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of oliver reginald tambo
a LIBERATION
STRUGGLE ICON
“Oliver Tambo was not only the President of the african National Congress during the worst excesses and most extreme repression of the apartheid regime.
He was also the leader of a global movement to eradicate a system that was rightly determined to be a crime against humanity”, O R Tambo Memorial Lecture (University of Fort Hare, 2014).
Determination
4
1. CEO’s Overview 10
2. Updated Situational Analysis 11
2.1. Performance delivery environment 11
2.2. Organisational environment 11
3. Policy and legislative Review 13
4. OVERVIEW OF 2017 - 2020 BUDGET AND MTEF ESTIMATES 13
4. 1. Relating expenditure trends to strategic outcome oriented goals 13
Part B: Programme anD suB Programme Plans 15
5. Programme Summary 15
6. Programme 1: Administration 15
6. 1. Programme 1: Strategic objectives and annual targets 16
6. 2. Programme 1: Performance indicators and annual targets for 2017/18 18
6. 3. Programme 1: Strategic Goals, Objectives, Indicators and Annual Targets 20
6. 4. Programme 1: Quarterly Targets for 2017/18 22
7. Programme 2: Heritage Promotion 24
7. 1. Programme 2: Strategic objectives and annual targets 24
7. 2. Programme 2: Programme performance indicators and annual targets 27
7. 3. Programme 2: Strategic Goals, Objectives, Indicators and Annual Targets 29
7.4. Programme 2: Quarterly targets for 2017/18 30
8. NHC ORGANISATIONAL STRUCTURE 32
Part C: links to other Plans 34
9. Links to the long-term infrastructure and other capital plans 34
10. Conditional grants 34
11. Public entities 34
12. Public-private partnerships 34
13. anneXures 34
A. MATERIALITY AND SIGNIFICANT FRAMEWORK 35
B. RISK MANAGEMENT PLAN 37
C. AUDIT IMPROVEMENT PLAN 39
D. COUNCIL CHARTER 42
E. TECHNICAL INDICATOR DESCRIPTORS 52
TABLE OF CONTENTS
5
FOREWORDit is my pleasure to present this 2017/18 annual Performance Plan (aPP) on behalf of the Council of the national Heritage Council of South africa (nHC).
the heritage transmitted from the past presents a legacy to future generations. it is therefore important that it is preserved and a positive legacy bequeathed to future generations. the nHC seeks to work with other stakeholders to use what has been inherited from the past to mould a better future for our nation and its people.
our vision of a nation proud of its african heritage enjoins us to embrace the best aspects of our past with gratitude and harness it for future generations.
the year 2017 will mark two important milestones on our heritage calendar, the Centenary of the sinking of the SS mendi and the celebration of the Centenary of mr oliver reginald tambo. the nHC will implement programmes and projects to mark these important events.
this aPP was developed against the backdrop of a severely constrained environment that is underscored by a weak economy with the resultant financial constraints.
the Council noted that given the current constraints, progress and development would be more difficult hence the need for repositioning the organisation.
the repositioning undertaken by Council is anchored on prioritisation, streamlining and realignment of the work of the nHC to ensure a sharper strategic focus. this also included a review of the funding model and resource mobilisation strategy as well as the organisational structure to improve operational efficiency and enhance the capacity to deliver on the mandate.
dr. marcus balintulo Council Chairperson
Dr Marcus Balintulo - Chairperson of the NHC
6
OFF IC IAL S IGN OFF
It is hereby certified that this annual Performance Plan:
Was developed by the management of the national Heritage Council under the guidance of the department of arts and Culture;
Was prepared in line with the current Strategic Plan of the national Heritage Council;
accurately reflects the performance targets which the national Heritage Council will endeavour to achieve given the resources made available in the budget for 2017/18.
mr. Uzwelithini mathebula Signature:..............................................................Chief Financial officer
adv. Sonwabile mancotywa Signature:..............................................................Chief executive officer
dr. marcus balintulo Signature:..............................................................Council Chairperson
7
L IST OF ABBREV IAT IONS
afS annual financial Statements
alHP african liberation Heritage Programme
aPP annual Performance Plan
Ceo Chief executive officer
Cfo Chief financial officer
daC department of arts and Culture
gdP gross domestic Product
it information technology
iP intellectual Property
lHr liberation Heritage route
meXCo management executive Committee
moa memorandum of agreement
moU memorandum of Understanding
mtef medium term expenditure framework
mtSf medium term Strategic framework
nlC national lotteries Commission
nHC national Heritage Council
nldtf national lotteries distribution trust fund
PeStel Political, economic, Social, technological, environmental and legal
Pmo Project management office
rlHr resistance and liberation Heritage route
SaHra South african Heritage resources agency
SWot Strength, Weaknesses, opportunities and threats
UneSCo United nations education, Scientific and Cultural organisation
8
V IS IONa nation proud of its african heritage.
MISS IONthrough development, promotion and preservation of heritage for sustainable development and transformation; we will know that we are achieving this when South africans experience the following:• they are knowledgeable about heritage;• Have access to their heritage;• benefit from heritage;• Utilise heritage in their lives; and• behave in a way that demonstrates their pride in heritage
CORE VALUESWithin Ubuntu philosophy, the following values will guide the programmes, actions and behaviours of Council members and employees of the nHC and all those who are acting in its name:• batho Pele;• integrity;• Professionalism;• equity; and• Creativity
“It is our responsibility to break down barriers of division and create a country where there will be neither Whites nor Blacks, just South africans, free and united in diversity”, Oliver Tambo.
UNITY
10
PART A : STRATEGIC OVERV IEW
Ceo’s overviewHeritage is the foundation of our lives, conscience, aspirations and pride. it points to our existence and being as a nation. the diversity and uniqueness of our heritage is the strength on which we build our nationhood.
the rich and varied cultural heritage has a profound power to build our nation to become a more socially cohesive nation.
this 2017/18 annual Performance Plan (aPP) is an outcome of an extensive Council led and internally consultative planning process in pursuit of the nHC vision of building a nation proud of its african heritage.
Council reviewed the historical performance of the nHC against emerging challenges, chief among which is the constrained economic environment which had an impact on the nHC resource base.
the nHC is undergoing repositioning in terms of implementation of its mandate and reorganising the organisational structure to ensure that the organisation is resilient in meeting its obligations and fulfilling its mandate going forward. the core business of the nHC has been reorganised along four strategic pillars, namely: living Heritage promotion; Policy, Planning and Knowledge management; Heritage development and the liberation Heritage route.
We have continued to strengthen of our governance and administrative systems. We wish to build on the unbroken record of achieving twelve consecutive unqualified audit opinions for the past years. We are striving to attain a clean audit opinion and have identified the few remaining gaps preventing us from that, which we are closing.
following the Cabinet approval in august 2015, the nHC
will undertake further strides in the implementation of the lHr with the next important phase being the setting up of the Project management office (Pmo) to steer the work of this project .
the nHC will continue with the lHr World Heritage listing agenda in the upcoming period and pay special attention to developing the amplified dossier and integrated management Plans, accelerate Public awareness and the information dissemination Programme to support the amplified serial nomination dossier for World listing.
the results of the impact study undertaken in 2016/17-18 will also inform the work of the nHC going forward based on areas where we make most impact and where there are gaps.
the nHC 2017/18 aPP is aligned with the ministerial priorities, particularly the following: • nation building and social cohesion• focus on africa• liberation Heritage route• Promotion of languages• arts and Cultural development (mzansi golden economy)• Promotion of Community arts• libraries
the nHC will also be gearing itself to contribute to the ongoing changes and transformation of the sector led by the daC through the revised White Paper.
the nHC will increase partnerships and collaboration with other institutions to maximise impact and counter the effect of shrinking resources against the growing needs of the heritage sector.
adv. Sonwabile mancotywaChief executive officer
Adv Sonwabile Mancotywa CEO of the NHC
11
UPDATED S ITUAT IONAL ANALYS IS
Performance delivery environmentthe approval of the lHr by Cabinet and establishment of the Pmo will present opportunities for potential investment and development of sites which will contribute to job creation and poverty alleviation etc. liberation and national heritage is to be defined and the communities educated about liberation as well as national heritage.
the ongoing Policy review would give direction to the sector in terms of role clarification, elimination of duplication and consolidation of the various entities. the review of the White paper could present an opportunity for further growth of the organisation.
the nHC is faced with an increased demand for partnerships, support of community heritage programmes, projects and events as well as presentations to various stakeholder fora. the limited resources have impacted on the nHC’s ability to match the demand for its products and services.
in the year ahead the nHC intends to work more closely with its partners and stakeholders in collaborative efforts and partnerships to achieve the targets set out in this aPP.
the nHC cannot solely depend on the daC grant to pursue and fulfil its mandate and has initiated a fundraising and resource mobilisation strategy to leverage on its strong brand and networks. the review of funding criteria by the nldtf leading to exclusion of public entities like the nHC from qualifying for funding presents a challenge given the limited funding received from the government grant and the disproportionately high demand for funding and support from the heritage sector and public at large.
organisational environmentthe nHC organisational structure has undergone review in order to align and respond to the repositioning agenda led by the Council.
Total number of positions (funded and unfunded)
Funded Positions
Unfunded positions
Vacancy rate for funded and unfunded positions
Vacancy rate funded positions
51 28 22 43% 8%
the Council continues to provide leadership, support, monitoring of the implementation of the strategy and aPP.
in the SWot analysis the following were noted about the nHC:
strengths the organisation is well known in the sectorSpecialised knowledge base on intangible heritageresponsiveness to sector demands Strong network of partnershipsStrong mandateinternal stabilitythought leadership on the heritage and the first point of call on heritage mattersdirect contact with clientsQuick turnaround times
Weaknesses limited resources:Human & financial resources
12
inadequate formalisation of an integrated knowledge management systemlimited capacity to adequately pursue and respond to emerging opportunities in the sector
opportunitiesapproval of the lHr by Cabinet and establishment of the Pmo. review of the daC draft White paper could present an opportunity for further growth of the organisation.maximize partnerships with existing partners to limit constraints with our resources (funding)digital migration is an opportunity for promotion of heritage contentdigitization of heritage contentgenerating revenue from realizing iP World heritage management (coordination, ongoing management and getting more sites nominated).
threatsfunding threat due to national treasury fiscal squeeze and poor gdP growth over the next 7-20 years.globalisation and the various challenges emanating from it , including erosion of South african culture and heritage.Shifts in the cultural landscape that result in servicing unbudgeted activitiesdelays in the review of the draft White Paper on arts, Culture and Heritage could present challenges due to the uncertainty.
key success factorsThe following elements are critical for the success of the NHC:Successful implementation of plansresource mobilisationStrategic focusCost containment and efficiencyCreativity e.g. liberation Heritage routemutually beneficial partnerships e.g. Home of legendsmaintenance of a solid skills resource baseappropriate configurationrepositioning of the nHC
in the 2017/18 financial year, the nHC will strive to leverage on its strengths and opportunities while on the other hand endeavouring to limit the impact of weaknesses and potential threats. among others, ongoing environmental scanning, risk management and periodic reviews will enable the organisation to make the necessary adjustments to stay on course and achieve its targets in the year ahead and the medium term.
13
POL ICY AND LEGISLAT IVE REV IEW the daC initiated a review of the White Paper on arts and Culture in 2013. the process is still in progress and there are no envisaged legislative and or mandate changes in the 2017/18 financial year pending the finalisation of the Policy review.
4. o
Ver
Vie
W o
F 2
01
7 -
20
20
Bu
Dg
et a
nD
mte
F es
tim
ate
s
au
dit
ed
ou
tco
me
au
dit
ed
ou
tco
me
au
dit
ed
ou
tco
me
rev
ised
es
tim
ate
ave
rage
gr
ow
th
rate
(%)
exp
end
itu
re
tota
l: a
vera
ge
(%)
med
ium
-ter
m e
stim
ate
ave
rage
gr
ow
th
rate
(%)
exp
end
itu
re
tota
l: a
vera
ge
(%)
2013
/14
2014
/15
2015
/16
2016
/17
201
3/14
-201
6/17
20
17/1
820
18/1
920
19/2
0 2
016/
17 -
201
9/20
ad
min
istr
atio
n
23 7
92
35 0
22
33 7
15
29 4
077,
3%48
,1%
30
878
32 2
28
34 0
335,
0%47
,4%
Bu
sin
ess
dev
elo
pm
ent
51
192
22 9
12
28 3
18
32 1
67-1
4,3%
51,4
9%
33 7
75
36 1
75
38 2
015,
9%52
,6%
tota
l exp
ense
74
984
57
934
62 3
40
61 5
74-6
,4%
100,
0%
64
653
68
403
72
234
5,5%
100,
0%
4.1
rel
atin
g ex
pen
dit
ure
tre
nd
s to
str
ateg
ic o
utc
om
e o
rien
ted
go
als
the
abo
ve b
udge
t w
ill c
ont
rib
ute
tow
ards
ach
ievi
ng t
he s
trat
egic
ob
ject
ives
and
des
ired
Str
ateg
ic o
utco
me
ori
enta
ted
goal
s as
out
lined
in
the
med
ium
ter
m S
trat
egic
fra
mew
ork
as
follo
ws:
12
34
56
an
inte
rnat
iona
lly
reco
gnis
ed h
erita
ge
org
anis
atio
n o
n th
e a
fric
an C
ont
inen
t.
mai
nstr
eam
ing
of
lib
erat
ion
Her
itage
.in
crea
sed
kno
wle
dge
and
awar
enes
s ab
out
So
uth
afr
ica’
s he
rita
ge
by
Sout
h a
fric
a’s
citiz
ens.
the
lead
ing
inst
itutio
n o
n in
tang
ible
her
itage
in
So
uth
afr
ica
and
sup
po
rt fo
r ta
ngib
le
heri
tage
.
Soci
al C
ohe
sio
n an
d na
tion
bui
ldin
g.a
n ef
fect
ive,
eff
icie
nt
and
sust
aina
ble
in
stitu
tion.
“The fight for freedom must go on until it is won; until our country is free and happy and peaceful as part of the community of man, we cannot rest”, O R Tambo.
DETERMINATION
15
PART B : PROGRAMME AND SUB PROGRAMME PLANS
5. Programme summary
Vision mission Prog no.
Programme name
Programme aim suB Programme
a nation proud of its african heritage
through development, promotion and preservation of heritage for sustainable development and transformation
1. administration to provide strategic leadership and enable the nHC performance through the delivery of support services.
office of the Ceo
Company Secretariat
Corporate Services1
2. Heritage Promotion to meet nHC customer expectations through the delivery of nHC products and services
living Heritage promotion
Policy, Planning and Knowledge management
liberation Heritage route
Heritage development
6. Programme 1: administrationthe aim of the programme is to provide strategic leadership and enable the nHC performance through the delivery of support services.
the programme is made up of the following sub programmes: office of the Ceo, Communications, Company Secretariat and Corporate Services.
