OBJECTIVE INDICATOR ACHIEVED Continuous improvement of policies One (1) Report on and procedures to Number of reports on the Audit of contribute to the the Audit of Financial Financial Policies   efficient, effective and Policies and Procedures Financial management and Procedures that is effectively and transparent financial efficiently utilises of processes the organisation’s Promotion of Number of core financial resources Twelve (12) reports transparency, operational finance to be submitted to accountability and compliance reports the Chief Executive   compliance with the submitted to the Chief Officer service delivery targets Executive Officer

Promotion of Ensuring compliance Number of Quarterly transparency, Submission of four with standards and Performance Reports accountability and (4) reports to various norms that promotes submitted to the various   compliance with the stakeholders good governance stakeholders service delivery targets

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.

PROGRAMME 1: CORPORATE SERVICES

Additional appropriation Actual Unspent Main Adjusted Economic appropriation Total appropriation classification Other % of % of 2015/2016 Virement additional 2015/2016 Amount Amount adjustments Budget Budget appropriation

Current payments 15 188 (340) (340) 14 848 13 734 92,49% 1 114 7,51%

Compensation of 9 722 (320) (320) 9 402 8 369 89,01% 1 033 10,99% employees

Goods and services 5 466 (20) (20) 5 446 5 365 98,51% 81 1,49%

Other

Payments for capital 345 445 800 1 245 1 590 1 773 111,51% (183) -11,51% assets

Buildings and other fixed structures

Machinery and 345 445 800 1 245 1 590 1 773 111,51% (183) -11,51% equipment

Other capital assets

Total Economic Classification: 15 533 105 800 905 16 438 15 507 94,33% 931 5,67% 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 this site amounted to R 277 656.00. Amafa is a major employer within the area and provides a substantial component of wages to local workers, both permanent and temporary.

During the 2015/16 year, Amafa twelve (12) self-guided trail stations, installed a rainwater harvesting system to supplement the water supply to the facility and undertook renovations to the community-run restaurant as part of our commitment to the economic upliftment of our surrounding neighbours.

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 Above: Memorial to the Fallen situated at Rorke’s Drift decorations and honours.

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 year under review Isandlwana was visited by 16 468 people, generating gate takings of R 330 352.00 (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 109 046.00 from the 5 107 visitors to the site. A notable project commissioned during this year was the upgrade of the access road to 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 20

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 three (3) ancestral sites. In addition, the Indian Stretcher-Bearer Memorial was erected at the Spioenkop Battlefield.

PICTURED ABOVE EXAMPLES OF LIVING HERITAGE WITHIN KWAZULU NATAL FROM LEFT TO RIGHT:

 MTHONJANENI SPRINGS, ZULULAND  WORLD’S VIEW, PIETERMARITZBURG  HOWICK FALLS, HOWICK

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. Pictured below is the heritage atlas for the Ugu District Municipality. 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.

SUB-PROGRAMME: HERITAGE PROJECTS THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE 2015/16 2016/17 2017/18 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET One (1) Report One (1) Report One (1) Report Continuous improvement of policies on the Audit of on the Audit of on the Audit of Number of reports on the Audit and procedures to enhance the Heritage Heritage Heritage 1 of Heritage Management operational and management Management Management Management Policies and Procedures processes of sites Policies and Policies and Policies and Procedures Procedures Procedures Protection, enhancement and Submission of Submission of Submission of development our Promotion of transparency, Number of core operational seventy-two (72) seventy-two (72) seventy-two (72) provincial heritage 2 accountability and compliance with compliance reports submitted to reports to the reports to the reports to the assets and resources the service delivery targets the Chief Executive Officer Chief Executive Chief Executive Chief Executive for perpetuity of use Officer Officer Officer Improvements to sites and facilities that will enhance the overall Complete eleven Complete four (4) Complete four (4) Number of heritage-related 3 experience of the public whilst (11) heritage- heritage-related heritage-related projects completed promoting the cultural and heritage related projects projects projects fabric of the Province

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND INPUT NATURE/PURPOSE OF NOT ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT COST PROJECT ACHIEVED PROJECT NAME DELIVERABLE

One (1) Report on the Audit of To ensure that all site Not 1 Heritage Management Policies and management policies and applicable   Procedures procedures are relevant

These are monthly operational Submission of seventy-two (72) reports Not reports for each of the

2 to the Chief Executive Officer applicable sections related to already-   existing heritage management

2015/16 ANNUAL TARGET KPI AND INPUT NATURE/PURPOSE OF NOT ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT COST PROJECT ACHIEVED PROJECT NAME DELIVERABLE

Project 1: Construction of self-guided Construction of stations at Shiyane and the re- twelve (12) self- 3 Self-Guided Trail R 76 000 design of Self-Guided Trail guided stations   Stations at booklets to enhance visitor at Shiyane Shiyane experience

Project 2: To attract visitors to use the Renovation of site restaurant and thereby In addition to completing renovations, one (1) 3 Renovation of R 2 000 assist in the economic interior décor work was also completed restaurant on the   Shiyane upliftment of the community- within the allocated budget Shiyane precinct Restaurant Area run facility

Project 3: Installation of The installation of an

one (1) water additional water tank at 3 Rainwater R 12 000 catchment tank Shiyane in order to   Harvesting System and piping supplement the water supply for Shiyane Project 4: Construction of self-guided Construction of stations at Isandlwana and the seven (7) self- Self-Guided Trail R 55 000 re-design of Self-Guided Trail 3 guided stations   Stations at booklets to enhance visitor at Isandlwana Isandlwana experience

Undertake Project 5: The following will be done at renovations/ the Orientation Centre: upgrades at one Isandlwana R 5 000  Landscaping the site; 3 (1) site viz.   Orientation Centre  Erection of signage; Isandlwana  Construction of a parking Upgrades Centre facility

Project 6: The construction of gabions Construction of (metal construction made out Donga three (3) donga of wire-mesh fencing R 12 000 3 Reclamation at the reclamation containing rocks) to prevent   Isandlwana gabions water erosion damage to the Battlefield battlefield

2015/16 ANNUAL TARGET KPI AND INPUT NATURE/PURPOSE OF NOT ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT COST PROJECT ACHIEVED PROJECT NAME DELIVERABLE

This involves the research, Establishment of Project 7: procurement and planting of one (1) The project is completed however, due fifteen (15) traditional 3 medicinal R 2 000 to the drought the garden has not Medicinal Garden medicinal plants as well as the   garden at flourished as much as expected Project: Dukuza construction of the related Dukuza exhibition panel

Project 8: Upgrade of one Effecting repairs to the old tar

3 (1) access area R 2 000 road and concrete access Spioenkop Access   at Spioenkop road at Spioenkop Area

Construction of resting areas Project 9: Construction of at: The construction of the resting area for 3 resting areas at R 4 000 1. The Burgher Memorial   the Bugher Memorial was replaced for Resting Areas two (2) sites Site; and the site at Wynn Hill 2. Spioenkop

The La Verna site gives visitors an elevated view of all Renovations of Project 10: sites of the Battle of one (1) site (La Ladysmith. The following work Verna Hospital) 3 Renovation at La R 12 000 will be done: and the   Verna Hospital 1. Clean up of the area; handover of the View 2. Construction of a viewing site deck; 3. The handover of the site to the Hospital

The community in this area was hostile Project 11: and threatened to attack the staff who Rehabilitation of historically Rehabilitation of were undertaking the survey for the 3 R 10 000 significant built environment The Saai Laager one (1) structure   work that was to be done. As a result structure in Escourt Project the project was cancelled over safety concerns for our staff.

