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SAHRA PRESENTATION TO THE PORTFOLIO COMMITTEE 02 SEPTEMBER 2014. Presented by: Mr Fanie Makhanya Chairperson of Council 2 September 2014. PRESENTATION OUTLINE. PURPOSE INTRODUCTION SAHRA’S MANDATE ORGANISATIONAL STRUCTURE HERITAGE RESOURCES MANAGEMENT PROGRAMMES COMPLETED PROJECTS
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SAHRA PRESENTATION TO THE PORTFOLIO COMMITTEE 02 SEPTEMBER 2014 Presented by: Mr Fanie Makhanya Chairperson of Council 2 September 2014
PRESENTATION OUTLINE • PURPOSE • INTRODUCTION • SAHRA’S MANDATE • ORGANISATIONAL STRUCTURE • HERITAGE RESOURCES MANAGEMENT PROGRAMMES • COMPLETED PROJECTS • PLANNED PROJECTS • QUARTER 1 PERFORMANCE 2014/15 • QUARTER 1 FINANCIAL PERFORMANCE • CHALLENGES • CONCLUSION
PURPOSE The purpose of this presentation is to: • Introduce SAHRA to the Portfolio Committee • Brief the Portfolio Committee and provide an update on progress of the organization.
INTRODUCTION • SAHRA is established in terms of the National Heritage Resources Act N0.25 of 1999 (NHRA) which outlines an integrated interactive system for the management of the national heritage resources. • As the implementing agency of the Department of Arts and Culture, SAHRA plays a critical role in the identification, conservation, protection and promotion of our heritage resources for the present and future generations. • Our Heritage and Culture • Encourage communities to nurture and conserve their legacy; -Define cultural identity; • Lies at the heart of our spiritual well-being; • Have power to build our nation; • Have potential to affirm our diverse cultures; • Shape our national character; • Celebrates our achievements; and • Contributes to redressing past inequities
SAHRA Accounting Authority SAHRA Accounting Authority is the Council made up, in terms of NHRA, as follows “14. (1) The affairs of SAHRA are under the control, management and direction of a Council consisting of- (a) at least nine but not more than 15 members appointed by the Minister in the prescribed manner, of which nine members must respectively represent each of the provinces of South Africa; and (b) the chief executive officer of SAHRA. (2) The members of the Council contemplated in subsection (l)(a) must be appointed in accordance with the principles of transparency and representivity and their appointment must take into account the desirability that the members- (a) have among them qualifications or special experience or interest in fields relevant to heritage resources, and the financial knowledge needed for the efficient functioning of SAHRA; and • (b) be representative of the relevant sectoral interests and the cultural and demographic characteristics of the population of the Republic. ”
Strategic Context • Vision The South Africa Heritage Resources Agency’s (SAHRA) vision is to be the leading organisation in innovative management and promotion of our country’s diverse heritage resources. • Mission Our mission is to deliver on our mandate to coordinate the management and identification of the national estate by: • identifying, protecting and promoting heritage resources in South Africa • developing norms, standards and charters for the management of heritage resources in South Africa in accordance with the Heritage Resources Act (No. 25 of 1999) and codes of international practices; • contributing to skills and knowledge production within the heritage sector; andimplementing heritage management practices. • Values Accountability teamwork and cooperation, respect, transparency, service excellence, integrity and honesty in all our dealings.
