SUSTAINING & INVESTING IN HERITAGE

1. SUSTAINING & INVESTING IN HERITAGE Adv Sonwabile Mancotywa 15 March 2010

2. “Ours is a constant battle against forgetfulness. Every generation has a mission to fulfil. It is either fulfilled or betrayed” By Frans Fanon

3. CONTENT • BACKGROUND TO NHC ON COMPOSITION & STRUCTURAL ARRANGEMENTS • SECRETARIAT • LEGISLATIVE MANDATE • STRATEGIC PRIORITIES • NHC’S INSTITUTIONAL ARRANGEMENTS • HERITAGE PROGRAMMES INFORMED BY STRATEGIC PRIORITIES • SPECIAL HERITAGE PROGRAMMES TO PROMOTE, SUSTAIN & INVEST IN HERITAGE • YOUNG INDIGINOUS ARTISTS • NATIONAL LIBERATION HERITAGE ROUTE • FUNDING AND RESOURCE MOBILIZATION • MARKETING & COMMUNICATIONS • COMPLIANCE AND GOVERNANCE IMPERATIVES • SPECIAL PROJECTS & STAKEHOLDER ENGAGEMENT • KEY ACHIEVEMENTS • GENERAL CHALLENGES • CLOSURE

4. BACKGROUND TO THE NHC ON COMPOSITION & STRUCTURAL ARRANGEMENTS • NHC is a public entity under the Department of Arts and Culture and has a fully functional Council appointed as an oversight body. • This month marks the end of term of the second Council of the NHC, the first having served its term between 01 April 2004 - 30 Sept 2006. • This Council’s term began on 01 April 2007 & ends on 31 March 2010. • A new and Third Council is expected to take office on 01 April 2010. • The Minister appoints not more than six members to the Council through public nomination processes. • MECs responsible for Arts & Culture in all nine provinces nominate a member each for the Minister to appoint to Council. • Chairperson is appointed by the Minister & Vice Chairperson thereof is elected by members appointed by Minister from amongst their own. • Council may create committees to assist it in the performance of its own powers and duties.

5. SECRETARIAT The Council has established the following Committees to assist it in the carrying out of some of its functions: • Heritage Committee • International Relations Committee • HR and Remuneration Committee • Audit Committee

6. SECRETARIAT (Continued) Key Strategic Objectives are: • Ensuring Corporate Governance and compliance with Legislative and Regulatory imperatives; • Council business in terms of General Support to the Council in terms of logistics for meetings holistically; effectiveness of Council, its Committees and referral systems; Composition of Current Council • Currently there are 12 Members • Regrettably, the Chairperson tragically passed on last year and the Vice Chairperson assumed the reigns and will serve until 31 march 2010. • Three meetings were held to date and the Act has been complied with.

7. LEGISLATIVE MANDATE The Council derives its Mandate from the NHC Act, 1999 (Act No. 11 of 1999) particularly Section 10 which gives Council powers to: • Advise the Minister of Arts & Culture on heritage Policies • Coordinate heritage management in South Africa • Protect, preserve & promote heritage for present & future generations • Research on intangible heritage with reference to Indigenous Knowledge Systems • Grant funding for heritage projects and ensure resource mobilization • Lobby funding for the sector • Develop and promote heritage awareness and education • Develop and coordinate transform of the entire heritage sector • Investigate ways & means to repatriate heritage resources

8. STRATEGIC PRIOTITIES The Strategic Plan for the 2010 - 2013 MTEF Period foregrounds the following priorities: • Strengthen policy development and advice • Increase resource mobilization and funding for the sector • Position the heritage sector as a significant contributor to socioeconomic development • Enhance the role of heritage in nation building • Enhance coordination of heritage management • Facilitate, monitor & coordinate transformation of the heritage sector • Enhanced institutional capacity, financial & corporate governance compliance • Enhance research and innovation • Promote public awareness, education and advocacy • Develop and enhance strategic partnerships with stakeholders • Maintain strong corporate image and identity