SUB-PROGRAMME: HERITAGE IDENTIFICATION THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE 2015/16 2016/17 2017/18 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET One (1) Report One (1) Report One (1) Report Continuous improvement of policies on the Audit of on the Audit of on the Audit of Number of reports on the Audit and procedures to enhance the Heritage Heritage Heritage 1 of Heritage Identification Policies Protection, operational and management Identification Identification Identification and Procedures enhancement and processes of sites Policies and Policies and Policies and development our Procedures Procedures Procedures provincial heritage Improvements to sites and facilities assets and resources Complete three Complete three Complete three that will enhance the overall for perpetuity of use Number of heritage identification (3) heritage (3) heritage (3) heritage 2 experience of the public whilst projects completed identification identification identification promoting the cultural and heritage projects projects projects fabric of the Province

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET INPUT NATURE/PURPOSE OF NOT KPI AND OBJECTIVE # ACHIEVED DEVIATIONS/COMMENTS PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE

One (1) Report on the Audit of To ensure that all site Not 1 Heritage Identification Policies and identification policies and applicable   Procedures procedures are relevant

The project has been completed Marking sites that have however the sites that were marked ancestral significance. Sites have been changed due to the delay Project 1: to be marked are: in resolving issues for two (2) of the Marking of three initially intended sites. The three (3) 2 Ancestral Site (3) ancestral R 150 000 1. Inkosi Phalani   sites that were marked during the Project sites Mkhwanazi; 2015/16 year were: 2. Prince Shingana Ka Mpande; 1. The Ndaba Ancestral Site; 3. Ngidi Ancestral Site 2. The Ngidi Ancestral Site; and 3. The Mandlakazi Ancestral Site

2015/16 ANNUAL TARGET INPUT NATURE/PURPOSE OF NOT KPI AND OBJECTIVE # ACHIEVED DEVIATIONS/COMMENTS PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE

Project 2: The standardised branding of Production of existing heritage sites. The Standardised twenty five (25) districts at which sites will be 2 R 1 000   marking of standardised branded are existing markers  Illembe District; and heritage sites  Uthukela District

Project 3: The erection of a The Community Heritage Memorial Erection of one memorial/marker at site(s) of erected for the 2015/16 year was the Community (1) Community heritage significance that is 2 R 50 000 “Indian Stretcher Bearer Memorial” Heritage Heritage nominated by a community   which was erected at the Spioenkop Memorial Memorial and has been approved by Battlefield in January 2016 Project the Council

SUB-PROGRAMME: TECHNICAL THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE 2015/16 2016/17 2017/18 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET

One (1) Report One (1) Report One (1) Report Continuous improvement of policies Number of reports on the Audit on the Audit of on the Audit of on the Audit of and procedures to enhance the 1 of Technical Policies and Technical Technical Technical Protection, operational and management Procedures Policies and Policies and Policies and enhancement and processes of sites Procedures Procedures Procedures development our provincial heritage assets and resources Improvements to sites and facilities that will enhance the overall Complete two (2) Complete two (2) Complete two (2) for perpetuity of use Number of technical projects 2 experience of the public whilst technic al technic al technic al completed promoting the cultural and heritage projects projects projects fabric of the Province

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND INPUT NATURE/PURPOSE OF NOT ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE To ensure that all technical One (1) Report on the Audit of Not 1 policies and procedures are Technical Policies and Procedures applicable   relevant

In total, Amafa was able to install Project 1: eleven (11) outdoor interpretive display Erection of eight Erection of interpretive panels panels. By completing the printing in- (8) outdoor display R 3 200 at sites to provide additional 2 Interpretive   house, we were able to remain within panels understanding for visitors Display Panels the estimated budget allocation for this project Some of the earliest examples of anatomically modern people were found at Border making Project 2: The initial eight (8) panels were this site very important in the Installation of eight condensed and reduced into five (5) context of middle stone age Border Cave (8) displays at the R 2 000 key focus topics. The printing of these 2 sites in South Africa. Display   Display Panels Border Cave site panels were done in-house which boards and interpretation is Project resulted in a saving to Amafa. necessary as it will provide information to the visitors to this site

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

STRATEGIC KPI AND KEY PERFORMANCE 2015/16 2016/17 2017/18 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET One (1) Report One (1) Report One (1) Report Protection, on the Audit of on the Audit of on the Audit of enhancement and Continuous improvement of policies Number of reports on the Audit Information, Information, Information, development our and procedures to enhance the of Information, Communication 1 Communication Communication Communication provincial heritage operational and management and Technology Policies and and Technology and Technology and Technology assets and resources processes of sites Procedures Policies and Policies and Policies and for perpetuity of use Procedures Procedures Procedures

STRATEGIC KPI AND KEY PERFORMANCE 2015/16 2016/17 2017/18 MEASURABLE OBJECTIVE OBJECTIVE OBJECTIVE # INDICATOR TARGET TARGET TARGET Protection, enhancement and Completion of Completion of Completion of Number of district municipalities for Number of district municipalities development our heritage atlases heritage atlases heritage atlases 2 which heritage atlases have been for which heritage atlases have provincial heritage for two (2) district for two (2) district for two (2) district completed been completed assets and resources municipalities municipalities municipalities for perpetuity of use

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND INPUT NATURE/PURPOSE OF NOT ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE To ensure that all Information, One (1) Report on the Audit of Not Communication and 1 Information, Communication and applicable Technology policies and   Technology Policies and Procedures procedures are relevant Heritage atlases were populated for Geographical Completion of This project involves the the following Districts: Information heritage atlases Not systematic population of 2 System (GIS) for two (2) district applicable heritage sites onto a district   1. The Ukhahlamba District Heritage Atlas municipalities map Municipality; and 2. The Uthukela District Municipality

PIETERMARITZBURG CITY HALL The Pietermaritzburg City Hall (left) was rebuilt in 1898 after the original building was destroyed by fire, a mere seven (7) years after its construction .The new City Hall was formally opened on 14 August 1902. Amongst its notable features are a Phoenix on the southern façade, perhaps symbolising the rise of the new from the ashes and a 47-meter-high clock tower (right) housing a 100kg Westminster quarter chime tower clock. The City Hall also has one of the largest pipe organs in the Southern Hemisphere; a Brindley and Foster with 3 806 pipes varying in sizes from 11 meters long to the size of a knitting needle.

PROGRAMME 2: SUPPORT SERVICES

Additional appropriation Actual Unspent Main Adjusted Economic Total appropriation Other appropriation % of % of classification Virement additional Amount Amount 2015/2016 adjustments 2015/2016 Budget Budget appropriation

Current payments 5 747 (256) (256) 5 491 5 595 101,90% (104) -1,90%

Compensation of 4 577 (134) (134) 4 443 4 474 100,71% (31) -0,71% employees

Goods and services 1 170 (122) (122) 1 048 1 121 106,97% (73) -6,97%

Other

Payments for capital assets

Buildings and other fixed structures

Machinery and equipment

Other capital assets

Total Economic Classification: 5 747 (256) (256) 5 491 5 595 101,90% (104) -1,90% 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. Exhibitions and Museum

i. TEMPORARY EXHIBITIONS

In 2015/16, Amafa showcased two (2) new exhibitions at the KwaZulu Cultural Museum, in addition to the one (1) already-standing exhibit at the KwaZulu Natal Provincial Legislature. These exhibitions were:

 The “Building of Ubuntu Through Idioms and Proverbs Exhibition”; and  The “Traditional Musical Instruments Exhibition”.

ii. 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/

Above (left to right): (1) Learners being trained in traditional skills; and (2) Lecture to learners about the heritage within the Zululand region

3. 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).

