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Amafa Akwazulu Natali Heritage Kwazulu- Natal AMAFA AKWAZULU NATALI HERITAGE KWAZULU- NATAL ANNUAL REPORT 2015/2016 1 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 2 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
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