9. NHC’S INSTITUTIONAL ARRANGEMENTS

10. HERITAGE PROGRAMMES INFORMED BY STRATEGIC PRIORITIES Programmes for responding to the Policy Advice Strategic Priority: • Heritage Conservation and Development • Access to Heritage Institutions and Introduction of Heritage Levy • Policy Framework on Repatriation of Heritage Resources • Policy framework on Professional Standards and Ethics Programmes responding to Heritage Promotion & Sustainance • Ubuntu Imbizo & Awards held Annually • South African Traditional Music Achievement Awards (SATMA) • Unsung heroes and heroines (linked to the National Liberation Heritage Project)

11. HERITAGE PROGRAMMES INFORMED BY STRATEGIC PRIORITIES (Continued) Programmes responding to Positioning the Sector as a significant Contributor to Economic Development & Thus Promoting investing in Heritage • Young Indigenous Artists Training • National Liberation Heritage Route • Funding & Resource Mobilisation • Potential Spinoffs Subject to DAC’s Approval of Policies : • Heritage Conservation and Development • Access to Heritage Institutions and Introduction of Heritage Levy

12. YOUNG INDIGENOUS ARTISTS SPECIAL PROGRAMME TO PROMOTE HERITAGE & ENTREPRENEURSHIP • As a token of appreciation for the Former President, Dr Nelson Mandela the World renowned Ethiopian Artist, Captain Lema Guya (Retired), offered to train young South Africans in indigenous art using goat skin and oil at no fee save for logistics to & from Addis Ababa • Nine (9) young South Africans drawn from each of the provinces received training in Ethiopia during 2007 • NHC funded the training with an undertaking that the artists would upon returning to South Africa train other artists within their own provinces and localities • Seed funding was received from the National Lottery to assist the artists with the establishment of Cooperatives in their localities and this process is currently underway. • In the meantime, the artists have began training other artists even before they could establish formal arts centres from which to work

13. SPECIAL PROGRAMME TO SUSTAIN & INVEST IN HERITAGE NATIONAL LIBERATION HERITAGE ROUTE • It is a national programme towards the identification of sites linked to the liberation struggle for inclusion into the nomination list & declaration by UNESCO as a World Heritage Site. • A tentative list has already been submitted to and accepted by the World Heritage Committee under UNESCO. • A Cabinet Memo has been sent to the Minister of Arts & Culture to initiate a parliamentary process to solicit national acceptance. • Nine provinces and municipalities have been engaged & consolidation of inter-organisational networks and collaboration continues. • Business Case has been developed following the Summit held in February 2008 • Three Workshops held with political parties, provinces & Council between 11 – 13 March 2010. • National research now taking place in all provinces

14. NATIONAL LIBERATION HERITAGE ROUTE (Continued) The following observations & challenges have been made and identified respectively: • The magnitude of the project is beyond NHC’s capacity & requires the fostering of key partnerships & collaborations • Substantial funding is required for the project to succeed • Need for national consensus on the project (Movements, Families, government & other organised formations • Inclusivity of all stakeholders to whom it relates • Need for synergy of approach between Provinces & National Govts • Need to agree on the definition of & consensus on Liberation Struggle • Need for a National Steering Committee once accepted by government • Possible effect of repatriation of Heritage Resources Policy on Project

15. NATIONAL LIBERATION HERITAGE ROUTE (Continued) • Defining foreign relations with host countries of our heritage resources • Need for Rules of engagement during and post declaration of the Route • Need to develop a beneficiation strategy post envisaged declaration • Need for implementation strategy with SAHRA, Dept of Environment DAC; Planning Commission; Foreign Relations & The Presidency • It is a transnational project cutting across the SADC region • It must be an all inclusive project in terms of stakeholder participation • National consensus needs to be reached on the inherent limitations of what goes into the nomination list • Coordination must be centralised at national level with provinces and municipalities also playing significant roles • Getting stories from other not yet known or unsung heroes & heroines • We are yet to define the mode of managing and mediating possible tensions that may arise from different interest groups & formations