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. 31

SUB-PROGRAMME: COLLECTIONS AND INTERPRETATION THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE 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 1 Collections and Interpretation Collections and Collections and Collections and management processes for Collections Policies Interpretation Interpretation Interpretation and Interpretation Management, Policies Policies Policies conservation and Acquisition of items that are under- curation of all collection represented thereby transforming the Number of collecting trips Undertake one (1) Undertake one (1) Undertake one (1) items in terms of the 2 existing collection into one that undertaken collection trip collection trip collection trip legislative and policy exemplifies all the heritage of the prescripts Province Display of temporary exhibitions at sites Display of two (2) Display of two (2) Display of two (2) in and around the Province in order to Number of temporary exhibition 3 temporary temporary temporary create a sense of heritage amongst the displayed people of the Province exhibitions exhibitions exhibitions

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET INPUT NATURE/PURPOSE OF NOT KPI AND OBJECTIVE # ACHIEVED DEVIATIONS/COMMENTS PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE To ensure that all collection and One (1) Report on the Audit of Not 1 interpretation policies are Collections and Interpretation Policies applicable   relevant Undertake one (1) Collection of artefacts with the In total, we were able to undertake four Upper Zululand collection trip to the focus area being "traditional (4) collections trips. Two (2) trips were to 2 Region R 30 000 Upper Zululand music instruments" and in the   the Pongola area while the other two (2) Collection Trip Region Northern Zululand area were to the Vryheid region Focuses on the Zulu idioms and Temporary proverbs and how they Exhibit 1: promoted a spirit of ubuntu. Also Building of Display of one (1) aims to highlight the way these 3 R 1 500 Ubuntu Through exhibition idioms and proverbs have   Idioms and shaped our everyday lives and Proverbs the role they play in present society 32

2015/16 ANNUAL TARGET INPUT NATURE/PURPOSE OF NOT KPI AND OBJECTIVE # ACHIEVED DEVIATIONS/COMMENTS PROJECT PROJECT COST PROJECT ACHIEVED NAME DELIVERABLE Reflects the creation and Temporary aesthetic of African Traditional Exhibit 2: Display of one (1) Musical Instruments and the 3 R 1 500 Traditional Music exhibition historical background as to how   Instruments new technologies have changed indigenous instruments

SUB-PROGRAMME: EDUCATION AND OUTREACH THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE OBJECTIVE # INDICATOR

1 Number of outreach trips to schools Undertake twenty Undertake twenty Undertake twenty undertaken two (22) outreach two (22) outreach two (22) outreach The promotion and appreciation of our Promotion of the trips to schools trips to schools trips to schools heritage amongst the youth of the museum as a center for Host twenty two Host twenty two Host twenty two learning through the Province 2 Number of skills training workshops (22) skills-training (22) skills-training (22) skills-training coordination of hosted workshops at workshops at workshops at educational Ondini Ondini Ondini programmes and Host two (2) Host two (2) Host two (2) educational outreach Number of “celebration day” events 3 Conducting of heritage-based activities “celebration day” “celebration day” “celebration day” trips to schools and hosted to inculcate a culture of heritage events events events communities appreciation and value amongst the Host five (5) Host five (5) Host five (5) Number of holiday programmes 4 people of KwaZulu-Natal holiday holiday holiday hosted programmes programmes programmes

OUTLOOK OVER THE EMAKHOSINI VALLEY

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE Embarking on trips to schools with a mobile museum (incl. During the year, we visited eighteen (18) Embark on outreach Schools Outreach collection items) to afford schools. We were unable to visit some 1 trips to twenty-two R 10 000 Programmes learners and educators an   schools due to scheduling conflicts with (22) schools opportunity to "experience" the the schools programme Museum

During the year we were only able to conduct sixteen (16) skills training workshops.

Workshops can only be hosted if and Conduct twenty-two Teach learners traditional skills Skills Training when we receive an expression of interest 2 (22) skills training R 6 700 such as beadwork, mat-weaving, Workshops   is received from the schools for us to workshops pottery and basketry conduct a workshop. These workshops will also have to be planned around the school calendar as they are seen as extra-mural activities to the current school curriculum.

Celebration Day Host one (1) A function to commemorate Event 1: 3 celebration day R 5 000 Museums Day which is a day   event that is internationally observed Museum's Day

Celebration Day Event 2: Host one (1) A function to commemorate 3 celebration day R 18 700 Heritage Day (national event)   Heritage Day event Celebrations

Holiday Programme 1: Host one (1) school Promoting awareness of the 4 R 850 holiday programme value of heritage in our lives   Life at the Museum

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE Holiday Programme 2: Host one (1) school Using art and the visual medium 4 R 850 holiday programme as a learning aid   Learning Through Visual Art Holiday To teach learners, that the use of Programme 3: Host one (1) school their talents and traditional skills 4 R 2 400 holiday programme can be used for the economic   Our Talents Can upliftment Make Us Money Holiday Programme 4:

Knowing, From Host one (1) school Promoting awareness of the 4 R 900 Where We Come, holiday programme value of heritage in our lives   Will Make Us Know, To Where We Are Going Holiday Programme 5: Conducting of a competition that Host one (1) school 4 R - will showcase and encourage the holiday programme   The Cultural cultural skills of learners Competition

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

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE OBJECTIVE # INDICATOR Management of the One (1) Report on One (1) Report on One (1) Report on Ondini precinct and Continuous review of policies to enhance Number of reports on the Audit the Audit of Policies the Audit of Policies the Audit of Policies sites of historic the operational and management of Policies for the Ondini for the Ondini for the Ondini 1 for the Ondini importance in and processes of Ondini Historic Reserve Historic Reserve and its Historic Reserve Historic Reserve Historic Reserve and around Ulundi and and its peripheral sites peripheral sites and its peripheral and its peripheral its peripheral sites northern KZN sites sites

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE OBJECTIVE # INDICATOR Submission of four Submission of four Submission of four (4) quarterly core (4) quarterly core (4) quarterly core Number of core operational operational operational operational Promotion of transparency, compliance reports submitted to compliance reports compliance reports compliance reports Management of the 2 accountability and compliance with the the Chief Executive Officer via to the Chief to the Chief to the Chief Ondini precinct and service delivery targets the Deputy Director: Executive Officer via Executive Officer via Executive Officer via sites of historic Professional Services the Deputy Director: the Deputy Director: the Deputy Director: importance in and Professional Professional Professional around Ulundi and Services Services Services northern KZN Improvements to sites and facilities that Complete two (2) Complete two (2) Complete two (2) will enhance the overall experience of Number of projects completed projects at the projects at the projects at the 3 the public whilst promoting the cultural at the Ondini Historic Reserve Ondini Historic Ondini Historic Ondini Historic and heritage fabric of the Province Reserve Reserve Reserve

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE To ensure that all policies for the One (1) Report on the Audit of Policies for Not management and operation of 1 the Ondini Historic Reserve and its applicable the Ondini Historic Reserve and   peripheral sites its peripheral sites are relevant Submission of four (4) quarterly core These are monthly reports for operational compliance reports to the Not operations and management of

2 Chief Executive Officer via the Deputy applicable the Ondini Historic Reserve and   Director: Professional Services its peripheral sites The project was approximately 70% Project 1: completed. The lantana and prickly pear Eradication of alien This project will see the removal plants were removed. However, due to Alien Plant plants at three (3) R 30 000 of all alien plant species from the 3   the severe drought in the region, we were Eradication camps Ondini Historic Reserve unable to address the removal of the Project Parthinium plants Project 2: Renovation of four Renovation of the huts at the 3 R 40 000 Hut Renovation (4) huts Ondini Reconstruction   Project 36

PROGRAMME 3: ONDINI HERITAGE, COLLECTIONS AND INTERPRETATION

Additional appropriation Actual Unspent Main Adjusted Economic classification appropriation appropriation Other Total additional % of % of 2015/2016 Virement 2015/2016 Amount Amount adjustments appropriation Budget Budget