Corporate Services: Finance, Supply Chain Management, Information Communication Technology and Human Resource Management
16
6.1
Pro
gram
me
1: s
trat
egic
ob
ject
ives
an
d a
nn
ual
tar
gets
st
rate
gic
ob
ject
ive
Bas
elin
eex
pec
ted
Pe
rfo
rman
ce l
evel
s m
ediu
m-t
erm
targ
ets
( mte
F)
res
po
nsi
ble
u
nit
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
1.1
Prov
ide
Stra
tegi
c m
anag
emen
t Se
rvic
es
ao
rgan
isat
ion
wid
e ad
here
nce
to c
ompl
ianc
e m
easu
res
impl
emen
ted
org
anis
atio
n w
ide
adhe
renc
e to
com
plia
nce
mea
sure
s im
plem
ente
d
org
anis
atio
n w
ide
adhe
renc
e to
com
plia
nce
date
s im
plem
ente
d
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to
the
da
C (a
PP,
Qua
rter
ly r
epor
ts, a
fS
and
ann
ual r
epor
t) by
th
e pr
escr
ibed
dat
es
achi
eved
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to
the
da
C (a
PP,
Qua
rter
ly r
epor
ts, a
fS
and
ann
ual r
epor
t) by
th
e pr
escr
ibed
dat
es
achi
eved
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to
the
da
C (a
PP,
Qua
rter
ly r
epor
ts, a
fS
and
ann
ual r
epor
t) by
th
e pr
escr
ibed
dat
es
achi
eved
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to
the
da
C (a
PP,
Qua
rter
ly r
epor
ts, a
fS
and
ann
ual r
epor
t) by
th
e pr
escr
ibed
dat
es
achi
eved
Stra
tegi
c m
anag
emen
t
1.2
Prom
ote
the
nH
C a
nd it
s pr
ogra
mm
es
a1x
Her
itage
info
rmat
ion
book
let
2x H
erita
ge m
agaz
ine
and
1x H
erita
ge
info
rmat
ion
book
let
publ
ishe
d
2x H
erita
ge m
agaz
ine
and
1x H
erita
ge
info
rmat
ion
book
let
publ
ishe
d
Her
itage
mag
azin
e pu
blis
hed
(2x
issu
es o
f 50
00 c
opie
s ea
ch)
Her
itage
mag
azin
e pu
blis
hed
(2x
issu
es o
f 50
00 c
opie
s ea
ch)
Her
itage
mag
azin
e pu
blis
hed
(2x
issu
es o
f 50
00 c
opie
s ea
ch)
Her
itage
mag
azin
e pu
blis
hed
(2x
issu
es o
f 50
00 c
opie
s ea
ch)
Com
mun
icat
ions
&
Sta
keho
lder
m
anag
emen
t
b4x
med
ia e
ngag
emen
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.g.briefin
gs)
4x m
edia
eng
agem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for p
roje
cts
e.g.briefin
gs)
4x m
edia
eng
agem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for p
roje
cts
e.g.briefin
gs)
12x
plan
ned
med
ia
enga
gem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for
projectse.g.briefin
gs)
12x
plan
ned
med
ia
enga
gem
ents
con
duct
ed
(med
ia c
oord
inat
ion
for
projectse.g.briefin
gs)
12x
plan
ned
med
ia
enga
gem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for
projectse.g.briefin
gs)
12x
plan
ned
med
ia
enga
gem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for
projectse.g.briefin
gs)
Com
mun
icat
ions
&
Sta
keho
lder
m
anag
emen
t
c12
x co
nten
t upd
ates
on
web
site
, soc
ial m
edia
, officereceptionareas,
intr
anet
, tel
epho
ne v
oice
ov
ers,
emai
l sig
natu
res
12x
cont
ent u
pdat
es o
n w
ebsi
te, s
ocia
l med
ia,
officereceptionareas,
intr
anet
, tel
epho
ne v
oice
ov
ers,
emai
l sig
natu
res
12x
cont
ent u
pdat
es o
n w
ebsi
te, s
ocia
l med
ia,
officereceptionareas,
intr
anet
, tel
epho
ne v
oice
ov
ers,
emai
l sig
natu
res
10 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out k
ey
nH
C p
roje
cts
10 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out k
ey
nH
C p
roje
cts
10 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out k
ey
nH
C p
roje
cts
10 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out k
ey
nH
C p
roje
cts
Com
mun
icat
ions
&
Sta
keho
lder
m
anag
emen
t
dn
o ta
rget
no
targ
etn
o ta
rget
100%
impl
emen
tatio
n of
the
appr
oved
St
akeh
olde
r m
anag
emen
t Pla
n
100%
impl
emen
tatio
n of
the
appr
oved
St
akeh
olde
r m
anag
emen
t Pla
n
100%
impl
emen
tatio
n of
the
appr
oved
St
akeh
olde
r m
anag
emen
t Pla
n
100%
impl
emen
tatio
n of
the
appr
oved
St
akeh
olde
r m
anag
emen
t Pla
n
Com
mun
icat
ions
&
Sta
keho
lder
m
anag
emen
t
17
stra
tegi
c o
bje
ctiv
eB
asel
ine
exp
ecte
d
Perf
orm
ance
lev
els
med
ium
-ter
m ta
rget
s ( m
teF)
r
esp
on
sib
le
un
it
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
1.3
dev
elop
men
t of
a h
ighl
y ca
pabl
e or
gani
satio
nal
pers
onne
l
a50
% o
f sta
ff tr
aine
d15
trai
ning
and
de
velo
pmen
tal c
ours
es
prov
ided
to e
mpl
oyee
s
100%
impl
emen
tatio
n of
the
appr
oved
ann
ual
trai
ning
Pla
n on
crit
ical
sk
ills
80%
impl
emen
tatio
n of
th
e ap
prov
ed a
nnua
l tr
aini
ng P
lan
on c
ritic
al
skill
s
80%
impl
emen
tatio
n of
th
e ap
prov
ed a
nnua
l tr
aini
ng P
lan
on c
ritic
al
skill
s
80%
impl
emen
tatio
n of
th
e ap
prov
ed a
nnua
l tr
aini
ng P
lan
on c
ritic
al
skill
s
80%
impl
emen
tatio
n of
th
e ap
prov
ed a
nnua
l tr
aini
ng P
lan
on c
ritic
al
skill
s
Cor
pora
te
Serv
ices
b95
% re
tent
ion
10 o
ut o
f 14
man
ager
s re
tain
ed80
% s
taff
rete
ntio
n of
sta
ff in
fund
ed p
osts
85%
sta
ff re
tent
ion
of
staf
f in
fund
ed p
osts
85%
sta
ff re
tent
ion
of
staf
f in
fund
ed p
osts
90%
sta
ff re
tent
ion
of
staf
f in
fund
ed p
osts
95%
sta
ff re
tent
ion
of
staf
f in
fund
ed p
osts
Cor
pora
te
Serv
ices
c1
initi
ativ
e to
pro
mot
e em
ploy
ee w
elln
ess
1 in
itiat
ive
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
2 in
itiat
ives
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
3 in
itiat
ives
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
4 in
itiat
ives
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
4 in
itiat
ives
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
4 in
itiat
ives
to p
rom
ote
empl
oyee
wel
lnes
s im
plem
ente
d
Cor
pora
te
Serv
ices
1.4
fina
ncia
l and
pr
ocur
emen
t su
ppor
t pr
ovid
ed
aUnq
ualifiedAud
itOpinion
o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
achi
eved
Unq
ualifiedAud
ito
pini
on o
utco
me
achi
eved
Cle
an a
udit
opi
nion
o
utco
me
achi
eved
Cle
an a
udit
opi
nion
o
utco
me
achi
eved
Cor
pora
te
Serv
ices
1.5
Prov
ide
iCt
supp
ort
ait
clie
nt s
atis
fact
ion
surv
ey
ratin
g ac
hiev
ed (6
0%)
(new
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(60%
) (n
ew)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(65%
) (n
ew)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(70%
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(75%
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(80%
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(85%
)
Cor
pora
te
Serv
ices
blo
cal a
rea
net
wor
k av
aila
bilit
y (9
5%) (
new
)lo
cal a
rea
net
wor
k av
aila
bilit
y (9
5%) (
new
)lo
cal a
rea
net
wor
k av
aila
bilit
y (9
5%)
loca
l are
a n
etw
ork
avai
labi
lity
(95%
) lo
cal a
rea
net
wor
k av
aila
bilit
y (9
5%)
loca
l are
a n
etw
ork
avai
labi
lity
(95%
)nt
logg
ed c
alls
re
spon
ded
to e
re
spon
se ti
me
loca
l are
a n
etw
ork
avai
labi
lity
(95%
)
Cor
pora
te
Serv
ices
cn
o ta
rget
no
targ
etd
isas
ter r
ecov
ery
&
busi
ness
Con
tinui
ty
revi
ewed
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pla
n ap
prov
ed a
nd te
sted
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
Cor
pora
te
Serv
ices
18
6.2
Pro
gram
me
1: P
erfo
rman
ce in
dic
ato
rs a
nd
an
nu
al t
arge
ts f
or
20
17
/18
stra
tegi
c o
bje
ctiv
ein
dic
ato
r3
Year
tar
get
Bas
elin
eex
pec
ted
Pe
rfo
rman
ce l
evel
s m
ediu
m-t
erm
targ
ets
( mte
F)
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
1.1
Prov
ide
Stra
tegi
c m
anag
emen
t Se
rvic
es
ad
ates
by
whi
ch
com
plia
nce
docu
men
ts (a
PP,
Qua
rter
ly r
epor
ts,
afS
and
ann
ual
repo
rt) a
re
subm
itted
to th
e d
aC
org
anis
atio
n w
ide
adhe
renc
e to
co
mpl
ianc
e da
tes
impl
emen
ted
org
anis
atio
n w
ide
adhe
renc
e to
co
mpl
ianc
e da
tes
impl
emen
ted
org
anis
atio
n w
ide
adhe
renc
e to
co
mpl
ianc
e da
tes
impl
emen
ted
org
anis
atio
n w
ide
adhe
renc
e to
co
mpl
ianc
e da
tes
impl
emen
ted
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to th
e d
aC
(aPP
, Qua
rter
ly
repo
rts,
afS
and
a
nnua
l rep
ort)
by
the
pres
crib
ed d
ates
ac
hiev
ed
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to th
e d
aC
(aPP
, Qua
rter
ly
repo
rts,
afS
and
a
nnua
l rep
ort)
by
the
pres
crib
ed d
ates
ac
hiev
ed
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to th
e d
aC
(aPP
, Qua
rter
ly
repo
rts,
afS
and
a
nnua
l rep
ort)
by
the
pres
crib
ed d
ates
ac
hiev
ed
Subm
issi
on o
f co
mpl
ianc
e do
cum
ents
to th
e d
aC
(aPP
, Qua
rter
ly
repo
rts,
afS
and
a
nnua
l rep
ort)
by
the
pres
crib
ed d
ates
ac
hiev
ed
1.2
Prom
ote
the
nH
C a
nd it
s pr
ogra
mm
es
an
umbe
r of
her
itage
pu
blic
atio
ns
prod
uced
6x is
sues
of
Her
itage
mag
azin
e pu
blis
hed.
1x H
erita
ge
info
rmat
ion
book
let
2x H
erita
ge
mag
azin
e an
d 1x
Her
itage
in
form
atio
n bo
okle
t pu
blis
hed
2x H
erita
ge
mag
azin
e an
d 1x
H
erita
ge in
form
atio
n bo
okle
t pub
lishe
d
Her
itage
mag
azin
e pr
oduc
ed (2
x is
sues
of
500
0 co
pies
eac
h)
Her
itage
mag
azin
e pr
oduc
ed (2
x is
sues
of
500
0 co
pies
eac
h)
Her
itage
mag
azin
e pr
oduc
ed (2
x is
sues
of
500
0 co
pies
eac
h)
Her
itage
mag
azin
e pr
oduc
ed (2
x is
sues
of
500
0 co
pies
eac
h)
bn
umbe
r of
plan
ned
med
ia
enga
gem
ents
co
nduc
ted
36x
med
ia e
ngag
e-m
ents
con
duct
ed
(med
ia c
oord
ina-
tion
for p
roje
cts
e.g.
briefin
gs)
4x m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
gs)
4x m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
gs)
12x
med
ia
enga
gem
ents
co
nduc
ted
(med
ia
coor
dina
tion
for p
roje
cts
e.g.
briefin
gs)
7x p
lann
ed m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r projectse.g.briefin
gs)
7x p
lann
ed m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
gs)
7x p
lann
ed m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
gs)
7x p
lann
ed m
edia
en
gage
men
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
gs)
cn
umbe
r of m
ulti-
med
ia c
ampa
igns
co
nduc
ted
abou
t ke
y n
HC
pro
ject
s
30 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out
nH
C k
ey p
roje
cts
12x
cont
ent
upda
tes
on w
ebsi
te,
socialm
edia,office
rece
ptio
n ar
eas,
intr
anet
, tel
epho
ne
voic
e ov
ers,
emai
l si
gnat
ures
12x
cont
ent u
pdat
es
on w
ebsi
te, s
ocia
l media,office
rece
ptio
n ar
eas,
intr
anet
, tel
epho
ne
voic
e ov
ers,
emai
l si
gnat
ures
12x
cont
ent u
pdat
es
on w
ebsi
te, s
ocia
l media,office
rece
ptio
n ar
eas,
intr
anet
, tel
epho
ne
voic
e ov
ers,
emai
l si
gnat
ures
10 m
ultim
edia
aw
aren
ess
cam
paig
ns
cond
ucte
d ab
out k
ey
nH
C p
roje
cts
10 m
ultim
edia
aw
aren
ess c
ampa
igns
co
nduc
ted
abou
t key
n
HC
pro
ject
s
10 m
ultim
edia
aw
aren
ess c
ampa
igns
co
nduc
ted
abou
t key
n
HC
pro
ject
s
10 m
ultim
edia
aw
aren
ess c
ampa
igns
co
nduc
ted
abou
t key
n
HC
pro
ject
s
dle
vel o
f im
plem
enta
tion
of th
e a
ppro
ved
Stak
ehol
der
man
agem
ent P
lan
100%
im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
no
targ
etn
o ta
rget
no
targ
et10
0% im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
100%
im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
100%
im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
100%
im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
19
stra
tegi
c o
bje
ctiv
ein
dic
ato
r3
Year
tar
get
Bas
elin
eex
pec
ted
Pe
rfo
rman
ce l
evel
s m
ediu
m-t
erm
targ
ets
( mte
F)
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
1.3
dev
elop
men
t of
a hi
ghly
cap
able
or
gani
satio
nal
pers
onne
l
ale
vel o
f im
plem
enta
tion
of th
e a
ppro
ved
ann
ual t
rain
ing
Plan
in c
ritic
al
skill
s
100%
im
plem
enta
tion
of th
e ap
prov
ed
ann
ual t
rain
ing
Plan
in c
ritic
al s
kills
50%
of s
taff
trai
ned
50%
of s
taff
trai
ned
100%
im
plem
enta
tion
of
the
appr
oved
ann
ual
trai
ning
Pla
n on
cr
itica
l ski
lls
80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
al s
kills
80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
al s
kills
80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
al s
kills
80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
al s
kills
bn
umbe
r of s
taff
reta
ined
in fu
nded
po
sitio
ns
95%
sta
ff re
tent
ion
in fu
nded
pos
ts90
% re
tent
ion
95%
rete
ntio
n80
% s
taff
rete
ntio
n of
st
aff i
n fu
nded
pos
ts85
% s
taff
rete
ntio
n of
st
aff i
n fu
nded
pos
ts85
% s
taff
rete
ntio
n of
st
aff i
n fu
nded
pos
ts90
% s
taff
rete
ntio
n of
st
aff i
n fu
nded
pos
ts95
% s
taff
rete
ntio
n of
st
aff i
n fu
nded
pos
ts
cn
umbe
r of
initi
ativ
es
to p
rom
ote
empl
oyee
w
elln
ess
2 in
itiat
ives
to
prom
ote
empl
oyee
w
elln
ess
per a
nnum
1 in
itiat
ive
to
prom
ote
empl
oyee
w
elln
ess
1 in
itiat
ive
to
prom
ote
empl
oyee
w
elln
ess
2 in
itiat
ives
to
pro
mot
e em
ploy
ee w
elln
ess
impl
emen
ted
3 in
itiat
ives
to
prom
ote
empl
oyee
w
elln
ess
impl
emen
ted
4 in
itiat
ives
to
pro
mot
e em
ploy
ee w
elln
ess
impl
emen
ted
4 in
itiat
ives
to
pro
mot
e em
ploy
ee w
elln
ess
impl
emen
ted
4 in
itiat
ives
to
pro
mot
e em
ploy
ee w
elln
ess
impl
emen
ted
1.4
fina
ncia
l and
pr
ocur
emen
t su
ppor
t pr
ovid
ed
aa
udit
opin
ion
(Unq
ualified)/
(Cle
an)
Cle
an a
udit
opi
nion
out
com
eUnq
ualifiedAud
ito
pini
on o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
Unq
ualifiedAud
ito
pini
on o
utco
me
achi
eved
Unq
ualifiedAud
ito
pini
on o
utco
me
achi
eved
Cle
an a
udit
opi
nion
o
utco
me
achi
eved
Cle
an a
udit
opi
nion
o
utco
me
achi
eved
1.5
Prov
ide
iCt
supp
ort
ale
vel o
f it
clie
nt
satis
fact
ion
surv
ey
ratin
g ac
hiev
ed
(%)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (6
0%)
it c
lient
sa
tisfa
ctio
n su
rvey
ra
ting
achi
eved
(6
0%) (
new
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (6
0%)
(new
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (6
5%)
(new
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed
(70%
)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (7
5%)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (8
0%)
it c
lient
sat
isfa
ctio
n su
rvey
ratin
g ac
hiev
ed (8
5%)
ble
vel o
f loc
al
are
a n
etw
ork
avai
labi
lity
(95%
)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
are
a n
etw
ork
avai
labi
lity
(95%
)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
leve
l of l
ocal
a
rea
net
wor
k av
aila
bilit
y (9
5%)
cd
isas
ter r
ecov
ery
& b
usin
ess
Con
tinui
ty P
lan
appr
oved
and
te
sted
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an re
view
ed,
appr
oved
and
te
sted
no
targ
etn
o ta
rget
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
20
6.3
Pro
gram
me
1: s
trat
egic
go
als,
ob
ject
ives
, in
dic
ato
rs a
nd
an
nu
al t
arge
ts
stra
tegi
c o
utc
om
e o
rien
ted
go
als
no
.st
rate
gic
ob
ject
ive
ind
icat
or
med
ium
-ter
m t
arge
ts
20
17
-18
20
18
-19
20
19
-20
20
20
-21
an
effe
ctiv
e,
effic
ient
and
su
stai
nab
le
inst
itutio
n.
