The major focus of this essay is the case study of the Voortrekker Monument Heritage Site in Pretoria, the introduction of a new management team in 1994 and the suggested manner in which the management could be improved. To place this particular case study in perspective, it was necessary in the first place, to look at the meaning of cultural resource- or heritage management and other related terms. It soon became apparent that no single term for this new discipline has been determined and that countries around the world differ greatly on this issue. South Africa uses the term Heritage Resource Management. An overview of cultural resources management (CRM) in other countries such as the U.S.A., Great Britain and some members of the Commonwealth, was also presented. Cultural resource management is a relatively new discipline in South Africa, and an historical overview, in which most of the relevant legislation was referred to, was undertaken. In comparison to other countries in the world, much less publications have been produced in South Africa. Most of these had been completed as dissertations or as papers for conferences. A detailed summary of all the relevant (directly or indirectly) legislation was compiled. In the last chapter, a case study of the Voortrekker Monument was undertaken. An attempt was made to provide adequate answers to the questions why?, how?, and who? should manage a heritage site. Answers to the question as to why a site should be managed, include the establishing of a cultural identity, the site's educational value, for research purposes and finally for its important role in the tourism industry. In the section on how to manage a site, aspects such as the identification and cultural significance of a site were discussed. The importance of a mission and a vision and key strategies, as well as policies were stressed. Resource management on the site includes conservation techniques, sustainable use and visitor management as well as heritage impact assessment. The site's financial management and the site's marketing were addressed in the last section. A heritage site must be managed by 'someone' and in the last section the 'who' (human resources) behind the management of the site, is discussed. Finally the hope is expressed that this dissertation will serve as a basis for a conservation management plan for the VTMHS and serve as a manual for other, similar heritage sites.
Dissertation (MA (Heritage and Museum Studies))--University of Pretoria, 2006.