Current payments 6 257 180 180 6 437 6 009 93,35% 428 6,65%

Compensation of 5 099 (109) (109) 4 990 5 040 101,00% (50) -1,00% employees

Goods and services 1 158 289 289 1 447 969 66,97% 478 33,03%

Other

Payments for capital 57 20 20 77 51 66,23% 26 33,77% assets

Buildings and other fixed structures

Machinery and equipment 57 20 20 77 51 66,23% 26 33,77%

Other capital assets

Total Economic Classification: 6 314 200 200 6 514 6 060 93,03% 454 6,97% 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

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

KPI AND KEY PERFORMANCE STRATEGIC OBJECTIVE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE # INDICATOR One (1) Report on One (1) Report on One (1) Report on Number of reports on the Audit of the Audit of the Audit of the Audit of Policies Policies and Procedures for the Policies and Policies and and Procedures for EOHP Procedures for Procedures for the EOHP Continuous improvement of policies and the EOHP the EOHP procedures to enhance the operational One (1) Report on One (1) Report on and management processes of EOHP 1 the Audit of the Audit of and for the uMgungundlovu Multi Media One (1) Report on Number of reports on the Audit of Policies and Policies and Centre the Audit of Policies Protection, Policies and Procedures for the Procedures for Procedures for and Procedures for enhancement and uMgungundlovu Multi Media the the the uMgungundlovu development our Centre uMgungundlovu uMgungundlovu Multi Media Centre Provincial heritage Multi Media Multi Media assets and resources Centre Centre for perpetuity of use Number of projects completed at Complete two (2) Complete one (1) Complete one (1) 2 the Emakhosini Ophathe Heritage projects at the projects at the projects at the Park EOHP EOHP EOHP Improvements to sites and facilities that will enhance the overall experience of the Complete five (5) Complete three public whilst promoting the cultural and Complete three (3) Number of projects completed at projects at the (3) projects at the heritage fabric of the Province projects at the 3 the uMgungundlovu Multi Media uMgungundlovu uMgungundlovu uMgungundlovu Centre Multi Media Multi Media Multi Media Centre Centre Centre

ANNUAL SERVICE DELIVERY

Ensuring the Student Invitation of schools Not Accommodation at to the attend the Project 1: applicable Schoonstroom is operational and   facility ready for use The Student 2 Accommodation Furnishing of the Furnishing of the newly Project (Phase Student constructed dormitories at R 150 000 Two) Accommodation at Schoonstroom (approx. 50 beds,   Schoonstroom linen, dining tables and chairs)

The fencing material has been purchased. Installation of fencing within the However, subsequent to the purchase of Project 2: Installation of Emakhosini so as to prevent materials, the properties to be fenced-off fencing at one (1) 2 R 230 000 stray animals onto to the farm have come under a land-claim. As a result The Fencing farm in the   and to partition off those areas of this, no improvements may be carried Project Emakhosini belonging to Amafa out on any properties that are under a land-claim

Project 1: Installation of signage at the Installation of one 3 R 8 000 MMC Junction (as required by (1) road sign   Road Signage DoT)

Design of one (1) The design and printing of a self- Project 2: self-guided trail guided booklet that will enable

3 booklet for the MMC R 7 500 visitors to understand the Self-Guided Trail   and the printing displays and exhibitions at the Booklets thereof facility

Project 3: Appointment of one This entails the completion of the (1) tenant to lease 3 Multi Media R 30 000 shop area (within the dining hall) the MMC shop   Centre Shop and the appointment of a lessee facility Facility Project 40

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT PROJECT ACHIEVED PROJECT NAME DELIVERABLE Project 4: The installation of Geotextile Installation of covers on the hut floors at the 3 Geotextile Geotextile covers on R 10 000 MMC Reconstruction, in order to   Protection of Hut five (5) hut floors prevent damages to the Flooring archaeology of the site. Project 5: Construction of self-guided Construction of nine stations at the Multi Media Self-Guided Trail (9) self-guided Centre Reconstruction site and 3 Stations at the stations at the Multi R 78 000 the design and printing of Self-   Multi Media Media Centre Guided Trail booklets to enhance Centre Reconstruction site visitor experience Reconstruction

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.

PROGRAMME 4: EMAKHOSINI OPHATHE HERITAGE PARK

Main Additional appropriation Adjusted Actual Unspent Economic classification appropriation Other Total additional appropriation % of % of Virement Amount Amount 2015/2016 adjustments appropriation 2015/2016 Budget Budget

Current payments 5 821 (95) (95) 5 726 5 704 99,61% 22 0,39%

Compensation of 4 756 (171) (171) 4 585 4 646 101,32% (61) -1,32% employees

Goods and services 1 065 76 76 1 141 1 058 92,73% 83 7,27%

Other

Payments for capital 70 70 0,00% 70 100,00% assets

Buildings and other fixed 70 70 0,00% 70 100,00% structures

Machinery and equipment

Other capital assets

Total Economic Classification: 5 821 (25) (95) 5 796 5 704 98,40% 92 1,60% 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.

SUB-PROGRAMME: RESEARCH AND COMPLIANCE THREE YEAR ANNUAL TARGETS

STRATEGIC KPI AND KEY PERFORMANCE MEASURABLE OBJECTIVE 2015/16 TARGET 2016/17 TARGET 2017/18 TARGET OBJECTIVE OBJECTIVE # INDICATOR One (1) Report on One (1) Report on One (1) Report on Continuous improvement of policies and the Audit of the Audit of the Audit of Number of reports on the Audit of procedures to enhance the operational Policies and Policies and Policies and 1 Policies and Procedures for the and management processes for Procedures for the Procedures for the Procedures for the Research and Compliance Research and Compliance Programme Research and Research and Research and Compliance Compliance Compliance Submission of Submission of Submission of thirty-six (36) core thirty-six (36) core thirty-six (36) core Promotion of transparency, Number of core operational operational operational operational 2 accountability and compliance with the compliance reports submitted to the compliance reports compliance reports compliance reports service delivery targets of Amafa Chief Executive Officer to the Chief to the Chief to the Chief Executive Officer Executive Officer Executive Officer Protection, enhancement and Documentation of guidelines and development our Compile twenty Compile twenty Compile twenty procedures that are compliant with Provincial heritage Number of Management Plan seven (27) seven (27) seven (27) 3 legislation and best practices, in order assets and resources Documents compiled management plan management plan management plan manage heritages sites so as to protect for perpetuity of use documents documents documents and conserve the heritage of sites

The collection of information and Completion of Completion of Completion of Number of research and survey research in the identified gaps of the four(4) research three (3) research three (3) research 4 knowledge-base of the Province in order projects completed and the reports and survey and survey and survey to create an understanding of the facets thereon of the Province’s heritage projects projects projects

Administration of Provincial Heritage Resources to ensure that their Number of compliance and Completion of Completion of Completion of 5 management is compliant with current management projects completed seven (7) projects seven (7) projects seven (7) projects legislation, standards and norms so as to preserve the integrity of the resource

TRADITIONAL DOMESTIC ITEMS (left to right):