1.1
a.Pr
ovi
de S
trat
egic
m
anag
emen
t Se
rvic
es
dat
es b
y w
hich
co
mp
lianc
e do
cum
ents
(a
PP, Q
uart
erly
rep
ort
s,
afS
and
ann
ual r
epo
rt)
are
sub
mitt
ed t
o t
he d
aC
Sub
mis
sio
n o
f co
mp
lianc
e do
cum
ents
to
the
da
C (
aPP
, Q
uart
erly
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ort
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fS
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ann
ual r
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rt)
by
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pre
scri
bed
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achi
eved
Sub
mis
sio
n o
f co
mp
lianc
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cum
ents
to
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d
aC
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PP, Q
uart
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re
po
rts,
afS
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a
nnua
l rep
ort
) b
y th
e p
resc
rib
ed d
ates
ac
hiev
ed
Sub
mis
sio
n o
f co
mp
lianc
e do
cum
ents
to
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d
aC
(a
PP, Q
uart
erly
re
po
rts,
afS
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a
nnua
l rep
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y th
e p
resc
rib
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ates
ac
hiev
ed
Sub
mis
sio
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f co
mp
lianc
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cum
ents
to
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d
aC
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PP, Q
uart
erly
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po
rts,
afS
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nnua
l rep
ort
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y th
e p
resc
rib
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ates
ac
hiev
ed
an
effe
ctiv
e,
effic
ient
and
su
stai
nab
le
inst
itutio
n.
1.2
aPr
om
ote
the
n
HC
and
its
pro
gram
mes
num
ber
of h
erita
ge
pub
licat
ions
pro
duce
d H
erita
ge m
agaz
ine
pro
duce
d (2
x is
sues
of
5000
co
pie
s ea
ch)
Her
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azin
e p
rodu
ced
(2x
issu
es o
f 50
00 c
op
ies
each
)
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itage
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azin
e p
rodu
ced
(2x
issu
es o
f 50
00 c
op
ies
each
)
Her
itage
mag
azin
e p
rodu
ced
(2x
issu
es
of 5
000
cop
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each
)
bn
umb
er o
f pla
nned
m
edia
eng
agem
ents
co
nduc
ted
12x
pla
nned
med
ia
enga
gem
ents
co
nduc
ted
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ia c
oo
rdin
atio
n fo
r p
roje
cts
e.g.
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efin
gs)
12x
pla
nned
med
ia
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ents
co
nduc
ted
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ia
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rdin
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r p
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cts
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efin
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pla
nned
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nduc
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rdin
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r p
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cts
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nned
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nduc
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rdin
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r p
roje
cts
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cn
umb
er o
f mul
ti-m
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mp
aign
s co
nduc
ted
abo
ut k
ey n
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ject
s
10 m
ultim
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aw
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ess
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gns
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out
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ess
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gns
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out
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ject
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ess
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gns
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ucte
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out
key
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aw
aren
ess
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gns
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ucte
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out
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HC
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ject
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dle
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f im
ple
men
tatio
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f ap
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ved
Stak
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t Pl
an
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agem
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Plan
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he a
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rove
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akeh
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Plan
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he a
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akeh
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agem
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Plan
100%
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lem
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he a
pp
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d St
akeh
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er
man
agem
ent
Plan
an
effe
ctiv
e,
effic
ient
and
su
stai
nab
le
inst
itutio
n.
1.3
ad
evel
op
men
t o
f hi
ghly
cap
able
o
rgan
isat
iona
l p
erso
nnel
leve
l of i
mpl
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rove
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nnua
l tr
aini
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lan
in c
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skill
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80%
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lem
enta
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the
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rove
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nnua
l tr
aini
ng P
lan
on
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80%
impl
emen
tatio
n of
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nnua
l tr
aini
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on c
ritic
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emen
tatio
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l tr
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on c
ritic
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emen
tatio
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nded
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tiativ
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ote
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plo
yee
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lnes
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ives
to
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loye
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lem
ente
d
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mo
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mp
loye
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lem
ente
d
4 in
itiat
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mo
te e
mp
loye
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lem
ente
d
4 in
itiat
ives
to
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mo
te e
mp
loye
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imp
lem
ente
d
21
stra
tegi
c o
utc
om
e o
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ted
go
als
no
.st
rate
gic
ob
ject
ive
ind
icat
or
med
ium
-ter
m t
arge
ts
20
17
-18
20
18
-19
20
19
-20
20
20
-21
an
effe
ctiv
e,
effic
ient
and
su
stai
nab
le
inst
itutio
n.
1.4
a.fi
nanc
ial a
nd
pro
cure
men
t su
pp
ort
pro
vide
d
aud
it o
pin
ion
(Unq
ualif
ied)
/ (C
lean
)U
nqua
lifie
d a
udit
op
inio
n o
utco
me
achi
eved
Unq
ualif
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aud
it o
pin
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out
com
e ac
hiev
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Cle
an a
udit
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inio
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utco
me
achi
eved
Cle
an a
udit
op
inio
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utco
me
achi
eved
an
effe
ctiv
e,
effic
ient
and
su
stai
nab
le
inst
itutio
n.
1.5
a.Pr
ovi
de iC
t su
pp
ort
it c
lient
sat
isfa
ctio
n su
rvey
rat
ing
achi
eved
(%
)
it c
lient
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isfa
ctio
n su
rvey
rat
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eved
(7
0%)
it c
lient
sat
isfa
ctio
n su
rvey
rat
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achi
eved
(7
5%)
it c
lient
sat
isfa
ctio
n su
rvey
rat
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eved
(8
0%)
it c
lient
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isfa
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n su
rvey
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eved
(8
5%)
b.
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l of
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rk
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aila
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)
c.d
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ter
reco
very
&
bus
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ont
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lan
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pp
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d te
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me
1: Q
uar
terl
y t
arge
ts f
or
20
17
/18
22
6.4
Pro
gram
me
1: Q
uar
terl
y t
arge
ts f
or
20
17
/18
ind
icat
or
exp
ecte
d P
erfo
rman
ce
leve
ls
rep
ort
ing
Freq
uen
cy
Qu
arte
rly
tar
gets
mea
ns
of
veri
fica
tio
n
20
17
-18
Q1
Q2
Q3
Q4
1.1
a.
dat
es b
y w
hich
co
mpl
ianc
e do
cum
ents
(a
PP, Q
uart
erly
rep
orts
, a
fS a
nd a
nnua
l rep
ort)
are
subm
itted
to th
e d
aC
Subm
issi
on o
f com
plia
nce
docu
men
ts to
the
da
C
(aPP
, Qua
rter
ly r
epor
ts, a
fS
and
ann
ual r
epor
t) by
the
pres
crib
ed d
ates
ach
ieve
d
Qua
rter
ly
2016
/17
Q4
rep
ort
& 2
016/
17
afS
sub
mitt
ed t
o th
e d
aC
Q1
rep
ort
, 1st
dra
ft 20
18/1
9 a
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nd
2016
/17
ann
ual
rep
ort
sub
mitt
ed t
o th
e d
aC
Q2
rep
ort
2nd
d
raft
201
8/19
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su
bm
itted
to
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d
aC
Q3
rep
ort
and
fi
nal 2
018/
19 a
PP
sub
mitt
ed t
o t
he
da
C
Sign
ed r
ecei
pts
and
e-m
ails
an
d a
pp
rove
d a
nnua
l fi
nanc
ial S
tate
men
ts t
o t
he
da
C
1.2
a.n
umb
er o
f her
itage
p
ublic
atio
ns p
rodu
ced
Her
itage
mag
azin
e p
rodu
ced
(2x
issu
es o
f 500
0 co
pie
s ea
ch)
bi-
annu
ally
no
tar
get
set
5000
co
pie
s o
f H
erita
ge m
agaz
ine
pro
duce
dn
o t
arge
t se
t50
00 c
opie
s of
H
erita
ge m
agaz
ine
prod
uced
Her
itage
mag
azin
e ha
rd &
so
ft c
op
y
b.
num
ber
of p
lann
ed
med
ia e
ngag
emen
ts
cond
ucte
d
7 x
med
ia e
ngag
emen
ts
cond
ucte
d (m
edia
co
ordi
natio
n fo
r pro
ject
s e.
g.
briefin
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Qua
rter
ly2x
pla
nned
med
ia
enga
gem
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co
nduc
ted
3x p
lann
ed m
edia
en
gage
men
ts
cond
ucte
d
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lann
ed m
edia
en
gage
men
ts
cond
ucte
dn
o t
arge
t se
tm
edia
rep
ort
s
c.n
umb
er o
f mul
ti-m
edia
ca
mp
aign
s co
nduc
ted
abo
ut k
ey n
HC
pro
ject
s
10 m
ultim
edia
aw
aren
ess
cam
pai
gns
cond
ucte
d ab
out
ke
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HC
pro
ject
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ont
hly
3x m
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aw
aren
ess
cam
pai
gns
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out
ke
y n
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aw
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gns
cond
ucte
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out
key
n
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aw
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pai
gns
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aw
aren
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pai
gns
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d ab
out
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roje
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timed
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t re
po
rt
d.
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l of i
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of t
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akeh
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Plan
100%
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akeh
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Qua
rter
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akeh
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agem
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ap
pro
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impl
emen
tatio
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oved
St
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r m
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n
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emen
tatio
n of
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oved
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akeh
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r m
anag
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t Pla
n
100%
im
plem
enta
tion
of th
e ap
prov
ed
Stak
ehol
der
man
agem
ent P
lan
Qua
rter
ly r
epo
rts
23
ind
icat
or
exp
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d
Per
form
ance
le
vels
r
epo
rtin
g Fr
equ
ency
Qu
arte
rly
tar
gets
mea
ns
of
veri
fica
tio
n
20
17
-18
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Q2
Q3
Q4
1.3
a.
leve
l of i
mpl
emen
tatio
n of
the
app
rove
d a
nnua
l tr
aini
ng P
lan
in c
ritic
al
skill
s
80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
al s
kills
Qua
rter
lyn
o ta
rget
set
no
targ
et s
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rget
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80%
impl
emen
tatio
n of
the
appr
oved
a
nnua
l tra
inin
g Pl
an
on c
ritic
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kills
app
rove
d a
nnua
l tra
inin
g Pl
an o
n cr
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lls, Q
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ploy
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rt
1.4
a.a
udit
opin
ion
(Unq
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lean)
Unq
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eda
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llyn
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udito
r gen
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port
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Clie
nt S
atis
fact
ion
Surv
ey ra
ting
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eved
(%
)
it c
lient
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ctio
n su
rvey
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g ac
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ed
(70%
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nnua
llyn
o ta
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set
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rvey
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port
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cal a
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rter
ly95
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labi
lity
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eved
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k av
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labi
lity
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eved
95%
net
wor
k av
aila
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edit
mon
thly
rep
orts
c.d
isas
ter r
ecov
ery
&
busi
ness
Con
tinui
ty P
lan
appr
oved
and
test
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aste
r rec
over
y &
bu
sine
ss C
ontin
uity
Pl
an a
ppro
ved
and
test
ed
Qua
rter
lyn
o ta
rget
no
targ
etd
isas
ter r
ecov
ery
&
busi
ness
Con
tinui
ty
appr
oved
dis
aste
r rec
over
y &
bu
sine
ss C
ontin
uity
te
sted
app
rove
d d
isas
ter r
ecov
ery
&
busi
ness
Con
tinui
ty P
lan
and
test
re
port
24
7.
PR
OG
RA
MM
E 2
: H
ER
ITA
GE
PR
OM
OT
ION
the
aim
of t
he h
erita
ge P
rom
otio
n p
rogr
amm
e is
to
mee
t n
HC
cus
tom
er e
xpec
tatio
ns t
hro
ugh
the
deliv
ery
of n
HC
pro
duct
s an
d se
rvic
es.
the
pro
gram
me
is m
ade
up o
f the
follo
win
g su
b –
pro
gram
mes
: Liv
ing
Her
itag
e pr
omot
ion,
Pol
icy,
Pla
nnin
g an
d K
now
ledg
e M
anag
emen
t, H
erit
age
Dev
elop
men
t an
d th
e Li
bera
tion
H
erit
age
Rou
te
7.1
Pro
gram
me
2: s
trat
egic
ob
ject
ives
an
d a
nn
ual
tar
gets
stra
tegi
c o
bje
ctiv
e
Bas
elin
eex
pec
ted
Per
for-
man
ce l
evel
s m
ediu
m-t
erm
targ
ets
( mte
F)
res
po
nsi
ble
u
nit
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
2.1
to in
tens
ify t
he
pro
mo
tion
of l
ivin
g he
rita
ge t
hro
ugh
colla
bo
ratio
ns
and
stak
eho
lder
en
gage
men
ts
natio
nally
and
in
tern
atio
nally
a.0
exch
ange
p
rogr
amm
e p
artic
ipat
ed in
per
ye
ar
1 ex
chan
ge
pro
gram
me
par
ticip
ated
in p
er
year
1 ex
chan
ge
pro
gram
me
par
ticip
ated
in p
er
year
1 ex
chan
ge
pro
gram
me
par
ticip
ated
in p
er
year
1 ex
chan
ge
pro
gram
me
par
ticip
ated
in
per
yea
r
2 ex
chan
ge
pro
gram
me
par
ticip
ated
in p
er
year
2 ex
chan
ge
pro
gram
mes
p
artic
ipat
ed in
p
er y
ear
livi
ng H
erita
ge
b.