16. SPECIAL PROGRAMME TO PROMOTE & SUSTAIN HERITAGE HERITAGE & EDUCATION OUTREACH

17. FUNDING AND RESOURCE MOBILISATION PROGRAMME TO PROMOTE, SUSTAIN & INVEST IN HERITAGE Key Strategic Objectives: • Funding disbursement through Funding Policy • Independent Heritage Funding Committee appointed • Tranche payment system used to ensure delivery • Grant agreements are signed with all beneficiaries • Fundraising Initiatives to augment DAC allocations • National Lottery is currently funding some key projects • Monitoring and Evaluation of Funded Projects in place • Periodic reporting done • Summit held last year to determine impact of Funding in the Sector • Funding Impact Draft Report received & Final Report is being finalised

18. MARKETING & COMMUNICATIONS AS PART OF CORE BUSINESS TO SUPPORT HERITAGE PROGRAMMES & PROJECTS The following mediums are used, amongst others, to achieve the public visibility and promote heritage: • PUBLIC RELATIONS • Media Management – Various media are used to propel the NHC brand (Broadcast Media, Print Media, Online Media, Media Monitoring) • Publications – Print and Audio Visual publications are produced (Corporate diaries, Mandela Documentary done recently) • MARKETING • Advertising – Adverts are placed on behalf of various business units and projects for key Stakeholder engagement initiatives. • Branding – Strategic activities of the NHC or in association with the NHC are visibly branded.

19. COMPLIANCE IMPERATIVES Quarterly reports to DAC • NHC has submitted all the three quarterly reports to the Department of Arts and Culture and will submit the last one after year end by no later than 30 April 2010. NHC Strategic Plan for the 2010 – 2013 MTEF Period • Following the Strategy Review session held between 10 and 12 December 2009 in which all employees participated. • The review sought to improve our operational instruments, overcome internal fragmentation, improve monitoring and evaluation and encourage innovate management • the Council approved it on 20 February 2010 and this was accordingly submitted to Department of Arts and Culture on 26 February 2010.

20. SPECIAL PROJECTS & STAKEHOLDER ENGAGEMENT ON HERITAGE PROMOTION Arts and Culture 2010 World Cup Task Team • The NHC was part of the Task Team that was assisting and advising the Ministry on ensuring that South Africa realises the 2010 World Cup benefits for the sector. The Task Team was unfortunately dissolved by the Minister in January 2010 Other projects • Possible partnerships for 2010 and beyond will be considered during March 2010 • NHC will participate in DAC activities on 2010 FIFA Soccer World Cup as and when requested. • Partnerships will other stakeholders will also be considered during the new financial year

21. KEY ACHIEVEMENTS Within the programme framework & Corporate Governance Perspectives the following successes & achievements can be noted: • NHC has influenced structural transformation of the sector; • Funding function has enhanced development of funded organisations; • NHC has filled the policy vacuum and occupies a critical space in terms of national discourse on heritage matters; • NHC had developed a strategy for Media monitoring of the NHC and heritage issues broadly. • Enhanced communication and marketing strategy on heritage programmes; • Improved management of linkages within the organizational value chain;

22. KEY ACHIEVEMENTS (CONTINUED) • Improved Corporate governance and consolidation of accountability measures. • Attained five consecutive unqualified audit reports since inception. • All three quarterly reports for the year have been submitted to the DAC. • Functional Council and Committees during the current term of office. • Increased formal partnerships with stakeholders by way of MOU/As. • Enhanced funding for heritage projects and programmes through National Lottery and Provincial Government of Eastern Cape. • Official endorsements of the Liberation Heritage Route Project were received from the National and Provincial Lekgotla of the ruling party • NHC is widely recognised as the knowledge hub and authority on heritage matters.

23. CHALLENGES • Budget cut of about R5 million by DAC in terms of annual allocations for 2010/11 will ngeatively impact on the implimentability of the approved strategy. • The aroused & growing public interest, appreciation and perhaps confidence in heritage (as well as the NHC) will place pressure (in the form of high expectations) on the organisational resources. • Building of sufficient capacity to match the growth of the National Liberation Heritage Route. • TheThird Cultural Laws Amendment Bill, 2009 potentially presents adverse impact on the NHC’s mandate by watering it down and thus rendering implementation of strategy 2010-2013 challenging if Bill is passed. • NHC submitted written inputs to the Minister during 2009 and made further inputs at the DAC workshop on the Bill held on 12 March 2010

24. Thank You