1. SLEEPING MAT (ILANSI); 2. BASKET (ISILULU); AND 3. HEADREST (ISIGQIKI)

ANNUAL SERVICE DELIVERY

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT PROJECT ACHIEVED PROJECT NAME DELIVERABLE To ensure that all policies and One (1) Report on the Audit of Policies and procedures for the management 1 Procedures for the Research and R - and operation of the Research   Compliance and Compliance Programme are relevant These are monthly reports for operations and management of the Research and Compliance Submission of thirty-six (36) core operational Programme. Each month, the 2 compliance reports to the Chief Executive R - reports will deal with the   Officer following sections: 1. Built Environment; 2. Archaeology; and 3. Rock Art Management Plan: This requires the compilation of a Compile sixteen (16) Sites within the document that will guide the management plans 3 Moloti Drakensberg R - management, administration, use for sites within the   Park World Heritage and operations of sites within the MDPWHS Site (MDPWHS) MDPWHS Management Plan: This requires the compilation of a Compile ten (10) Sites outside the document that will guide the management plans 3 Moloti Drakensberg R - management, administration, use for sites outside the   Park World Heritage and operations of sites outside MDPWHS Site (MDPWHS) the MDPWHS Review one (1) All-encompassing heritage Cultural Heritage Cultural Heritage 3 R - management plan for the Management Plan Management Plan   Drakensberg document Project 1: Part 1: Emakhosini One (1) Compilation of a comprehensive R 300 000 (in All the survey work has been completed. Ophathe Heritage documentation list documentation list detailing all 4 total for Parts As at year end, we await the report from Park World Heritage based on the Survey findings thus far from the survey   1, 2 and 3) the appointed service provider Status Nomination of the Ophathe of Ophathe Game Reserve (year 3 of the Game Reserve baseline research) 45

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE Part 2:

Construct a 3- This is the three-dimensional Dimension Terrain imaging and construction of a 3D

Project 1 (contd.): Model of the model of the Emakhosini   Emakhosini Ophathe Heritage Park Emakhosini Ophathe Heritage R 300 000 (in Ophathe Heritage 4 Park total for Parts Park World Heritage 1, 2 and 3) The site reports and condition Status Nomination Part 3: The compilation of three site assessments have been completed. (year 3 of the specific management plans These tasks have highlighted some baseline research) Compilation of three based on all the survey work,   maintenance and management concerns (3) site specific data and findings for the EOHP that have to be addressed and then management plans Baseline Research to date included in the final management plan documents Project 2: Compile one (1) A draft publication encompassing

4 draft publication on R 50 000 three (3) sites in the Emakhosini Draft Publication on   the Emakhosini area the Emakhosini Project 3: A needs driven toolkit (based on Design of one (1) Jan 2015 submissions) that 4 Rock Art Rock Art R 50 000 includes all aspects of physical   Educational Tool Educational Tool Set intervention required at Rock Art Set Sites as identified Project 4: The identification and effecting of Completion of repairs at sites that need to be 4 repairs at two (2) R 60 000 Rock Art addressed for damages to rock   rock art sites Restoration art Project 1: The creation and monitoring of a Compile one (1) schedule, clustered by cluster monitoring 5 Cluster monitoring R - geographic location and then by programme for the   programme at frequency of inspection for rock iNjisuthi area iNjisuthi art in the iNjisuthi area Project 2: Hold three (3) rock Rock Art Monitor training based

5 art monitor training R - on previous work done where the Rock Art Monitor   sessions curriculum has been designed. Training 46

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE Trimbles are site-monitoring tools (that looks like a cellular Project 3: Design and handset) that can be used on- As at year end the payment for this implement three (3) site and interfaced onto a 5 Trimble R 120 000 project is outstanding. We await the final fully operational database and server. These   (GeoManager) invoice from the service provider Trimbles include a GPS, camera, Database Project windows-based software and free web-based management Project 4: Compilation of one This a database that lists (1) database of Specialist heritage specialist practitioners in the 5 specialist heritage R - management various disciplines of heritage   management practitioner resource management practitioners database Project 5: Undertake twelve These are inspections carried out

(12) Section 38 to ensure compliance with 5 Section 38 R - Compliance Section 38 of the KZN Heritage   Compliance Inspections Act, No. 4 of 2008 Inspections These are inspections carried out Project 6: Undertake twelve to ensure compliance with the (12) "Other" 5 R - KZN Heritage Act, No. 4 of 2008 Other compliance Compliance   (excluding Section 38 - dealt with checks Inspections above) The undertaking of rock art roadshows within districts in the Undertake six (6) Province so as to create R - rock art road shows awareness of the importance of   rock art and the conservation thereof Project 7: The undertaking of built 5 environment roadshows within Road Shows districts in the Province so as to Undertake four (4) create awareness of the built environment R - significance of the built   road shows environment structures and the need to preserve such architecture 47

2015/16 ANNUAL TARGET KPI AND NATURE/PURPOSE OF NOT PROJECT INPUT COST ACHIEVED DEVIATIONS/COMMENTS OBJECTIVE # PROJECT NAME PROJECT ACHIEVED DELIVERABLE The undertaking of roadshows Project 7: Undertake four (4) within districts in the Province so 5 archaeology road R - as to create awareness of the   Road Shows shows prescripts and necessity for sensitivity to archaeology

PROGRAMME 5: RESEARCH AND COMPLIANCE

Additional appropriation Actual Unspent Main Adjusted Total Economic classification appropriation Other appropriation % of % of Virement additional Amount Amount 2015/2016 adjustments 2015/2016 Budget Budget appropriation

Current payments 3 625 (25) (65) 3 600 3 285 91,24% 315 8,76%

Compensation of 2 969 (65) (65) 2 904 2 952 101,64% (48) -1,64% employees

Goods and services 656 40 696 333 47,84% 363 52,16%

Other

Payments for capital 120 120 0,00% 120 100,00% assets

Buildings and other fixed structures

Machinery and equipment 120 120 0,00% 120 100,00% Other

Total Economic Classification: 3 745 (25) (65) 3 720 3 285 88,30% 435 11,70% Programme 5 48

FINANCIAL ANALYSIS FOR THE YEAR ENDING 31 MARCH 2016

OVERALL FINANCIAL PERFORMANCE BY PROGRAMME LEVEL

Additional appropriation Actual Unspent Main Adjusted Programme appropriation appropriation 2015/2016 Other Total additional 2015/2016 % of % of Virement Amount Amount adjustments appropriation Budget Budget

CORPORATE SERVICES 15 533 105 800 905 16 438 15 507 94,33% 931 5,67%

SUPPORT SERVICES 5 747 (256) (256) 5 491 5 595 101,90% (104) -1,90%

COLLECTIONS AND 6 314 200 200 6 514 6 060 93,03% 454 6,97% EXHIBITIONS

EMAKHOSINI OPHATHE 5 821 (25) (25) 5 796 5 704 98,40% 92 1,60% HERITAGE PARK

RESEARCH AND 3 745 (25) (25) 3 720 3 285 88,30% 435 11,70% COMPLIANCE

Total Payments & 37 160 800 800 37 960 36 151 95,23% 1 809 4,77% Estimates

OVERALL FINANCIAL PERFORMANCE BY ECONOMIC CLASSIFICATION

Main Additional appropriation Adjusted Actual Projected Economic classification appropriation appropriation Other Total additional % of % of 2015/2016 Virement 2015/2016 Amount Amount adjustments appropriation Budget Budget

Current payments 36 638 (535) (535) 36 103 34 327 95,08% 1 776 4,92%

Compensation of 27 123 (798) (798) 26 325 25 481 96,79% 844 3,21% employees

Goods and services 9 515 263 263 9 778 8 846 90,47% 932 9,53%

Other

Payments for capital 522 535 800 1 335 1 857 1 824 98,22% 33 1,78% assets Buildings and other fixed 70 70 70 0,00% 70 100,00% structures

Machinery and equipment 522 465 800 1 265 1 787 1 824 102,07% (37) -2,07%

Other

Total Economic 37 160 800 800 37 960 36 151 95,23% 1 809 4,77% Classification

RECONCILIATION OF PERFORMANCE INFORMATION TO EXPENDITURE PER THE ANNUAL FINANCIAL STATEMENTS

DESCRIPTION AMOUNT

EXPENDITURE AS PER THE ANNUAL FINANCIAL STATEMENTS 38 298 724 Less: Depreciation -1 915 586 Increase in Leave Pay Provision -36 448 Increase in Bonus Pay Provision -54 093 Commitments from 2014/15 -1 936 573 Accruals -28 650