1 w
orl
d he
rita
ge
pro
ject
tha
t th
e n
HC
par
ticip
ates
in
ann
ually
1 w
orl
d he
rita
ge
pro
ject
tha
t th
e n
HC
par
ticip
ates
in
annu
ally
1 w
orl
d he
rita
ge
pro
ject
tha
t th
e n
HC
par
ticip
ates
in
ann
ually
1 in
tern
atio
nal
mul
tilat
eral
en
gage
men
t an
nual
ly
2 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
2 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
3 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
rlH
r
c.9
Cul
tura
l ex
pre
ssio
ns h
ost
ed
and
sup
po
rted
1 cu
ltura
l ex
pre
ssio
n ho
sted
an
d su
pp
ort
ed
1 cu
ltura
l ex
pre
ssio
n ho
sted
an
d s
upp
ort
ed
3 C
ultu
ral
exp
ress
ions
su
pp
ort
ed
3 C
ultu
ral
exp
ress
ions
su
pp
ort
ed
3 C
ultu
ral
exp
ress
ions
su
pp
ort
ed
3 C
ultu
ral
exp
ress
ions
su
pp
ort
ed
livi
ng H
erita
ge
d.9
natio
n b
uild
ing
initi
ativ
es
imp
lem
ente
d an
d fu
nded
9 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
3 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
3 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
3 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
3 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
3 na
tion
bui
ldin
g in
itiat
ives
im
ple
men
ted
and
fund
ed
livi
ng H
erita
ge
25
stra
tegi
c o
bje
ctiv
e
Bas
elin
eex
pec
ted
Pe
rfo
rman
ce
leve
ls
med
ium
-ter
m ta
rget
s ( m
teF)
r
esp
on
sib
le
un
it
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
2.2
to d
evel
op
a na
tiona
l p
lann
ing,
po
licy
deve
lop
men
t an
d re
sear
ch
cap
abili
ty t
hat
will
cre
ate
an e
nab
ling
envi
ronm
ent
for
the
adva
ncem
ent
and
pro
mo
tion
of n
atio
nal
Her
itage
co
nten
t
a.4
Posi
tion
Pap
ers
pro
duce
d p
er
year
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
2 Po
sitio
n Pa
per
s p
rodu
ced
per
ye
ar
Polic
y,
Plan
ning
and
K
now
ledg
e m
anag
emen
t
b.
no
tar
get
no
tar
get
31-m
ar-1
6tw
o h
erita
ge
jour
nal a
rtic
les
cont
rib
uted
two
her
itage
jo
urna
l art
icle
s co
ntri
but
ed
two
her
itage
jo
urna
l art
icle
s co
ntri
but
ed
two
her
itage
jo
urna
l art
icle
s co
ntri
but
ed
Polic
y,
Plan
ning
and
K
now
ledg
e m
anag
emen
t
c.2
heri
tage
ed
ucat
ion
initi
ativ
es
sup
po
rted
2 he
rita
ge
educ
atio
n in
itiat
ives
su
pp
ort
ed
2 he
rita
ge
educ
atio
n in
itiat
ives
su
pp
ort
ed
1 he
rita
ge
educ
atio
n in
itiat
ive
sup
po
rted
1 he
rita
ge
educ
atio
n in
itiat
ive
sup
po
rted
1 he
rita
ge
educ
atio
n in
itiat
ive
sup
po
rted
1 he
rita
ge
educ
atio
n in
itiat
ive
sup
po
rted
Polic
y,
Plan
ning
and
K
now
ledg
e m
anag
emen
t
26
stra
tegi
c o
bje
ctiv
eB
asel
ine
exp
ecte
d
Perf
orm
ance
le
vels
m
ediu
m-t
erm
targ
ets
( mte
F)
res
po
nsi
ble
u
nit
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
2.3
to b
uild
a
netw
ork
of
stra
tegi
c p
artn
ersh
ips
to s
tren
gthe
n an
d in
tegr
ate
heri
tage
de
velo
pm
ent
by
exte
ndin
g th
e in
fluen
ce
of t
he n
HC
an
d le
vera
ging
th
e re
sour
ces
thro
ugh
par
tner
ship
s
a.20
co
mm
unity
he
rita
ge
pro
ject
s su
pp
ort
ed a
nd
fund
ed
0 co
mm
unity
he
rita
ge
pro
ject
s su
pp
ort
ed a
nd
fund
ed
20 c
om
mun
ity
heri
tage
p
roje
cts
sup
po
rted
and
fu
nded
21 c
om
mun
ity
heri
tage
pro
ject
s su
pp
ort
ed a
nd
fund
ed
23 c
om
mun
ity
heri
tage
p
roje
cts
sup
po
rted
and
fu
nded
25 c
om
mun
ity
heri
tage
p
roje
cts
sup
po
rted
and
fu
nded
30 c
om
mun
ity
heri
tage
p
roje
cts
sup
po
rted
and
fu
nded
Her
itage
d
evel
op
men
t
b.
31%
add
itio
nal
fund
s ra
ised
o
utsi
de t
he
da
C g
rant
5.74
%
addi
tiona
l fun
ds
rais
ed o
utsi
de
the
da
C g
rant
2% a
dditi
ona
l fu
nds
rais
ed
out
side
the
d
aC
gra
nt
2% a
dditi
ona
l fu
nds
rais
ed
out
side
the
da
C
gran
t
2% a
dditi
ona
l fu
nds
rais
ed
out
side
the
da
C
gran
t
2% a
dditi
ona
l fu
nds
rais
ed
out
side
the
da
C
gran
t
2% a
dditi
ona
l fu
nds
rais
ed
out
side
the
d
aC
gra
nt
Her
itage
d
evel
op
men
t
2.4
to c
oord
inat
e th
e m
anag
emen
t of
the
libe
ratio
n H
erita
ge r
oute
, th
e a
fric
an
libe
ratio
n H
erita
ge
Prog
ram
me
and
natio
nal
inpu
t in
the
wor
ld h
erita
ge
agen
da b
y pr
omot
ing
theinfluence
of th
e So
uth
afr
ican
he
ritag
e gl
obal
ly.
a.4 co
mm
emor
ativ
e ev
ents
supp
orte
d
2 com
mem
orat
ive
even
ts s
uppo
rted
2 com
mem
orat
ive
even
ts
supp
orte
d
2 Com
mem
orat
ive
even
ts s
uppo
rted
2 Com
mem
orat
ive
even
ts s
uppo
rted
3 Com
mem
orat
ive
even
ts s
uppo
rted
3 Com
mem
orat
ive
even
ts
supp
orte
d
rlH
r
b.2
repa
tria
tions
su
ppor
ted
2 re
patr
iatio
ns
supp
orte
d2
repa
tria
tions
su
ppor
ted
3 re
patr
iatio
ns
supp
orte
d3
repa
tria
tions
su
ppor
ted
4 re
patr
iatio
ns
supp
orte
d4
repa
tria
tions
su
ppor
ted
rlH
r
c.5
pres
enta
tions
3 pr
esen
tatio
ns
4 pr
esen
tatio
ns5
pres
enta
tions
on
lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns
on l
Hr
mad
e to
diff
eren
t st
akeh
olde
rs
5 pr
esen
tatio
ns
on l
Hr
mad
e to
di
ffere
nt s
take
-ho
lder
s
5 pr
esen
tatio
ns
on l
Hr
mad
e to
diff
eren
t st
akeh
olde
rs
rlH
r
d.0
1 su
bmis
sion
1
subm
issi
on2
subm
issi
ons
on th
e a
fric
an
libe
ratio
n H
erita
ge
Prog
ram
me
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
rlH
r
e.0
2 si
tes
subm
itted
for
decl
arat
ion
and
1 as
sist
ed w
ith
man
agem
ent
plan
, m
oa
with
ri
m, d
evel
op
cons
olid
ated
do
ssie
r
Prod
uctio
n of
d
ossi
er
1 m
ilest
one
achi
eved
(s
ubm
issi
on o
f fin
alamplified
nom
inat
ion
dos
sier
to d
aC
)
1 m
ilest
one
achi
eved
1
mile
ston
e ac
hiev
ed
1 m
ilest
one
achi
eved
rl
Hr
27
7.2
Pro
gram
me
2: P
rogr
amm
e p
erfo
rman
ce in
dic
ato
rs a
nd
an
nu
al t
arge
tsst
rate
gic
ob
ject
ive
ind
icat
or
3 Ye
ar t
arge
tB
asel
ine
exp
ecte
d
Perf
orm
ance
lev
els
med
ium
-ter
m ta
rget
s ( m
teF)
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
2.1
to in
tens
ify
the
prom
otio
n of
the
livin
g he
ritag
e th
roug
h co
llabo
ratio
ns
and
stak
ehol
der
enga
gem
ents
na
tiona
lly a
nd
glob
ally
.
a.n
umbe
r of
exch
ange
pr
ogra
mm
es
part
icip
ated
in p
er
annu
m
6 ex
chan
ge
prog
ram
mes
pa
rtic
ipat
ed in
0 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
1 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
1 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
1 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
1 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
2 ex
chan
ge
prog
ram
me
part
icip
ated
in p
er
year
2 ex
chan
ge
prog
ram
mes
pa
rtic
ipat
ed in
per
ye
ar
b.n
umbe
r of
inte
rnat
iona
l m
ultil
ater
al
enga
gem
ents
per
an
num
6 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
1 w
orld
her
itage
pr
ojec
t tha
t the
n
HC
par
ticip
ates
in
annu
ally
1 w
orld
her
itage
pr
ojec
t tha
t the
n
HC
par
ticip
ates
in
annu
ally
1 w
orld
her
itage
pr
ojec
t tha
t the
n
HC
par
ticip
ates
in
annu
ally
1 in
tern
atio
nal
mul
tilat
eral
en
gage
men
t ann
ually
2 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
2 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
3 in
tern
atio
nal
mul
tilat
eral
en
gage
men
ts
annu
ally
c.n
umbe
r of
com
mun
ity b
ased
cu
ltura
l exp
ress
ions
im
plem
ente
d or
su
ppor
ted.
7 cu
ltura
l ex
pres
sion
s ho
sted
an
d s
uppo
rted
9 C
ultu
ral
expr
essi
ons
host
ed
and
supp
orte
d
1 cu
ltura
l exp
ress
ion
host
ed a
nd
supp
orte
d
1 cu
ltura
l exp
ress
ion
host
ed a
nd
supp
orte
d
3 C
ultu
ral e
xpre
ssio
ns
supp
orte
d3
Cul
tura
l ex
pres
sion
s su
ppor
ted
3 C
ultu
ral
expr
essi
ons
supp
orte
d
3 C
ultu
ral
expr
essi
ons
supp
orte
d
d.n
umbe
r of n
atio
n bu
ildin
g in
itiat
ives
im
plem
ente
d an
d fu
nded
.
9 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
9 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
9 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
2.2
to d
evel
op
a na
tiona
l pl
anni
ng, p
olic
y de
velo
pmen
t an
d re
sear
ch
capa
bilit
y th
at w
ill
crea
te a
n en
ablin
g en
viro
nmen
t for
th
e ad
vanc
emen
t an
d pr
omot
ion
of
nat
iona
l Her
itage
co
nten
t
a.n
umbe
r of
know
ledg
e pr
oduc
tion
part
ners
hips
im
plem
ente
d pe
r an
num
3 pu
blic
atio
n pr
oduc
ed
2 kn
owle
dge
part
ners
hips
im
plem
ente
d
2 kn
owle
dge
part
ners
hips
impl
e-m
ente
d
2 kn
owle
dge
part
ner-
ship
s im
plem
ente
d2
know
ledg
e pr
oduc
tion
part
ners
hips
im
plem
ente
d
2 kn
owle
dge
prod
uctio
n pa
rtne
rshi
ps
impl
emen
ted
2 kn
owle
dge
prod
uctio
n pa
rtne
rshi
ps
impl
emen
ted
2 kn
owle
dge
prod
uctio
n pa
rtne
rshi
ps
impl
emen
ted
b.n
umbe
r of r
esea
rch
prod
ucts
pro
duce
d pe
r ann
um
6 Po
sitio
n Pa
pers
pr
oduc
ed0
publ
icat
ion
prod
uced
per
yea
r1
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icat
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icat
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icat
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icat
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r
c.n
umbe
r of p
olic
y po
sitio
n pa
pers
pr
oduc
ed p
er y
ear
4 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
d.n
umbe
r of h
erita
ge
jour
nal a
rtic
les
cont
ribut
ed p
er
annu
m
no
targ
etn
o ta
rget
31-m
ar-1
6tw
o jo
urna
l art
icle
s co
ntrib
uted
two
jour
nal a
rtic
les
cont
ribut
edtw
o jo
urna
l art
icle
s co
ntrib
uted
two
jour
nal
artic
les
cont
ribut
ed
e.n
umbe
r of h
erita
ge
educ
atio
n in
itiat
ives
su
ppor
ted
2 he
ritag
e ed
ucat
ion
initi
ativ
es
supp
orte
d
2 he
ritag
e ed
ucat
ion
initi
ativ
es s
uppo
rted
2 he
ritag
e ed
ucat
ion
initi
ativ
es s
uppo
rted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
28
stra
tegi
c o
bje
ctiv
ein
dic
ato
r3
Year
tar
get
Bas
elin
eex
pec
ted
Per
for-
man
ce l
evel
s
med
ium
-ter
m ta
rget
s ( m
teF)
2014
-15
2015
-16
2016
-17
2017
-18
2018
-19
2019
-20
2020
-21
2.3
to b
uild
a n
etw
ork
of
stra
tegi
c pa
rtne
rshi
ps to
st
reng
then
and
inte
grat
e he
ritag
e de
velo
pmen
t by
ext
endi
ng th
e influenceoftheNHC
and
leve
ragi
ng th
e re
sour
ces
thro
ugh
part
ners
hips
to th
e n
HC
a.n
umbe
r of c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
65 c
omm
unity
he
ritag
e pr
oj-
ects
sup
port
ed
and
fund
ed
20 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
0 co
mm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
20 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
21 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
23 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
25 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
30 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
b.le
vel o
f fun
ds ra
ised
ou
tsid
e th
e d
aC
gra
nt2%
add
ition
al
fund
s ra
ised
ou
tsid
e th
e d
aC
gra
nt
31%
add
ition
al
fund
s ra
ised
ou
tsid
e th
e d
aC
gr
ant
5.74
% a
dditi
onal
fu
nds
rais
ed o
utsi
de
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
out
side
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
out
side
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
out
side
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
out
side
the
da
C g
rant
2% a
dditi
onal
fu
nds
rais
ed
outs
ide
the
da
C
gran
t
2.4
to c
oord
inat
e th
e m
anag
emen
t of t
he
libe
ratio
n H
erita
ge
rout
e, th
e a
fric
an
libe
ratio
n H
erita
ge
Prog
ram
me
and
natio
nal i
nput
in th
e w
orld
her
itage
age
nda
by p
rom
otin
g th
e influenceoftheSou
th
afr
ican
her
itage
glo
bally
.