PROJECTS IN PROGRESS • DECLARATIONS • uKhahlamba (Drakensberg) • Table mountain • Women’s Graves and Centenary Commemoration • Graves of the 1914 SANNC Delegation • EXHUMATIONS AND REBURIALS • Rustenburg Rural Resistance Martyrs • Royal Burial Grounds and Graves • REHABILITATION AND CONSERVATION • Black Concentration Camp(s) • The Bulhoek Massacre Gravesite • Upgrading of Graves of Founding Fathers • POLICY FORMULATION • Human Remains Policy and Restitution • Firearms Policy and Guidelines • Policy and Guidelines for the Management of Sacred Sites • Grahamstown Training Centre
CORE BUSINESS - COMPLETED PROJECTSSites of National significanceHouses ofParliament, Union Buildings, Robben Island, Voortrekker Monument, Mapungubwe, Cradle of Humankind, Taung, Lake Fundudzi , Makapans Valley, Cradle of HumankindDeclarations:Graves of Founding Fathers of Democracy Dube, Seme, Makgatho, Xuma, Gumede,Mahabane, Moroka, Luthuli, Biko, Sobukhwe etc.Women GravesLillian Ngoyi, Helen Joseph, Charlotte Maxeke, RahimaMoosa etc
PREVIOUSLY DECLARED HIGH PROFILE FLAGSHIPS Declarations:Graves of Founding Fathers of Democracy Dube, Seme, Makgatho, Xuma, Gumede,Mahabane, Moroka, Luthuli, Biko, Sobukhwe etcWomen GravesLillian Ngoyi, Helen Joseph, Charlotte Maxeke, RahimaMoosa etcSites of National significanceParliament, Union Buildings, Robben Island Voortrekker Monument, Mapungubwe, Cradle of Humankind, Taung, Lake Fundudzi , Makapans Valley
PHRA STATUS • 1.Amafa aKwazuluNatali has a PHRA and represented in Council and fully functional • 2.Heritage Western not represented in SAHRA Council but is a fully functional PHRA • 3.Eastern Cape represented in Council and functional with limited resources • 4.Gauteng represented in Council and SAHRA performs some functions • 5.Free State represented in Council and SAHRA some performs functions • 6.Northern Cape not represented in Council SAHRA performs some functions • 7.Limpopo no Council but represented in Council and SAHRA performs some functions. • 8.Mpumalanga not represented in Council and SAHRA performs functions • 9.North West has a PHRA Council represented in Council. SAHRA Performs some functions .
SAHRA PROPERTY PORTFOLIO 36 Properties consisting of 3 burial sites; 3 open sites; 15 monuments & 15 buildings
TURNAROUND STRATEGY PROGRESS TO DATE • To address the historic negative audit outcomes and performance a turnaround strategy was commissioned in November 2012. • The strategy included the following: • Financial Management improvement plan • Property strategy • Organizational Development • Forensic Audit • To this end critical positions were filled and financial management was improved to produce improved audit outcomes. • The Property strategy was developed, however, the implementation requires additional budget. • A new organizational structure was developed ( to be subjected to costing) • The forensic investigation was concluded and an implementation plan will be finalised end of June.
TURNAROUND STRATEGY PROGRESS TO DATE • Job evaluations • Salary benchmarking ( anomalies) • Performance management • Training and development • Employee wellness • HR administration automation
Q1 PERFORMANCE For the quarter under review the entity had to report on 15 targets set. 53% of the targets were achieved, 27% partially achieved and 20% not achieved. The targets not achieved are largely attributable to the internal approval process which happened after the quarter. We have put in place a concerted effort to achieve those in the next quarter.
Total Expenditure per Economic Classification • Overspending under the goods and services budget is largely attributable to the audit related costs, Insurance , travel. • The reality is that the operational budget is extremely inadequate to support the operations of the entity. 3
CHALLENGES • The budget is extremely inadequate. Stringent austerity measures have been implemented in a number of areas such as travel, catering and attendance of conferences, etc • Reliance on consultants which will be reduced by the implementation of the outcomes of the OD process • The entity is not able to implement the new structure which is critical to ensuring improved achievement of targets. • Limited resources to motivate high performers • Low staff morale due to, amongst others, office space, limited human resources, incentives. • Support to PHRA’s which has been hindered by limited resources
In conclusion • We are proud to report that all previous audit findings which led to the qualified audit opinion have been resolved. The 2013/14 annual report will present a commendable improvement in financial management. • The entity is not able to implement the new structure which is critical to ensuring improved achievement of targets and motivation of staff for excellent performance. This situation is without doubt impacting on the morale of the staff. • It is therefore critical that the compensation budget receives favourable adjustment to enable improved execution of our mandate. • Notwithstanding the above, we remain committed to delivering on our mandate and forging stronger strategic working relations with the Portfolio Committee through the Department of Arts and Culture.