Add: Purchase of Vehicles 1 043 907 Purchase of Computer Equipment 28 935 Purchase of Equipment 699 812 Purchase of Heritage Assets 51 088

EXPENDITURE AS PER THE ANNUAL REPORT 36 151 116

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. 52

COMMITMENTS FROM THE 2014/15 YEAR

EXPENDITURE AMOUNT AMOUNT PROJECT NAME/DESCRIPTION AS AT COMMITTED COMMITTED 31.03.2016

EOHP Survey Of Uitzoek 34 770 (34 770) -

Road To Spioenkop Battlefield 263 567 (263 567) -

Road To The Umgungundlovu Multi Media Centre 1 386 432 (1 386 432) -

Collection Rooms At Ondini 167 164 (167 164) -

Cupboards For The Collection Rooms At Ondini 293 503 (293 503) -

Digitisation Of Archives 40 470 (40 470) -

Acquisition Of Furniture For Boardroom 18 850 (18 850) -

TOTAL 2 204 756 (2 204 756) -

COMMITMENTS RAISED IN 2015/16

AMOUNT PROJECT NAME/DESCRIPTION REASON FOR COMMITMENT COMMITTED

EOHP Survey of the Ophathe Delay by the service provider in submitting final 34 000 Game Reserve report and invoice for the work

Complex nature in the benchmarking of job Audit of Human Resource Capital 70 000 profiles against other similar organisations

Delays in the issuing of purchase order to the Purchase of Staff Uniforms 243 000 appointed service provider

The service provider has yet to submit the final Design of Trimbles 26 000 invoice

TOTAL 373 000

OVERALL ORGANISATIONAL STRUCTURE

AMAFA AKWAZULU NATALI/HERITAGE KWAZULU-NATAL ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDING 31 MARCH 2016

AMAFA AKWAZULU-NATALI

ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2016

Contents Page

General information 57

Report of the Auditor-General 58

Statement of financial position 62

Statement of financial performance 63

Statement of changes in net assets 64

Cash flow statement 65

Notes to the annual financial statements(incorporating the accounting 66 policies)

Supplementary schedules to the audited financial statements: -

Detailed statement of financial performance 67

Notes to the detailed statement of financial performance 68

The financial statements set out on pages to 62 were 77 approved by the accounting authority on 29 July 2016 and signed on their behalf by:

REV. VIKINDUKU MNCULWANE ACTING CHIEF EXECUTIVE OFFICER AMAFA AKWAZULU NATALI 29 JULY 2016 56

GENERAL INFORMATION

NAME OF PUBLIC ENTITY AMAFA AKWAZULU-NATALI

PARENT 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 MR . DJ SITHOLE

CHIEF EXECUTIVE OFFICER MRS. LZ MSOMI (Acting)

CHIEF FINANCIAL OFFICER MR . A RAMPERSAD

NAME OF BANK ABSA – UMHLANGA

SIR WINSTON CHURCHILL CAPTURE SITE

AUDITOR’S REPORT FOR THE YEAR ENDED 31 MARCH 2016

AMAFA AKWAZULU - NATALI

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

Report on the financial statements

Introduction

1. I have audited the financial statements of the Amafa AkwaZulu - Natali (Amafa) set out on pages 71 to 83, which comprise the statement of financial position as at 31 March 2016, 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, comprising a summary of significant accounting policies and other explanatory information.

Accounting authority’s responsibility for the financial statements

2. The accounting authority is responsible for the preparation and fair presentation of these financial statements 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), 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.

Auditor-general’s responsibility

3. My responsibility is to express an opinion on these financial statements based on my audit. I conducted my audit in accordance with International Standards on Auditing. Those standards require that I comply with ethical requirements, and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements 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 entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

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

Opinion

6. In my opinion, the financial statements present fairly, in all material respects, the financial position of the Amafa AkwaZulu - Natali as at 31 March 2016 and its financial performance and cash flows for the year then ended, in accordance with the SA Standards of GRAP and the requirements of the PFMA.

Additional matter

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

Unaudited supplementary schedules

The supplementary information set out on pages 84 to 85 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.

Report on other legal and regulatory requirements

8. 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 findings on the reported performance information against predetermined objectives for selected programmes presented in the annual performance report, compliance with legislation and internal control. The objective of my tests was to identify reportable findings as described under each subheading but not to gather evidence to express assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters.

Predetermined objectives

9. I performed procedures to obtain evidence about the usefulness and reliability of the reported performance information for the following selected programmes presented in the annual performance report of the entity for the year ended 31 March 2016:  Programme 2: support services on pages 18 to 29  Programme 3: Ondini Heritage, collections and interpretation on pages 30 to 37  Programme 4: Emakhosini Ophathe Heritage Park on pages 38 to 42

10. I evaluated the usefulness of the reported performance information to determine whether it was presented in accordance with the National Treasury’s annual reporting principles and whether the reported performance was consistent with the planned programmes. I further performed tests to determine whether indicators and targets were well defined, verifiable, specific, measurable, time bound and relevant, as required by the National Treasury’s Framework for managing programme performance information (FMPPI).

11. I assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

12. I did not identify any material findings on the usefulness and reliability of the reported performance information for the following programmes:  Programme 2: support services.  Programme 3: Ondini Heritage, collections and interpretation  Programme 4: Emakhosini Ophathe Heritage Park

Additional matter

13. Although I identified no material findings on the usefulness and reliability of the reported performance information for the selected programmes, I draw attention to the following matters:

Achievement of planned targets

14. Refer to the annual performance report on page 9 to 54 for information on the achievement of the planned targets for the year.

Unaudited supplementary schedules

15. The supplementary information set out on pages 55 to 61 does not form part of the annual performance report and is presented as additional information. I have not audited these schedules and, accordingly, I do not report thereon.

Compliance with legislation

16. I performed procedures to obtain evidence that the public entity had complied with applicable legislation regarding financial matters, financial management and other related matters. I did not identify any instances of material non-compliance with specific matters in key legislation, as set out in the general notice issued in terms of the PAA.

Internal control

17. I considered internal control relevant to my audit of the financial statements, annual performance report and compliance with legislation. I did not identify any significant deficiencies in internal control.

Pietermaritzburg 29 July 2016

AMAFA AKWAZULU-NATALI

STATEMENT OF FINANCIAL POSITION at 31 March 2016 2015 2016 Restated Notes R R ASSETS

Non-current assets 48 930 603 48 705 662

Property, plant and equipment 4 33 516 584 33 353 241 Heritage assets 11 14 604 501 14 553 413 Biological assets 6 809 518 799 008

Current Assets 18 445 032 19 045 913

Inventories 5 209 166 193 633 Receivables 7 32 108 33 811 Cash and cash equivalents 13 18 203 758 18 818 469

Total Assets 67 375 635 67 751 575

EQUITY AND LIABILITIES

Capital and reserves 65 757 864 66 255 328

Accumulated surplus 15 65 757 864 66 255 328

Current Liabilities 1 617 771 1 496 247

Trade and other payables 8 161 835 130 851 Provisions 9 1 455 936 1 365 396

Total equity & liabilities 67 375 635 67 751 575

4 AMAFA AKWAZULU-NATALI

STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2016

2016 2015 Notes R R

Revenue Non- exchange transactions 14 35 009 531 35 195 050 Exchange transactions 17 1 774 228 1 880 392 Total revenue 36 783 759 37 075 442 Operating expenditure (38 298 724) (36 031 994) Operating (loss) / surplus 2 (1 514 965) 1 043 448 Interest received 3 1 017 501 1 036 823