a.n
umbe
r of
com
mem
orat
ive
even
ts
supp
orte
d
7 C
omm
em-
orat
ive
even
ts
supp
orte
d
4 com
mem
orat
ive
even
ts s
uppo
rted
2 co
mm
emor
ativ
e ev
ents
sup
port
ed2
com
mem
orat
ive
even
ts s
uppo
rted
2 C
omm
emor
ativ
e ev
ents
sup
port
ed
2 C
omm
emor
ativ
e ev
ents
sup
port
ed
3 C
omm
emor
ativ
e ev
ents
sup
port
ed
3 C
omm
emor
ativ
e ev
ents
sup
port
ed
b.n
umbe
r of
repa
tria
tions
sup
port
ed10
re
patr
iatio
ns
supp
orte
d
2 re
patr
iatio
ns
supp
orte
d2
repa
tria
tions
su
ppor
ted
2 re
patr
iatio
ns
supp
orte
d3
repa
tria
tions
su
ppor
ted
3 re
patr
iatio
ns
supp
orte
d4
repa
tria
tions
su
ppor
ted
4 re
patr
iatio
ns
supp
orte
d
c.n
umbe
r of
pres
enta
tions
on
lHr
mad
e to
diff
eren
t st
akeh
olde
rs
15
pres
enta
tions
on
lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns3
pres
enta
tions
4
pres
enta
tions
5 pr
esen
tatio
ns
on l
Hr
mad
e to
di
ffere
nt s
take
hold
ers
5 pr
esen
tatio
ns
on l
Hr
mad
e to
diff
eren
t st
akeh
olde
rs
5 pr
esen
tatio
ns
on l
Hr
mad
e to
diff
eren
t st
akeh
olde
rs
5 pr
esen
tatio
ns
on l
Hr
mad
e to
diff
eren
t st
akeh
olde
rs
d.n
umbe
r of s
ubm
issi
ons
on th
e a
fric
an
libe
ratio
n H
erita
ge
Prog
ram
me
6 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pro
-gr
amm
e
01
subm
issi
on
1 su
bmis
sion
2 su
bmis
sion
s on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
e.n
umbe
r of m
ilest
ones
ac
hiev
ed in
the
Wor
ld
Her
itage
lis
ting
Prog
ram
me
3 m
ilest
ones
ac
hiev
ed0
2 si
tes
subm
itted
fo
r dec
lara
tion
and
1 as
sist
ed
with
man
agem
ent
plan
, m
oa
with
ri
m, d
evel
op
cons
olid
ated
do
ssie
r
Prod
uctio
n of
d
ossi
er
1 m
ilest
one
achi
eved
1 m
ilest
one
achi
eved
1 m
ilest
one
achi
eved
1
mile
ston
e ac
hiev
ed
29
7.3
Pro
gram
me
2: s
trat
egic
go
als,
ob
ject
ives
, in
dic
ato
rs a
nd
an
nu
al t
arge
tsst
rate
gic
ou
tco
me
ori
ente
d g
oal
sn
o.
stra
tegi
c o
bje
ctiv
ein
dic
ato
rm
ediu
m-t
erm
targ
ets
2017
-18
2018
-19
2019
-20
2020
-21
an
inte
rnat
iona
lly re
cogn
ised
her
itage
or
gani
satio
n on
the
afr
ican
Con
tinen
t.2.
1a.
to in
tens
ify th
e pr
omot
ion
of th
e liv
ing
herit
age
thro
ugh
colla
bora
tions
and
sta
keho
lder
en
gage
men
ts n
atio
nally
and
gl
obal
ly.
num
ber o
f exc
hang
e pr
ogra
mm
es p
artic
ipat
ed in
pe
r ann
um
1 ex
chan
ge p
rogr
amm
e pa
rtic
ipat
ed in
per
yea
r1
exch
ange
pro
gram
me
part
icip
ated
in p
er y
ear
2 ex
chan
ge p
rogr
amm
e pa
rtic
ipat
ed in
per
yea
r2
exch
ange
pro
gram
mes
pa
rtic
ipat
ed in
per
yea
r
b.n
umbe
r of i
nter
natio
nal
mul
tilat
eral
eng
agem
ents
per
an
num
1 in
tern
atio
nal m
ultil
ater
al
enga
gem
ent a
nnua
lly2
inte
rnat
iona
l mul
tilat
eral
en
gage
men
ts a
nnua
lly2
inte
rnat
iona
l mul
tilat
eral
en
gage
men
ts a
nnua
lly3
inte
rnat
iona
l mul
tilat
eral
en
gage
men
ts a
nnua
lly
the
lead
ing
inst
itutio
n on
inta
ngib
le
herit
age
in S
outh
afr
ica
and
supp
ort
for t
angi
ble
herit
age.
c.n
umbe
r of c
omm
unity
ba
sed
cultu
ral e
xpre
ssio
ns
impl
emen
ted
or s
uppo
rted
.
3 C
ultu
ral e
xpre
ssio
ns
supp
orte
d3
Cul
tura
l exp
ress
ions
su
ppor
ted
3 C
ultu
ral e
xpre
ssio
ns
supp
orte
d3
Cul
tura
l exp
ress
ions
su
ppor
ted
Soci
al C
ohes
ion
and
natio
n bu
ildin
g.d.
num
ber o
f nat
ion
build
ing
initi
ativ
es im
plem
ente
d an
d fu
nded
.
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed3
natio
n bu
ildin
g in
itiat
ives
im
plem
ente
d an
d fu
nded
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed3
natio
n bu
ildin
g in
itiat
ives
im
plem
ente
d an
d fu
nded
incr
ease
d kn
owle
dge
and
awar
enes
s ab
out S
outh
afr
ica’
s he
ritag
e by
Sou
th
afr
ica’
s ci
tizen
s.
2.2
a.to
dev
elop
a n
atio
nal p
lann
ing,
po
licy
deve
lopm
ent a
nd re
sear
ch
capa
bilit
y th
at w
ill c
reat
e an
en
ablin
g en
viro
nmen
t for
the
adva
ncem
ent a
nd p
rom
otio
n of
n
atio
nal H
erita
ge c
onte
nt
num
ber o
f kno
wle
dge
prod
uctio
n pa
rtne
rshi
ps
impl
emen
ted
per a
nnum
2 kn
owle
dge
prod
uctio
n pa
rtne
rshi
ps im
plem
ente
d2
know
ledg
e pr
oduc
tion
part
ners
hips
impl
emen
ted
2 kn
owle
dge
prod
uctio
n pa
rtne
rshi
ps im
plem
ente
d2
know
ledg
e pr
oduc
tion
part
ners
hips
impl
emen
ted
b.n
umbe
r of r
esea
rch
prod
ucts
pr
oduc
ed p
er a
nnum
two
herit
age
jour
nal a
rtic
les
cont
ribut
edtw
o he
ritag
e jo
urna
l ar
ticle
s co
ntrib
uted
two
herit
age
jour
nal
artic
les
cont
ribut
edtw
o he
ritag
e jo
urna
l ar
ticle
s co
ntrib
uted
the
lead
ing
inst
itutio
n on
inta
ngib
le
herit
age
in S
outh
afr
ica
and
supp
ort
for t
angi
ble
herit
age
c.n
umbe
r of p
olic
y po
sitio
n pa
pers
pro
duce
d pe
r yea
r2
Posi
tion
Pape
rs p
rodu
ced
per y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pr
oduc
ed p
er y
ear
2 Po
sitio
n Pa
pers
pro
duce
d pe
r yea
r
d.n
umbe
r of h
erita
ge jo
urna
l ar
ticle
s co
ntrib
uted
per
an
num
two
jour
nal a
rtic
les
cont
ribut
edtw
o jo
urna
l art
icle
s co
ntrib
uted
two
jour
nal a
rtic
les
cont
ribut
edtw
o jo
urna
l art
icle
s co
ntrib
uted
e.n
umbe
r of h
erita
ge
educ
atio
n in
itiat
ives
su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
the
lead
ing
inst
itutio
n on
inta
ngib
le
herit
age
in S
outh
afr
ica
and
supp
ort
for t
angi
ble
herit
age
2.3
a.to
bui
ld a
net
wor
k of
str
ateg
ic
part
ners
hips
to s
tren
gthe
n an
d in
tegr
ate
herit
age
deve
lopm
ent
byextendingth
einfluenceof
the
nH
C a
nd le
vera
ging
the
reso
urce
s th
roug
h pa
rtne
rshi
ps to
th
e n
HC
num
ber o
f com
mun
ity
herit
age
proj
ects
sup
port
ed
and
fund
ed
21 c
omm
unity
her
itage
pr
ojec
ts s
uppo
rted
and
fu
nded
23 c
omm
unity
her
itage
pr
ojec
ts s
uppo
rted
and
fu
nded
25 c
omm
unity
her
itage
pr
ojec
ts s
uppo
rted
and
fu
nded
30 c
omm
unity
her
itage
pr
ojec
ts s
uppo
rted
and
fu
nded
Aneffective,efficientand
sustainable
inst
itutio
n.b.
leve
l of f
unds
rais
ed o
utsi
de
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
ou
tsid
e th
e d
aC
gra
nt2%
add
ition
al fu
nds
rais
ed
outs
ide
the
da
C g
rant
2% a
dditi
onal
fund
s ra
ised
ou
tsid
e th
e d
aC
gra
nt2%
add
ition
al fu
nds
rais
ed
outs
ide
the
da
C g
rant
30
stra
tegi
c o
utc
om
e o
rien
ted
go
als
no
.st
rate
gic
ob
ject
ive
ind
icat
or
med
ium
-ter
m ta
rget
s
2017
-18
2018
-19
2019
-20
2020
-21
mai
nstr
eam
ing
of
libe
ratio
n H
erita
ge.
2.4
a.to
coo
rdin
ate
the
man
agem
ent o
f the
li
bera
tion
Her
itage
rou
te,
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
and
natio
nal i
nput
in th
e w
orld
her
itage
age
nda
by
prom
otingtheinfluenceof
the
Sout
h a
fric
an h
erita
ge
glob
ally
.
num
ber o
f com
mem
ora-
tive
even
ts s
uppo
rted
2 C
omm
emor
ativ
e ev
ents
sup
port
ed
2 C
omm
emor
ativ
e ev
ents
sup
port
ed
3 C
omm
emor
ativ
e ev
ents
sup
port
ed
3 C
omm
emor
ativ
e ev
ents
sup
port
ed
b.n
umbe
r of r
epat
riatio
ns
supp
orte
d3
repa
tria
tions
su
ppor
ted
3 re
patr
iatio
ns
supp
orte
d4
repa
tria
tions
su
ppor
ted
4 re
patr
iatio
ns
supp
orte
d
c.n
umbe
r of p
rese
ntat
ions
on
lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns o
n lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns o
n lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns o
n lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns o
n lH
r m
ade
to d
iffer
ent
stak
ehol
ders
d.n
umbe
r of s
ubm
issi
ons
on th
e a
fric
an l
iber
atio
n H
erita
ge P
rogr
amm
e
2 su
bmis
sion
s on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
2 su
bmis
sion
s on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
2 su
bmis
sion
s on
the
afr
ican
lib
erat
ion
Her
i-ta
ge P
rogr
amm
e
2 su
bmis
sion
s on
the
afr
ican
lib
erat
ion
Her
i-ta
ge P
rogr
amm
e
e.n
umbe
r of m
ilest
ones
ac
hiev
ed in
the
Wor
ld H
er-
itage
lis
ting
Prog
ram
me
1 m
ilest
one
achi
eved
1
mile
ston
e ac
hiev
ed
1 m
ilest
one
achi
eved
1
mile
ston
e ac
hiev
ed
7.4
Pro
gram
me
2: Q
uar
terl
y t
arge
ts f
or
20
17
/18
ind
icat
or
exp
ecte
d
Perf
orm
ance
le
vels
rep
ort
ing
Freq
uen
cyQ
uar
terl
y ta
rget
sM
ean
s o
f ver
ifica
tio
n
2017
-18
Q1
Q2
Q3
Q4
2.1
a.n
umbe
r of e
xcha
nge
prog
ram
mes
par
ticip
ated
in
per
ann
um
1 ex
chan
ge
prog
ram
me
part
icip
ated
in
per y
ear
Qua
rter
ly
Plan
ned
exch
ange
pr
ogra
mm
e ap
prov
edPa
rtic
ipat
ed in
1
exch
ange
pro
gram
me
no
targ
et s
et fo
r the
qu
arte
rn
o ta
rget
set
for t
he
quar
ter
app
rove
d ex
chan
ge
Prog
ram
me
Plan
and
ex
chan
ge P
rogr
amm
e re
port
s
b.n
umbe
r of i
nter
natio
nal
mul
tilat
eral
eng
agem
ents
pe
r ann
um
1 in
tern
atio
nal
mul
tilat
eral
en
gage
men
t an
nual
ly
Qua
rter
lyn
o ta
rget
set
mul
tilat
eral
en
gage
men
t Pla
n ap
prov
ed
1 in
tern
atio
nal
mul
tilat
eral
en
gage
men
t im
plem
ente
d
no
targ
et s
eta
ppro
ved
mul
tilat
eral
en
gage
men
t Pla
n an
d m
ultil
ater
al e
ngag
emen
t re
port
s
c.n
umbe
r of n
atio
n bu
ildin
g in
itiat
ives
im
plem
ente
d an
d fu
nded
.