(Loss) / surplus for the year (497 464) 2 080 271

5 AMAFA AKWAZULU-NATALI

STATEMENT OF CHANGES IN NET ASSETS for the year ended 31 March 2016 2015 2016 Restated Note R R

Accumulated surplus Opening balance 66 255 328 49 621 644 Prior year error 16 - 14 553 413 As restated 66 255 328 64 175 057

(Loss) / surplus for the year (497 464) 2 080 271 At end of year 15 65 757 864 66 255 328

6 AMAFA AKWAZULU-NATALI

CASH FLOW STATEMENT for the year ended 31 March 2016

2015 2016 Restated Notes R R Net cash flow from operating activities Cash receipts from customers 36 735 404 36 978 150 Cash payments to suppliers and employees (36 277 147) (34 016 104)

Cash generated from operations 12 458 257 2 962 046 Interest received 1 017 501 1 036 823 1 475 758 3 998 869

Net cash flow from investing activities Proceeds on disposal of assets 198 799 252 500 Assets acquired (2 289 268) (2 504 550) Cash outflow from investing activities (2 090 469) (2 252 050)

Net (decrease) / increase in cash and cash equivalents (614 711) 1 746 819 Cash and cash equivalents at beginning of year 13 18 818 469 17 071 650 Cash and cash equivalents at end of year 13 18 203 758 18 818 469

7 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016 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:

Land and buildings 50 years Motor vehicles 10 years Computer equipment 4 years Furniture and equipment 10 years

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

1.7 Biological assets

Amafa's Biological assets is comprised of a herd of cattle that is held for grazing and culture reasons. Biological assets are initially recognised at cost and are thereafter recognised at fair value less estimated point of sale8 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. Amafa's Biological assets is comprised of a herd of cattle that is held for grazing and culture 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.

AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016

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.

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

9 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.

10 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016

2015 2016 Restated R R 2. Results from operating activities The following have been charged in arriving at operating deficit:

Depreciation 1 915 586 1 758 884

1 915 586 1 758 884

Profit on sale of assets 50 058 28 671

Repairs and maintenance Computers 22 829 8 202 Equipment 258 665 299 173 Fencing 179 491 257 601 Maintenance and restoration 2 719 783 1 645 300 Motor vehicle maintenance 262 791 376 263 3 443 559 2 586 539

Auditors remuneration 666 263 668 603

Councillors allowances for attending meetings 389 146 588 143

Salaries and wages 20 859 256 19 686 152 Employer contributions - medical aid 1 023 732 856 692 - pension 2 052 730 1 894 063 - unemployment insurance fund 151 340 143 904 - workmens compensation assurance 39 127 44 494 24 126 185 22 625 305

3. Interest received Financial institutions 1 017 501 1 036 823

4. Property, plant and equipment

Land & Motor Computer Furniture & Total Buildings vehicles Equipment Equipment R R R R R Year ended 31 March 2016 Opening net book value 23 153 994 5 074 762 138 788 4 985 697 33 353 241 Additions 142 664 1 043 907 28 927 1 012 166 2 227 664 Disposals - (116 462) (11 158) (21 115) (148 735) Depreciation (533 002) (496 955) (57 694) (827 935) (1 915 586) Closing NBV 22 763 656 5 505 251 98 862 5 148 815 33 516 584

At 31 March 2016 Cost 26 650 132 6 894 322 533 822 11 667 382 45 745 658 Write-off - - - - - Accumulated depreciation (3 886 476) (1 389 071) (434 960) (6 518 567) (12 229 074) Net book value 22 763 656 5 505 251 98 862 5 148 815 33 516 584

Year ended 31 March 2015 Opening net book value 23 563 408 3 377 289 178 027 5 550 921 32 669 645 Additions 119 172 2 235 473 33 356 278 309 2 666 310 Disposals - (190 970) (791) (32 068) (223 829) Depreciation (528 586) (347 030) (71 804) (811 465) (1 758 885) Closing NBV 23 153 994 5 074 762 138 788 4 985 697 33 353 241

At 31 March 2015 Cost 26 507 468 6 305 715 599 373 10 740 454 44 153 010 Write-off - - - - - Accumulated depreciation (3 353 474) (1 230 953) (460 585) (5 754 757) (10 799 769) Net book value 23 153 994 5 074 762 138 788 4 985 697 33 353 241

11 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016 2015 2016 Restated Note R R

5. Inventories

Shop stocks 209 166 193 633

6. Biological assets

Livestock - Nguni cattle 809 518 799 008

Reconciliation of carrying amount

Carrying amount at beginning of year 799 008 960 768 Increase due to purchases 0 96 566 (Loss) on fair value adjustment (106 850) (218 600) Gain attributable to physical changes 212 129 100 114 Decrease due to sales (94 769) (139 840)

Carrying amount at year end 809 518 799 008

7. Receivables Accounts receivable 32 108 33 811

32 108 33 811

8. Trade and other payables Sundry 38 193 0 Accruals 123 642 130 851

161 835 130 851 9. Provisions

Provision for leave

Opening balance 871 622 739 489 Movements during the year 36 448 132 133 Closing balance 908 070 871 622

Provision for bonuses

Opening balance 493 774 451 193 Movements during the year 54 092 42 581 Closing balance 547 866 493 774

Total Provisions 1 455 936 1 365 396

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 69 221 313 112 0 Nashua - lease of photocopier machine - PMB upstairs 18 742 23 427 0 Minolta - lease of photocopier machine - Ulundi Admin 8 836 13 254 0 Nashua - lease of switchboard - Ulundi 69 221 313 112 0 Nashua - lease of photocopier machine - PMB downstairs 28 044 35 055 0 Minolta - lease of photocopier machine - Ulundi Admin - Lexmark 8 707 15 963 0 Minolta - lease of photocopier machine - Museum - Lexmark 8 707 15 963 0 Nashua - lease of photocopier machine - MMC 4 788 5 586 0

Except for the two switchboards above, which are subject to an annual 10% 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

11. Heritage Assets and Collection Items

Cost at 01.04.14 14 512 159 Additions - 2015 41 254 Cost at 31.03.15 14 553 413 Additions - 2016 51 088 Cost at 31.03.16 14 604 501

12 The following items of Heritage Assets cannot be reliably valued due to the nature of the items:

Library Collection 1 842 books Artefacts and Collection Items 7 069 items

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 Collection items 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.

13 AMAFA AKWAZULU-NATALI NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016 2015 2016 Restated R R 12. Cash generated from operations Reconciliation of surplus from operations to cash generated from operations :

Surplus from operations (497 464) 2 080 271 Adjusted for: Depreciation 1 915 586 1 758 884 (Profit) on sale of assets (50 058) (28 671) Interest received (1 017 501) (1 036 823)

Changes in working capital (Increase) / decrease in inventories (15 533) 25 719 Decrease in receivables, prepayments and deposits 1 703 24 233 Increase / (decrease) in trade and other payables 30 984 (36 281) Increase in provisions 90 540 174 714 Net cash inflow from operating activities 458 257 2 962 046

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

- a) Ngubane Legacy 366 814 341 476 b) Relocation of labour tenants 2 629 929 2 448 261 c) Emakhosini Land purchase 7 176 468 6 680 739 d) Built Environment 3 791 336 3 661 193 e) Archaeology 623 652 585 237 Bank 3 603 560 5 096 342 18 191 759 18 813 248 Petty cash 11 999 5 221 18 203 758 18 818 469

2015 14. Non-exchange Revenue 2016 Restated R R

Office of the Premier - Operational grant 34 977 000 35 149 000 Donations 32 531 46 050

35 009 531 35 195 050

15. Reconciliation of accumulated surplus

Accumulated surplus consists of the following:

Emakhosini Land Purchase 7 176 468 6 680 739 Re-location of Occupiers 2 629 929 2 448 261 Built Environment 3 791 336 3 661 193 Archaeology 623 652 585 237 Ngubane Legacy 366 814 341 476 Accumulated surpluses from current and prior years 51 169 665 52 538 422

65 757 864 66 255 328

16. Prior year error

In prior years, all heritage assets purchased were fully expensed in the year of purchase. With the adoption of GRAP 103, Heritage assets are now capitalised retrospectively. The effect of the change is that prior year figures for assets were understated by R 14 553 413 and accumulated surplus was understated by R 14 553 413.

The prior year figures have been restated retrospectively. 2015 17. Exchange Revenue 2016 Restated R R

Profit on disposal of assets 50 058 28 671 Gate takings 721 643 755 936 Shop profits 19 686 19 152 Rent and electricity 303 509 290 285 Submissions to built environment 601 392 670 950 Submissions to archaeology 60 100 51 650 Sundy income 125 653 238 454 Restaurant - Rorkes Drift 6 000 6 000 Tourist facility : Umuzi, Isandlwana & JK Ngubane 215 950 224 210 Livestock trading (loss) / profit (329 763) (404 916)

1 774 228 1 880 392

14 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016

18. Project Commitments 2016 R

Approved and contracted for :

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

TOTAL COMMITMENTS 371 140

2015 R Approved and contracted for :

Survey of EOHP 34 770 Road at Spieonkop Battlefield 287 280 Road at Multi Media Centre 1 386 432 Collection rooms 245 296 Collection room cupboards 293 503 Boardroom furniture 18 850

Approved and not yet contracted for : Digitisation of documents 40 470

TOTAL COMMITMENTS 2 306 601

19. 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 that the cost to defend the claim will be in the region of R 200 000

15 AMAFA AKWAZULU-NATALI

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31 March 2016 2015 2016 Restated R R 20. Directors and executive members emoluments Executive members (Council): D.J Sithole Council attendance fees 65 784 31 896 Travel expenses - 6 075 65 784 37 971 Prince C.T Zulu Council attendance fees - - Travel expenses 55 537 95 605 55 537 95 605 T.Blose Council attendance fees - 42 720 Travel expenses - 25 928 - 68 648 Prof. A. Nzama Council attendance fees 8 280 33 560 Travel expenses 7 610 28 251 15 890 61 811 Prof. I. Vally Council attendance fees 14 376 20 472 Travel expenses - 14 376 20 472 R. Reddy Council attendance fees 35 288 63 600 Travel expenses 20 005 39 170 55 293 102 770 Z. Ndaba Council attendance fees 32 696 17 000 Travel expenses 38 946 42 572 71 642 59 572 Dr. N. Ndlovu Council attendance fees 27 464 47 496 Travel expenses 16 572 29 781 44 036 77 277 D. Mhlaba Council attendance fees 48 376 40 536 Travel expenses 15 219 17 393 63 595 57 929 E. Gandhi Council attendance fees - - Travel expenses 2 993 6 088 2 993 6 088

389 146 588 143 Directors: Deputy Director - Research and Professional Basic salary 512 338 597 030 Bonus 103 443 47 182 Allowances 9 600 9 600 Pension 60 720 53 488

686 101 707 300

Deputy Director - Administration/Human Resources Basic salary 698 241 659 067 Bonus 82 676 56 398 Allowances 10 600 9 600 Pension 75 247 65 127 Acting allowance 60 180 67 717

926 944 857 909 Deputy Director - Support/Professional/Technical Basic salary 665 400 632 703 Bonus 110 517 56 902 Allowances 15 600 15 600 Pension 75 247 65 127

866 764 770 332 Chief Financial Officer Basic salary 665 400 633 435 Bonus 110 517 56 902 Allowances 3 150 3 000 Pension 75 247 65 127

854 314 758 464

16 Total Directors and executive members emoluments 3 723 269 3 682 148

17 AMAFA AKWAZULU-NATALI Schedules not forming part of the audited financial statements: DETAILED STATEMENT OF FINANCIAL PERFORMANCE 2015 2016 Restated Notes R R

Revenue 36 783 759 37 075 442

Profit on disposal of assets 50 058 28 671 Grant - Office of the Premier 13 34 977 000 35 149 000 Gate takings 721 643 755 936 Shop profits 1 19 686 19 152 Rent and electricity 303 509 290 285 Submissions to built environment 601 392 670 950 Submissions to archaeology 60 100 51 650 Sundy income 2 158 184 284 504 Restaurant - Rorkes Drift 6 000 6 000 Tourist facility : Umuzi, Isandlwana & JK Ngubane 215 950 224 210 Livestock trading (loss) 3 (329 763) (404 916)

Operating expenses 38 298 724 36 031 994

Audit fees 666 263 668 603 Advertising and promotions 35 081 90 755 Attendance fees 230 520 276 120 Bad debts - 14 722 Bank charges 125 289 113 658 Built environment 239 988 754 584 Chemicals 29 373 28 487 Computer expenses 22 829 8 202 Consumables 92 502 135 197 Depreciation 1 915 586 1 758 884 Electricity and water 668 665 591 135 Meeting and training costs 29 468 44 359 Equipment maintenance 258 665 299 173 Fencing 179 491 257 601 Functions and exhibitions 45 421 - Heritage assets - 41 254 Hire of buildings and equipment 78 938 74 973 Insurance and licenses 817 668 758 053 Equipment lease 125 428 64 384 Legal expenses - - Library expenses 827 1 952 Maintenance and restoration 4 2 719 783 1 645 300 Motor vehicle costs 1 276 325 1 284 287 Postage and telephone 545 372 442 320 Printing and stationery 161 611 206 667 Professional fees 224 531 92 924 Project expenditure 5 445 289 398 005 Protective clothing and uniforms - 258 250 Rates 35 700 74 684 Staff costs Salaries and wages 20 859 256 19 686 152 Medical contributions 1 023 732 856 692 Pension contributions 2 052 730 1 894 063 Subsistence and transport 362 977 558 154 Housing subsidy and professional fees 1 272 170 1 034 260 Unemployments Insurance 151 340 143 904 Workmens Compensation Assurance 39 127 44 494 Security 1 348 276 1 207 441 Sundry expenses 20 905 15 648 Training 197 598 206 653

(1 514 965) 1 043 448

Interest received 1 017 501 1 036 823

(Loss) / surplus for the year (497 464) 2 080 271

18 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 2016 2015 2016 Restated R R

1. Shop income Sales 54 399 53 584

Cost of sales 34 713 34 432

Opening stock 193 633 219 352 Purchases / donations 50 246 8 713 Closing stock (209 166) (193 633)

Gross profit 19 686 19 152 GP Percentage 36,19 35,74

2. Sundry income

Commission on insurance 2 645 2 987 Sundry 155 539 281 517

158 184 284 504

3. Livestock trading Sales 94 769 139 840

Cost of sales (10 510) 258 326

Opening stock 799 008 960 768 Purchases - 96 566 Closing stock (809 518) (799 008)

Gross profit / (loss) 105 279 (118 486) Expenses (435 042) (286 430) Livestock (loss) (329 763) (404 916)

4. Maintenance and restoration Maintenance: Firebreaks 47 200 46 403 Reconstruction 251 351 304 803 Displays 7 864 139 824 Buildings 540 107 1 012 570 Painting materials 21 346 18 014 Graves and other sites 21 431 38 138 Roads 1 821 510 65 984 Staff housing 8 974 19 564 2 719 783 1 645 300

5. Project expenditure

New Memorials 119 057 230 152 Heritage projects 326 232 157 953 Isandlwana soil reclamation 0 9 900

445 289 398 005