3 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
ann
ually
n
o ta
rget
set
no
targ
et s
et1
natio
n bu
ildin
g in
itiat
ive
impl
emen
ted
and
fund
ed
2 na
tion
build
ing
initi
ativ
es
impl
emen
ted
and
fund
ed
repo
rt
31
ind
icat
or
exp
ecte
d
Perf
orm
ance
le
vels
rep
ort
ing
Freq
uen
cyQ
uar
terl
y ta
rget
sM
ean
s o
f ver
ifica
tio
n
2017
-18
Q1
Q2
Q3
Q4
2.2
a.n
umbe
r of p
olic
y po
sitio
n pa
pers
pro
duce
d pe
r yea
r2
Posi
tion
Pape
rs
prod
uced
per
ye
ar
ann
ually
n
o ta
rget
set
no
targ
et s
etn
o ta
rget
set
2 Po
sitio
n Pa
pers
pr
oduc
eda
ctua
l Pos
ition
Pap
ers
and
Cou
ncil
min
utes
b.n
umbe
r of h
erita
ge
jour
nal a
rtic
les
cont
ribut
ed p
er a
nnum
2 he
ritag
e jo
urna
l art
icle
s co
ntrib
uted
Qua
rter
lyn
o ta
rget
set
1
draf
t her
itage
jo
urna
l art
icle
pr
oduc
ed
1 he
ritag
e jo
urna
l dra
ft ar
ticle
pro
duce
d2
herit
age
jour
nal
artic
les
appr
oved
an
d co
ntrib
uted
app
rove
d jo
urna
l art
icle
s an
d C
ounc
il m
inut
es
c.n
umbe
r of h
erita
ge
educ
atio
n in
itiat
ives
su
ppor
ted
1 he
ritag
e ed
ucat
ion
initi
ativ
e su
ppor
ted
ann
ually
n
o ta
rget
set
n
o ta
rget
set
1
herit
age
educ
atio
n in
itiat
ive
supp
orte
dn
o ta
rget
set
for t
he
Qua
rter
repo
rts
and
Cou
ncil
min
utes
2.3
a.n
umbe
r of c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
21 c
omm
unity
he
ritag
e pr
ojec
ts
supp
orte
d an
d fu
nded
Qua
rter
lyn
o ta
rget
set
n
o ta
rget
set
n
o ta
rget
set
21
com
mun
ity
herit
age
proj
ects
su
ppor
ted
and
fund
ed
adj
udic
atio
n re
port
&
sign
ed c
ontr
acts
b.le
vel o
f fun
ds ra
ised
ou
tsid
e th
e d
aC
gra
nt (%
)2%
add
ition
al
fund
s ra
ised
ou
tsid
e th
e d
aC
gr
ant
Qua
rter
lyn
o ta
rget
set
no
targ
et s
etn
o ta
rget
set
2% a
dditi
onal
fund
s ra
ised
out
side
the
da
C g
rant
fund
ing
Prop
osal
s; co
rres
pond
ence
; fin
anci
al
Stat
emen
ts
2.4
a.n
umbe
r of
com
mem
orat
ive
even
ts
supp
orte
d
2 Com
mem
orat
ive
even
ts s
uppo
rted
ann
ually
2
Con
cept
s fo
r C
omm
emor
ativ
e ev
ents
app
rove
d
1 co
mm
emor
ativ
e ev
ent s
uppo
rted
1 co
mm
emor
ativ
e ev
ent s
uppo
rted
no
targ
et s
eta
ppro
ved
Con
cept
d
ocum
ents
and
eve
nt
repo
rts
b.n
umbe
r of r
epat
riatio
ns
supp
orte
d3
repa
tria
tions
su
ppor
ted
ann
ually
n
o ta
rget
set
no
targ
et s
et1
repa
tria
tion
supp
orte
d2
repa
tria
tions
su
ppor
ted
repa
tria
tion
repo
rts
c.n
umbe
r of p
rese
ntat
ions
on
lH
r m
ade
to d
iffer
ent
stak
ehol
ders
5 pr
esen
tatio
ns
Qua
rter
ly
1 Pr
esen
tatio
n m
ade
on li
bera
tion
herit
age
1 Pr
esen
tatio
n m
ade
on li
bera
tion
herit
age
1 Pr
esen
tatio
n m
ade
on li
bera
tion
herit
age
2 Pr
esen
tatio
ns
mad
e on
libe
ratio
n he
ritag
e
Cop
ies
of p
rese
ntat
ions
an
d co
rres
pond
ence
d.n
umbe
r of s
ubm
issi
ons
on th
e a
fric
an l
iber
atio
n H
erita
ge P
rogr
amm
e
2 su
bmis
sion
s on
the
afr
ican
li
bera
tion
Her
itage
Pr
ogra
mm
e
Qua
rter
ly1
dra
ft Su
bmis
sion
on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
Prod
uced
1 Su
bmis
sion
on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
appr
oved
1 d
raft
Subm
issi
on o
n th
e a
fric
an l
iber
atio
n H
erita
ge P
rogr
amm
e Pr
oduc
ed
1 Su
bmis
sion
on
the
afr
ican
lib
erat
ion
Her
itage
Pro
gram
me
appr
oved
Subm
issi
ons
on th
e a
fric
an l
iber
atio
n H
erita
ge
Prog
ram
me
e.n
umbe
r of m
ilest
ones
ac
hiev
ed in
the
Wor
ld
Her
itage
lis
ting
Prog
ram
me
1 (S
ubm
issi
on o
f fin
alamplified
nom
inat
ion
dos
sier
to d
aC
)
Qua
rter
ly
no
targ
et s
etn
o ta
rget
set
no
targ
et s
etSu
bmis
sion
of
finalamplified
nom
inat
ion
dos
sier
to
da
C
enga
gem
ent r
epor
t, C
opie
s of
the
man
agem
ent P
lans
, Su
bmis
sion
to d
aC
32
The Liberation Heritage Route is an inclusive network of sites that will have transnational linkages which testify to different dimensions, epochs and efforts that make up the long road to freedom. This serial property includes sites associated with the Wars of Dispossession, European african Encounter, the creation of a diverse society, african Road to Freedom, international solidarity campaigns and contributions of different sectors of society.
LIBERATION HERITAGE
34
PART C : L INKS TO OTHER PLANS
links to the long-term infrastructure and other capital plansnot applicable.
Conditional grantsnot applicable.
Public entitiesnot applicable.
Public-private partnershipsnot applicable.
ANNEXURESa. materialitY anD signiFiCant FrameWorkB. risk management PlanC. auDit imProVement PlanD. CounCil Chartere. teChniCal inDiCator DesCriPtors
35
nh
C m
ate
ria
lit
Y a
nD
sig
niF
iCa
nt
Fr
am
eWo
rk
Fram
ewo
rkr
esu
ltin
g fi
gure
s fo
r 2
01
7/1
8u
nd
erly
ing
pri
nci
ple
s
mat
eria
l fo
r Se
ctio
n 55
–
dis
clo
sure
, in
the
ann
ual r
epo
rt,
of:
•lo
sses
due
to
cri
min
al
c
ond
uct
•ir
regu
lar
exp
endi
ture
•fr
uitle
ss a
nd w
aste
ful
exp
endi
ture
Qu
anti
tati
ve:
Cap
ital
Exp
end
itu
re:
10%
of t
he c
apita
l exp
endi
ture
bud
get
line
item
Oth
er e
xpen
dit
ure
:10
% o
f the
rel
ated
op
erat
ing
exp
endi
ture
b
udge
t lin
e ite
m
dep
ends
on
the
rela
ted
exp
endi
ture
b
udge
t lin
e ite
m
each
loss
due
to
cri
min
al c
ond
uct,
irre
gula
r ex
pen
ditu
re o
r fr
uitle
ss a
nd
was
tefu
l exp
endi
ture
, as
iden
tifie
d, w
ill
be
eval
uate
d in
co
ntex
t o
f the
exp
ense
ca
tego
ry t
o w
hich
it r
elat
es t
o d
eter
min
e w
heth
er it
qua
lifie
s fo
r di
sclo
sure
in t
he
ann
ual r
epo
rt a
s re
qui
red
by
Sect
ion
55.
the
mat
eria
lity
leve
ls a
bo
ve a
re s
ubje
ct t
o a
m
inim
um o
f r1
mill
ion.
Qu
alit
ativ
e:o
ver
and
abo
ve t
he f
inan
cial
co
nsid
erat
ions
of
mat
eria
lity,
any
loss
es d
ue t
o c
rim
inal
co
nduc
t ar
e co
nsid
ered
to
be
mat
eria
l by
natu
re,
irre
spec
tive
of t
he q
uant
um t
here
of.
It is
, the
refo
re im
port
ant
to n
ote
that
the
qu
anti
tati
ve m
easu
res
of m
ater
ialit
y w
ill o
nly
appl
y to
irre
gula
r ex
pend
itur
e an
d fr
uitl
ess
and
was
tefu
l exp
endi
ture
, whe
reas
the
qua
litat
ive
mea
sure
will
app
ly t
o lo
sses
due
to
crim
inal
co
nduc
t.
in li
ne w
ith g
oo
d b
usin
ess
pra
ctic
e, a
s w
ell a
s th
e re
qui
rem
ents
of t
he a
ct, t
he
nH
C is
co
mm
itted
to
the
pre
vent
ion,
de
tect
ion
of a
nd t
akin
g ap
pro
pri
ate
actio
n o
n al
l irr
egul
ar e
xpen
ditu
re, f
ruitl
ess
and
was
tefu
l exp
endi
ture
, lo
sses
res
ultin
g fr
om
cr
imin
al c
ond
uct
and
exp
endi
ture
no
t co
mp
lyin
g w
ith t
he o
per
atio
nal p
olic
ies
of
the
nH
C (
Sec
51(1
)(b
)(ii)
).
to t
his
end
the
nH
C’s
syst
ems
and
pro
cess
es a
re d
esig
ned
and
cont
inua
lly
revi
ewed
to
ens
ure
the
pre
vent
ion
and
dete
ctio
n o
f all
such
exp
endi
ture
, ir
resp
ectiv
e th
e si
ze t
here
of.
36
Fram
ewo
rkr
esu
ltin
g fi
gure
s fo
r 2
01
7/1
8u
nd
erly
ing
pri
nci
ple
s
sign
ific
ant
for
Sect
ion
54
– in
form
atio
n an
d ap
pro
val
by
the
min
iste
r o
f “Q
ualif
ying
tr
ansa
ctio
ns”,
i.e.:
•p
artic
ipat
ion
in a
sig
nific
ant
par
tner
ship
, tru
st,
uni
nco
rpo
rate
d
jo
int
vent
ure
or
sim
ilar
arra
ngem
ent;
•ac
qui
sitio
n o
r
d
isp
osa
l of a
sig
nific
ant
sha
reho
ldin
g in
an
org
anis
atio
n;
•ac
qui
sitio
n o
r di
spo
sal
of a
sig
nific
ant
asse
t;
•co
mm
ence
men
t o
r
c
essa
tion
of a
sig
nific
ant
bus
ines
s
a
ctiv
ity; a
nd
•a
sign
ifica
nt c
hang
e
in
the
nat
ure
or
ext
ent
of i
ts in
tere
st in
a s
igni
fican
t
p
artn
ersh
ip, t
rust
,
u
ninc
orp
ora
ted
join
t ve
ntur
e o
r
s
imila
r ar
rang
emen
t.
Qu
anti
tati
ve:
Qua
lifyi
ng t
rans
actio
ns o
f an
op
erat
iona
l na
ture
,•
15%
of t
ota
l ass
ets
Qua
lifyi
ng t
rans
actio
ns o
f a s
trat
egic
nat
ure.
•10
% o
f eq
uity
rega
rdle
ss o
f the
mo
neta
ry v
alue
the
reo
f, al
l di
rect
eq
uity
inve
stm
ents
:
the
Pfm
a is
no
t in
tend
ed t
o a
ffec
t th
e au
tono
my
of t
he n
HC
, but
its
stat
ed
ob
ject
ives
are
to
ens
ure
tran
spar
ency
, ac
coun
tab
ility
and
so
und
man
agem
ent
of
reve
nue,
exp
endi
ture
, ass
ets
and
liab
ilitie
s o
f the
inst
itutio
ns t
o w
hich
the
act
ap
plie
s. t
here
fore
, the
legi
slat
ure
coul
d no
t ha
ve in
tend
ed fo
r th
e p
ublic
ent
ities
to
rep
ort
and
see
k ap
pro
val o
n m
atte
rs o
f a
daily
bas
is;
•gr
eate
r th
an 2
0% r
equi
re fo
rmal
in
form
atio
n to
the
exe
cutiv
e a
utho
rity
; or
•gr
eate
r th
an 5
0% r
equi
re a
pp
rova
l by
the
exec
utiv
e a
utho
rity
.
Qu
alit
ativ
e:
the
bus
ines
s o
f the
nH
C is
co
nduc
ted
with
in t
he fr
amew
ork
of t
he m
anda
te,
ob
ject
s an
d p
ow
ers
cont
aine
d in
the
nH
C
act
, as
wel
l as
the
bus
ines
s an
d fin
anci
al
dire
ctio
n se
t o
ut in
the
aPP
;
a q
ualif
ying
tra
nsac
tion
may
als
o b
e co
nsid
ered
si
gnifi
cant
bas
ed o
n co
nsid
erat
ions
oth
er
than
fin
anci
al w
hen,
in t
he o
pin
ion
of t
he
Co
unci
l, it
is c
ons
ider
ed t
o b
e si
gnifi
cant
for
the
app
licat
ion
of S
ectio
n 54
. th
e de
cisi
on
on
whi
ch n
on-
finan
cial
issu
es m
ay b
e co
nsid
ered
at
any
tim
e re
qui
res
care
ful j
udge
men
t at
a
stra
tegi
c le
vel,
and
sho
uld
ther
efo
re r
est
with
th
e C
oun
cil a
s th
e re
pre
sent
ativ
e b
ody
of t
he
stak
eho
lder
s. a
s an
exa
mp
le, t
he C
oun
cil m
ay
cons
ider
a q
ualif
ying
tra
nsac
tion
as s
igni
fican
t w
hen
it co
uld
imp
act
sign
ifica
ntly
on
a de
cisi
on
or
actio
n b
y th
e m
inis
ter.
the
nH
C a
lso
has
def
ined
acc
oun
tab
ility
an
d ap
pro
val s
truc
ture
s fr
om
the
Co
unci
l, as
the
sta
keho
lder
rep
rese
ntat
ive,
to
the
C
eo a
nd m
anag
emen
t;
the
resp
ons
ibili
ty fo
r da
y-to
-day
m
anag
emen
t o
f the
nH
C v
ests
in li
ne
man
agem
ent
thro
ugh
a cl
earl
y de
fined
o
rgan
isat
iona
l str
uctu
re a
nd t
hro
ugh
form
ally
del
egat
ed a
utho
ritie
s.
37
ris
k m
an
ag
emen
t P
lan
stra
tegi
c o
bje
ctiv
eu
nit
ris
k D
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39
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“The National Heritage Council of South africa regards the contribution of citizens in the heritage of our people as the lifeblood of preserving our culture. These efforts deserve the grants assistance that we offer in whichever small way”, Adv Sonwabile Mancotywa, CEO of the NHC.
FUNDING
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n h C C o u n C i l C h a r t e r
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CONTENTS
1. ConStitUtion and introdUCtion 44
2. memberSHiP 44
3. meetingS and ProCeedingS 45
4. attendanCe at meetingS 46
5. feeS 46
6. SeCretarY 46
7. dUtieS and reSPonSibilitieS 46
7.1 the nHC responsibilities 46
7.2 department of arts and Culture (“daC”) and/or minister’s responsibilities 46
7.3 Council’s responsibility 47
7.4 furthermore, the Council: 48
8. governanCe 49
9. rePorting and aCCoUntabilitY 50
10. aCCeSS to tHe CoUnCil 50
annexure a 51
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CONST ITUT ION AND INTRODUCTION
the national Heritage Council (“nHC”) is a juristic entity established in terms of Section 3 of the national Heritage Council act no. 11 of 1999, as amended (“the act”).
the minister of arts and Culture (“the minister”) has, in terms of Section 5(1) (a) of the act, appointed members of the public of the republic of South africa into the Council of the nHC (“the Council”) to manage the affairs of the nHC, in terms of the act and regulations made in terms of the act, from time to time, and in accordance with good corporate governance principles. nine (9) members are appointed by the meC’s of all the Provinces responsible for arts and culture in terms of Section 5(1) (b) and the rest are members by virtue of their being Chairpersons of certain declared cultural institutions in terms of Section 5(1)(c) of the act .
the Council is ultimately accountable and responsible to its stakeholders1 for the performance and affairs of nHC. the Council must therefore retain full and effective control over the organisation and must give strategic direction to the management of nHC. the Council is also responsible for ensuring compliance with all relevant laws, regulations and codes.
in addition, the Council has a responsibility to the broader stakeholders which include the present and potential beneficiaries of nHC products and services, clients and employees, to achieve continuing success and prosperity for the organisation.
memBershiPthe constitution of the Council is determined by the act, in consultation with the department of arts and Culture.
2.1 the Council shall comprise not less than 14 and not more than 27 members or such other number as the minister may from time to time determine.
2.2 a member of Council shall not hold office in any political party or organisation.
2.3 if the Chairperson is absent from a meeting of the Council, the vice-chairperson shall preside at that meeting. Should both be absent, the members present shall elect one of their members to preside at that meeting.
2.4 the role of the Chairperson will be separate from the role of the Chief executive officer (Ceo).
2.5 the Councillors shall be individuals of calibre and credibility and have the necessary skills and experience.
2.6 the appointment, rotation, resignation and removal of Councillors shall be made in terms of the act, in consultation with the minister. a staggered rotation of Councillors shall take place. Council members will be formally appointed for a period of three years and may be available for re-election.
2.7 the Council shall consider whether its size, diversity and demographics make it effective.the minister has a right to remove any member from the Council if that member has been absent from 3 (three) consecutive Council meetings without sufficient reasons or on the recommendation of the Council, for reasons of incompetence, misconduct or incapacity.
2.9 it is the prerogative of the minister to dissolve the Council. However such will be done on reasonable grounds.
1 Stakeholdercanbedefinedasaperson(legalornatural)withaninterest(directorindirect)intheNHCand/orconverselywhomtheNHChasaninterestin.
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meetings anD ProCeeDings3.1 the Council will meet at least four times a year. additional meetings will be held as and when necessary. disclosure of the number of Council and committee meetings held in the year and attendance of each Councillor will be recorded in the annual report .
3.2 a quorum for the Council meetings will be a majority of Councillors. a meeting may be conducted by way of electronic media such as video or telephone conferencing which shall enable all members necessary to form a quorum to participate simultaneously.
3.3 decisions will be made by majority of votes, and in case of an equality of votes the Chairperson of the meeting shall have a second or casting vote.
3.4 minutes of all Council meetings shall record the proceedings and decisions taken, the details of which shall remain confidential.
3.5 Council papers will be delivered to members seven days before the meeting so as to ensure that they are properly briefed prior to the meeting.
3.6 a record shall be kept of the attendance of Councillors at Council meetings.
3.7 Unless varied by this Charter, meetings and proceedings of the Council shall be governed by the act .
3.8 each Council meeting shall include at least the following matters:
reports on:• strategic matters, as deemed appropriate;• matters of material or potential material impact, positive or negative;• strategic initiatives and progress in relation thereto; • significant risks.
3.8.2 documents requesting approval of:• minutes of previous meetings;• any matters requiring specific approval by the Council.
3.8.3 reports by: • Chief executive officer;• audit and risk Committee• other Committees of Council• Such other reports as may be agreed upon from time to time.
Council Committees documentation which includes:• reports from and/or response to questions by the Chairperson;• all minutes of Council meetings tabled for information.
governance matters of a general or of an ad-hoc nature.
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attenDanCe at meetings4.1 Professional advisors, Heads of Units, officers or members of staff whose input may be required, may be invited to the meetings, at the discretion of the Chairperson.
4.2 the Chairperson shall excuse from the meeting or from any item on the agenda any of the attendees at a meeting who may have or may be considered by the Council to have a conflict of interest .
4.3 the member is prohibited from voting and participating in any proceedings or being present at a venue where such meeting is held, if he/she has an interest which interferes with his/her performance as Council member in a fair, unbiased and proper manner.
4.4 no invitee shall have a vote at meetings of the Council.
Fees5.1 remuneration to Council members shall be paid in accordance with the act and the guidelines as issued annually by national treasury.
5.2 Council members not holding executive office but serving on Committees of the nHC shall be compensated for their services in terms of the act .
seCretarY6.1 the Company Secretary, or in the absence of the Secretary, any other person deemed appropriate by the Council, shall be the secretary of the Council. it shall be incumbent upon this person to ensure that contents of agendas of meetings are agreed with the Chairperson, that agendas and papers are distributed timeously to Council members and attendees, that minutes are taken and agreed by members of the Council and to do all other things necessary to ensure that meetings are held as scheduled.
6.2 the Council has delegated the powers for selection and appointment of the Company Secretary to the Chief executive officer in consultation with the Chairperson. the Council shall recognise the pivotal role to be played by the Company Secretary in the achievement of good corporate governance and individual accordingly. the Company Secretary must provide the Council as a whole and empower this the individual Councillors with detailed guidance regarding their responsibilities.
6.3 the Company Secretary or deputy shall attend all Council meetings.
Duties anD resPonsiBilitiesthe nHC responsibilities
The NHC shall:• furnish the members with copies of the nHC code of conduct, ethics, policies and procedures;• satisfy, in good faith, all its obligations particularly relating to the carrying out the nHC duties contemplated in the act; and• whenever necessary or on request, protect or refuse to disclose the identity of the individuals reporting the breach of this code, or any other rule or regulation of the nHC.
department of arts and Culture (“daC”) and/or minister’s responsibilities
TheDACand/ortheMinister,shallhavetheresponsibilityto:• establish a juristic person to be known as the nHC and determine its objectives, functions and methods of work;• prescribe the way the nHC is to be managed and governed;
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• regulate the nHC staff matters and financial affairs;• consider advice of the Council and provide reasons in writing to the Council if the advice is not accepted;• table the nHC financial reports to Parliament of the republic of South africa within the specified time frame; and• regulate matters which are necessary to achieve the objects of the act .
Council’s responsibilitythe Council plays an advisory role to the minister on certain issues, including but not limited, to: • national policies on heritage matters;• allocation of core funding and resources;• any other matter concerning heritage that the minister or the Council may determine
the duties of the Council include, but are not limited to, the following:• investigation of ways and means of effecting the repatriation of South african heritage objects presently being held by foreign governments, public and private institutions and individuals;• allocation of grants in order to promote and develop national heritage activities and resources;• co-ordination of the activities of public institutions involved in heritage management;• monitoring and co-ordination of the transformation of the heritage sector;• consultation and liaison with relevant stakeholders on heritage matters;• promotion of an awareness of the history of the people of the republic of South africa; and• lobbying in order to secure funding for heritage management and the creation of the greater public awareness of the importance of the South african national heritage.• the Council may appoint employees necessary to perform the functions and to manage the affairs of the nHC, and shall ensure that such employees are paid suitable remuneration and benefits, as determined by the Council, in accordance with the policies and procedures of the government of the republic of South africa.• the Council may delegate this responsibility to the executive management of the nHC. • the Council shall appoint the chief executive officer (“Ceo”), who shall be responsible for the management of the affairs of the nHC. the Ceo also acts as the accounting officer responsible for accounting for all money received and the utilisation thereof.• the Council may establish sub-committees to assist it in the performance of its functions, and it may appoint, to such sub-committee, members that are considered competent or who possess specific skills and expertise.• the Council is responsible for ensuring that the nHC is financially sound and that funds are utilised to defray expenses in connection with the performance of its functions.• the Council shall, in each financial year, submit a statement of the Council’s estimated income and expenditure for the following year. furthermore, the Council may be required to submit supplementary statements required during the course of the financial year.• the Council may invest any unexpected portion of funds, lend or borrow moneys, establish reserve funds, in accordance with the directions determined by the minister, in consultation with the minister of finance.• it is the role of the Council, on such terms and conditions as may be agreed upon, and subject to legislation regarding international co-operation, to support heritage activities by any South african citizen, in any territory outside the republic of South africa.• the Council shall regulate the procedure followed in its meetings.• the Council shall regulate a Code of Conduct and ethics for Council members and its committees in order to prevent conflict of interest and bringing the Council into disrepute.• the Council, as the highest decision making body of the nHC, has a duty to act fairly and against bias to all persons or stakeholders of the nHC.• in order to protect the integrity of the decision making processes, impartiality and independence of the nHC, all decisions by the Council shall stand up to public scrutiny.• the members shall acquaint themselves with the laws pertaining to their function in order to determine, in performance of their duties, they:
» are authorised by law;
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» have jurisdiction to make decisions(s); and » have complied with procedures required by the law.
the members make decisions using delegated powers provided by the act . any discretionary powers provided under the act, shall be used for the purpose for which they were intended. in particular, the members shall not:• exercise power in bad faith;• exercise power in a way that constitutes or could be seen as unfair, bias and abuse of power;• exercise power that is uncertain or unclear;• delegate any of their powers unless authorised; and• exercise powers outside the ambit of their jurisdiction.• the members must be consistent in their treatment of stakeholders and should not act in a way, which is unreasonable or discriminatory. • in exercising their powers, they shall be procedurally and substantially fair.
Furthermore, the Council:shall adhere to the act and Code of Corporate Practices and Conduct as contained in the King iii report on Corporate governance. disclosure of compliance and areas of non-compliance to this Code should be disclosed in the annual report .• in directing nHC shall exercise leadership, enterprise, integrity and judgement based on transparency, fairness, accountability and responsibility.• is responsible for approving the strategic direction of nHC. • is responsible for approving the budgets necessary for the implementation of the strategic direction.• shall ensure that procedures are in place to monitor and evaluate the implementation of its corporate vision, strategies, policies, senior management performance criteria and business plans.• is responsible for monitoring of business and operational performance.• is responsible for monitoring the performance of senior executives and determining their rewards/remuneration.• is ultimately responsible for ensuring that an adequate and effective process of corporate governance which includes the process of risk management is established and maintained. reports in this regard shall be received and evaluated by the Council.• is the guardian of the values and ethics of nHC.• shall assume responsibility and accountability to stakeholders for nHC’s compliance with ethics.• ensures that at all times there is compliance with the letter and the spirit of the law, regulations, policies and relevant codes.• shall record the facts and assumptions on which it relies to conclude that the business will be a going concern in the financial year ahead or why it will not, and in that case, the steps the Council is taking.• will communicate with stakeholders and all other internal and external stakeholders openly and timeously throughout the year.• shall on an annual basis undertake performance/effectiveness assessments of the individual Councillors, the Chairperson, the Ceo and the Council and the Council Committees. • is responsible for Council and key position succession planning.• carries full fiduciary responsibility and owe a duty of care and skill to nHC in terms of the act, the Public finance management act (Pfma), Common law and the Code of ethics.• shall adhere to the conflict of interest rules:• full disclosure of the nature of a Councillor’s interest , whether directly or indirectly, on any matter before the Council is required.• a Councillor may not vote nor be counted in the quorum on any matter in which he/she has an interest . additionally, he/she may be recused from any meeting at the discretion of the Chairperson when such matters are discussed. • a register of declarations of interest shall be kept.
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• reserves specific powers to itself and delegates other duties. the following apply:• the Council shall define levels of materiality, reserving specific powers to itself.• While the Council retains full and effective control of the organisation it may delegate duties to Committees deemed appropriate and appointed by it or to individuals.• Such delegated responsibility and the powers, limits and authorities attached thereto are approved by the Council.
• items requiring specific approval by the Council are included in annexure a.• the Council shall appoint Committees as required in the opinion of the Council or as determined by the act and the Pfma and shall set out their purpose:• all Council Committees shall have charters with clearly agreed reporting procedures and scope of authority.• the Council shall receive reports from Council Committees at each Council meeting.• the nHC Council shall receive a report , at least annually, from the audit and risk Committee on internal control and on the going concern status.
the Council shall receive for review a regular report from the audit and risk Committee on the total process of risk management and the effectiveness thereof. this report shall include information in respect of:
» the design, implementation and monitoring of the process of risk management; » confirmation that a systematic, documented assessment of the processes and outcomes surrounding key risks
is undertaken; » nHC’s risk profile; » compliance with legislation pertaining to risk and risk management.
7.4.20 Council shall develop guidelines on the roles, responsibilities and reporting of Provincial representatives appointed in terms of S 5 (1) (b) of the national Heritage act, 1999 (act 11 of 1999) and Chairpersons of declared institutions as provided for by Section 5 (1) (c) of the act .
7.4.21 the Council shall be responsible for undertaking performance assessments of the: » Chairperson; » Ceo » the Council as a whole; » individual Councillors; » Council Committees in terms of their charters.
individual assessments and Council evaluation will be conducted annually.
goVernanCe8.1 access to information, records and employees
8.1.1 Council members have unrestricted access to all nHC information, records, documents and property, which they may require to make competent decisions.
8.1.2 Councillors have unrestricted access to management and may meet separately with management. Councillors shall apply their discretion in consultation with the Chairperson whether to report these findings to the Council.
access to use of external expertise if required
8.2.1 Council members may collectively or individually consult external professional advisors on any matter of concern after having advised the Ceo, Chairperson or secretary as appropriate. the organisation shall be obliged to bear the costs of these consultation services.
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8.3 Councillor induction and development
the necessary induction and training for new Councillors will be provided by nHC. further development of Councillors in the form of briefings on relevant new laws, governance requirements, and changing risks shall be held periodically.
rePorting anD aCCountaBilitYthe Council shall make a statement in the annual report on its terms of reference and activities, the processes used in discharging its responsibility, the membership of the Council, number of Council meetings and attendance of members over the course of the year.
aCCess to the CounCilany member of the Council, senior partner of the external auditors, head of internal audit , head of risk or any member of a Committee may bring to the notice of the Council or its Chairperson, the Ceo the Cfo any material matter which he/she deems appropriate.
the Charter will be reviewed annually.
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ANNEXURE A
items requiring specific approval by the Council
Financial • adoption of any significant change or departure in the accounting policies and practices of the organisation.• approval of the strategy, business plans and annual budgets and of any subsequent material changes in strategic direction or material deviations in business plans.• approval of annual financial statements, the approval of interim reports, the valuation of unlisted investments, etc.
statutory and administrative• recommending amendments to the national Heritage Council act .• frequency of meetings of the Council. • Convening of general meetings of stakeholders.• formulation of recommended policies in relation to industrial relations.• Prosecution, defence or settlement of legal or arbitration proceedings where material and except in the ordinary course of business.• appointment of responsible persons as may be required in terms of any statute in South africa or elsewhere in respect of the organisation.• appointment and removal of the Company Secretary or any deputy organisation secretary.• establishing any overseas branch. • formulation and amendment of the organisation’s Statement of business Principles.
human resources• appointments of the Ceo • appointment of Councillors to Committees, introduction or deletion of charters, terms of reference and changes in the composition of the Committees as the Council may decide from time to time.• any increase/ decrease of Councillors’ fees.• approval of any incentive scheme, the rules applicable to any such scheme and any amendment to such rules, if applicable.• formulation of recommended policies in relation to equal opportunity employment, environment, health and safety.
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TECHNICAL INDICATOR DESCR IPTOR SProgramme 1: administration1.1(a)
Indicator title dates by which compliance documents (aPP, Quarterly reports, afS and annual report) are submitted to the daC by the prescribed dates.
Short definition dates by which compliance documents (aPP, Quarterly reports, afS and annual report) are submitted to the daC by the prescribed dates.
Purpose/Importance tracks adherence to the deadlines for submission of compliance documents to the daC.
Source/collection of data Signed receipts and e-mails of the mtSf, aPP, Quarterly reports, annual reports.
Method of calculation actual dates by which the compliance documents were submitted and proof of submission through e-mail and signed receipts for hard copies.
Data limitations timeous submission of compliance documents to the daC.
Type of indicator outcomes.
Calculation type non – cumulative.
Reporting cycle Quarterly and annually.
New indicator no.
Desired performance all compliance documents be submitted to daC on or before deadlines.
Indicator responsibility executive manager: office of the Ceo.
1.2 (a)
Indicator title number of heritage publications produced.
Short definition number of editions of nHC produced heritage publications.
Purpose/Importance tracks the number of heritage publications produced and distributed to stakeholders to promote heritage per annum.
Source/collection of data Heritage magazine editions.
Method of calculation number of produced magazines calculated from invoice etc.
Data limitations accuracy of record of produced magazines.
Type of indicator outputs.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance targeted performance is desirable.
Indicator responsibility marketing manager.
(b)
Indicator title number of planned media engagements conducted.
Short definition number of times the nHC engages with the media to profile its work.
Purpose/Importance tracks the number of times the nHC, through the interviews of the Ceo, statements released, opinion pieces and other interviews, engages electronic and print media to promote heritage.
Source/collection of data Press statements, electronic and print media reports etc.
Method of calculation Calculated from media engagements conducted as above.
Data limitations inability to record all media engagements.
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Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance to have much more media engagements and a high media profile for the nHC.
Indicator responsibility marketing manager.
(c)
Indicator title number of multimedia campaigns conducted about key nHC projects.
Short definition number of multimedia campaigns conducted about key nHC projects and developments in the heritage sector.
Purpose/Importance tracks the use of nHC multimedia and social media platforms to promote key projects of the nHC.
Source/collection of data report on updates and monitoring of multimedia and social media platforms.
Method of calculation a simple calculation of the number of multi-media campaigns conducted.
Data limitations no limitation.
Type of indicator outputs.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator new.
Desired performance exceeding of targeted performance is desirable.
Indicator responsibility marketing manager.
(d)
Indicator title level of implementation of the approved Stakeholder management Plan.
Short definition level of implementation of the approved Stakeholder management Plan.
Purpose/Importance tracks the efforts undertaken to ensure the effective interaction of the nHC with its stakeholders.
Source/collection of data Stakeholder management report .
Method of calculation Simple calculation of adverts produced per year.
Data limitations record keeping of adverts.
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator new indicator.
Desired performance actual performance that is higher than targeted performance is desirable.
Indicator responsibility marketing manager.
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(e)
Indicator title 100% implementation of the approved Stakeholder management Plan.
Short definition 100% implementation of the approved Stakeholder management Plan.
Purpose/Importance tracks the efforts undertaken to ensure understanding of stakeholder needs towards effective stakeholder management.
Source/collection of data Stakeholder needs analysis report .
Method of calculation Quality of the Stakeholder needs analysis report .
Data limitations Quality of the Stakeholder needs analysis report .
Type of indicator outputs.
Calculation type non-cumulative.
Reporting cycle Quarterly.
New indicator new indicator.
Desired performance targeted performance is desirable.
Indicator responsibility marketing manager.
1.3 (a)
Indicator title level of implementation of the approved annual training plan in critical skills.
Short definition level of implementation of the approved annual training plan in critical skills.
Purpose/Importance tracks the extent to which opportunities are organised and offered to nHC staff to ensure professional and personal development to improve capacity and organisational performance.
Source/collection of data information on courses and/or training attended by nHC staff.
Method of calculation Calculation of level/percentage from courses/training attended by staff (numerator) against the total number of courses/training in the approved plan (denominator).
Data limitations dependent on the accuracy of the training reports.
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle Quarterly and annually.
New indicator the indicator is not new but the method of calculating staff training and development was changed from number of courses provided to level of implementation of the approved annual training plan.
Desired performance increased number of training and development opportunities offered to employees of the nHC.
Indicator responsibility Human resources manager.
(b)
Indicator title level of staff retained in funded positions.
Short definition number of staff retained in funded positions in the nHC organisational structure.
Purpose/Importance tracks the attrition rate within the nHC.
Source/collection of data annual Staff Complement listing.
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Method of calculation number of filled positions counted against the total number of positions in the approved organisational structure.
Data limitations dependent on the accuracy of staff complement listings.
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle annually.
New indicator the indicator is not new but calculation was changed from number of staff retained in key management positions (meXCo) to level of staff retained in funded positions.
Desired performance retention of all staff.
Indicator responsibility Human resources manager.
(c)
Indicator title number of initiatives to promote employee wellness.
Short definition number of initiatives to promote wellness of nHC employees.
Purpose/Importance measures number of initiatives undertaken to ensure employee wellness.
Source/collection of data employee Wellness report .
Method of calculation number of employee wellness initiatives undertaken in the nHC.
Data limitations dependent on the accuracy of the employee Wellness report .
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance more initiatives to promote employee wellness are desirable.
Indicator responsibility Human resources manager.
1.4 (a)
Indicator title audit opinion (Unqualified)/(Clean)
Short definition audit opinion (Unqualified)/(Clean)
Purpose/Importance to track and demonstrate nHC’s achievement of good governance and administration as per legislative and regulatory prescripts.
Source/collection of data 2016/17 auditor general’s report .
Method of calculation the opinion is expressed by the ag on the nHC 2016/17 annual report and annual financial Statements.
Data limitations the opinion of the ag is expressed independently with no influence of the nHC.
Type of indicator outcomes.
Calculation type non-cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance achievement of a clean audit opinion outcome is desirable.
Indicator responsibility Cfo.
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1.5 (a)
Indicator title level of it Client satisfaction survey rating achieved (%).
Short definition level of it Client satisfaction survey rating achieved (%).
Purpose/Importance intended to show the satisfaction of nHC it users with regards to the it services provided.
Source/collection of data Survey report .
Method of calculation the results from the survey are compiled into a report to give a total average satisfaction rate in the entire organisation.
Data limitations accuracy of the Survey report .
Type of indicator outcomes.
Calculation type non-cumulative.
Reporting cycle annually.
New indicator new.
Desired performance exceeding targeted performance of 70% is desirable.
Indicator responsibility Cfo.
(b)
Indicator title local area network availability (%).
Short definition average up-time of the local area network.
Purpose/Importance intended to show the average up – time of the nHC lan to enable business operations.
Source/collection of data it report generated by the service provider.
Method of calculation the average up– time is determined from the it report submitted.
Data limitations accuracy of the it report and lack of internal capacity to monitor the up – time.
Type of indicator outcomes.
Calculation type non – cumulative.
Reporting cycle Quarterly.
New indicator new.
Desired performance actual performance that is higher than the targeted performance of 95% is desirable.
Indicator responsibility Cfo.
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(c)
indicator title disaster recovery & business Continuity Plan approved and tested.
short definition disaster recovery & business Continuity Plan approved and tested.
Purpose/importance monitors the annual review and testing of the disaster recovery and business Continuity Plan to ensure that it is up to date.
source/collection of data report on the testing of the disaster recovery and business Continuity Plan.
method of calculation a report on the testing disaster recovery and business Continuity Plan.
Data limitations none.
type of indicator activities.
Calculation type Cumulative.
reporting cycle Quarterly.
new indicator new.
Desired performance achievement of targeted performance is desirable.
indicator responsibility Cfo.
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Programme 2: heritage management2.1 (a)
Indicator title number of exchange programmes participated in per annum.
Short definition number of exchange programmes with different institutions/organisations the nHC participates in per annum within and outside South africa. exchange programmes may not only refer to exchange visits but may also mean exchange of ideas which accommodates a South african travelling to another country or foreign citizens visiting South africa without a South african going out of the country.
Purpose/Importance tracks the number of exchange programmes that the nHC contributes to and participates in (plays a role in and is involved in) as part of its mandate.
Source/collection of data Correspondence, reports, plans and agreements on exchange programmes.
Method of calculation total number of exchange programmes participated in during the financial year.
Data limitations none
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle annually.
New indicator new indicator.
Desired performance actual performance that is higher than the targeted 2 exchange programmes is desirable.
Indicator responsibility Heritage manager.
(b)
Indicator title number of international multilateral engagements per annum.
Short definition number of international multilateral engagements per annum.
Purpose/Importance demonstrates the extent of the nHC’s participation and contribution to world heritage projects through attendance of world heritage events, programmes and projects under the auspices of international heritage bodies like UneSCo.
Source/collection of data invitations to and correspondence on events, conferences and projects etc.
Method of calculation Simple calculation from records of different world heritage projects participated in.
Data limitations none.
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance actual performance that is higher than the targeted 1 international multilateral engagement.
Indicator responsibility World Heritage Specialist .
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(c)
Indicator title number of community based cultural expressions implemented or supported.
Short definition tracks the number of cultural expressions supported i.e. events, awards, festivals, coronations, etc.
Purpose/Importance tracks the extent of the support offered by the nHC in the promotion of culture and heritage.
Source/collection of data Correspondence with different organisers of cultural events.
Method of calculation number of cultural expressions and events supported financially or non – financially i.e. through attendance of events/awards/festivals/coronations etc. and/or provision of information or coordination or attendance of preparatory meetings, writing of letters of support, referrals etc.
Data limitations limited resources to respond to all requests for support .
Type of indicator impact.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance actual performance that is higher than 3 cultural expressions is desirable.
Indicator responsibility Heritage manager.
(d)
indicator title number of nation building initiatives implemented and funded.
short definition tracks the number of nation building initiatives implemented and funded e.g. lectures, conferences and other nation building activities.
Purpose/importance tracks the extent of the support offered by the nHC in nation building and social cohesion.
source/collection of data Correspondence with different partners and organisers of nation building initiatives.
method of calculation number of nation building initiatives supported financially or non – financially i.e. through attendance lectures, conferences and other nation building activities etc. and/or provision of information or coordination or attendance of preparatory meetings, writing of letters of support, referrals etc.
Data limitations limited resources to respond to all requests for support .
type of indicator impact.
Calculation type Cumulative.
reporting cycle annually.
new indicator Continues without change from the previous year
Desired performance actual performance that is higher than 3 nation building initiatives is desirable.
indicator responsibility Heritage manager.
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2.2 (a)
Indicator title number of Policy Position Papers produced per year.
Short definition number of policy position papers produced for stimulation of debate on heritage policies towards ultimate approval by the minister of arts and Culture.
Purpose/Importance tracks delivery on the policy advisory mandate of the nHC.
Source/collection of data actual Policy Position Papers.
Method of calculation total number of position papers produced counted against the planned number.
Data limitations failure to timeously complete position papers by nHC Panel of experts or nHC staff working on the papers.
Type of indicator outputs.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance actual performance that is higher than two position papers is desirable.
Indicator responsibility general manager: Heritage.
(b)
Indicator title number of journal articles contributed per annum.
Short definition number of articles submitted to accredited journals for publication
Purpose/Importance tracks the contribution of the nHC to the heritage discourse and knowledge creation through contribution of articles to accredited journals for publication.
Source/collection of data actual articles contributed to journals and evidence of submission to such journals.
Method of calculation Proof of submission of heritage articles accredited journal(s).
Data limitations delays in the completion of the articles to be contributed to the accredited journals.
Type of indicator outputs.
Calculation type non-cumulative.
Reporting cycle annually.
New indicator new.
Desired performance Submission of two articles to accredited journals.
Indicator responsibility general manager: Heritage.
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(c)
Indicator title number of heritage education initiatives supported.
Short definition Heritage outreach programme and other initiatives to empower the youth.
Purpose/Importance tracks the number of heritage outreach, education and skills initiatives implemented and supported by the nHC.
Source/collection of data reports and project documentation.
Method of calculation Simple calculation of the number of heritage education & skills development initiatives by the nHC and/or other parties supported financially or non-financially through attendance and/or provision of information or coordination or attendance of preparatory meetings, writing of letters of support, referrals etc.
Data limitations limited resources to respond to all requests for support .
Type of indicator impact.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance actual performance that is higher than 1 heritage education initiative supported is desirable.
Indicator responsibility Heritage manager.
2.3 (a)
Indicator title number of community heritage projects supported and funded.
Short definition number of heritage projects supported and funded by the nHC.
Purpose/Importance tracks the number of community projects funded to preserve and promote heritage.
Source/collection of data Signed contracts.
Method of calculation Simple calculation of projects to whom funds have been disbursed in line with the nHC funding Policy.
Data limitations lack of qualifying projects who meet nHC criteria and limited resources to fund all applications/requests for funding.
Type of indicator impact.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance funding of more than the 20 targeted projects is desirable.
Indicator responsibility funding manager.
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(b)
Indicator title level of additional funds raised outside the daC grant.
Short definition the amount of funds raised from external sources in proportion to the daC allocation to the nHC for the financial year.
Purpose/Importance tracks the success of the fundraising efforts to augment nHC financial resources to enhance service delivery.
Source/collection of data Proposals, Correspondence etc.
Method of calculation the percentage is calculated from the confirmed amount (numerator) against the total nHC allocation from the daC.
Data limitations inability to raise funds from external sources.
Type of indicator outcomes.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance achievement of more than 2% of the daC grant in terms of funds raised is desirable.
Indicator responsibility funding manager.
2.4 (a)
Indicator title number of Commemorative events supported.
Short definition number of commemorative activities/processes/events supported financially and non-financially.
Purpose/Importance tracks the extent to which the nHC supports commemorative and memorial activities/processes/events organised to remember, honour deceased people and events etc.
Source/collection of data Correspondences, and/or Concept documents or reports and Programmes of the commemorative events.
Method of calculation Simple calculation of commemorative events supported financially and non-financially through attendance and/or provision of information or coordination or attendance of preparatory meetings, writing of letters of support, referrals etc.
Data limitations lack of resources to respond to all the requests submitted to the nHC.
Type of indicator impact.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance Support of more than the 2 targeted commemorative events is desirable.
Indicator responsibility Project manager: liberation Heritage route.
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(b)
Indicator title number of repatriations supported.
Short definition number of spiritual and physical repatriations of deceased persons supported financially and non – financially.
Purpose/Importance tracks the support offered by the nHC to organisations, communities and families seeking to repatriate and rebury remains and spirits of late persons in line with their cultural practices.
Source/collection of data reports and/or correspondences on different repatriations.
Method of calculation Simple calculation of repatriations supported by the nHC financially and non - financially through attendance and/or provision of information or coordination or attendance of preparatory meetings, writing of letters of support, referrals etc.
Data limitations lack of resources to support all repatriations in line with requests received.
Type of indicator impact.
Calculation type Cumulative.
Reporting cycle annually.
New indicator Continues without change from the previous year.
Desired performance Support of more than the 2 targeted repatriations is desirable.
Indicator responsibility Project manager: liberation Heritage route.
(c)
Indicator title number of presentations made on the liberation heritage made to different stakeholders.
Short definition number of presentations and inputs/speeches made to different stakeholders on the liberation heritage.
Purpose/Importance tracks the extent to which the nHC engages and reaches out to different stakeholders on the liberation heritage.
Source/collection of data Copies of presentations made and correspondence with different stakeholders (internal and external).
Method of calculation Simple calculation of the different presentations made to different stakeholder.
Data limitations Completeness of the sum of presentations made.
Type of indicator outputs.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance more than the 5 targeted presentations are desirable.
Indicator responsibility Project manager: liberation Heritage route.
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(d)
Indicator title number of submissions on the african liberation Heritage Programme.
Short definition number of presentations, documents, reports and other submissions made on the african liberation Heritage Programme.
Purpose/Importance tracks the nHC’s contribution to the african liberation Heritage Programme.
Source/collection of data Correspondence and documents submitted to forums dealing with the african liberation Heritage Programme.
Method of calculation reports and correspondences on the african liberation Heritage Programme.
Data limitations Simple calculation of different submissions made.
Type of indicator outputs.
Calculation type Cumulative.
Reporting cycle Quarterly.
New indicator Continues without change from the previous year.
Desired performance more than 2 submissions are desirable.
Indicator responsibility Project manager: liberation Heritage route.
(e)
Indicator title number of milestones achieved in the management of World Heritage listing Programme.
Short definition number of milestones achieved in the management of lHr World Heritage listing Programme.
Purpose/Importance tracks the progress registered in ensuring formal protection of liberation heritage sites earmarked for listing on the World Heritage list through the completion of the expanded nomination dossier and its submission to daC.
Source/collection of data expanded nomination dossier and correspondence with daC & dea.
Method of calculation evidence of submission of completed expanded nomination dossier to daC.
Data limitations failure to complete and submit the expanded nomination dossier to the daC & dea.
Type of indicator outputs.
Calculation type non-cumulative.
Reporting cycle Quarterly.
New indicator new.
Desired performance the timely completion of the expanded nomination dossier is desirable.
Indicator responsibility World Heritage Specialist .
(Footnotes)
1 Finance , Supply Chain Management, Information Communication Technology and Human Resources Management
Notes
Notes
