2014/15 APP AND BUDGET ESTIMATES FOR THE DEPARTMENT OF ARTS AND CULTURE PRESENTATION TO THE PC: ARTS...
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Transcript of 2014/15 APP AND BUDGET ESTIMATES FOR THE DEPARTMENT OF ARTS AND CULTURE PRESENTATION TO THE PC: ARTS...
2014/15 APP AND BUDGET ESTIMATES FOR THE
DEPARTMENT OF ARTS AND CULTURE
PRESENTATION TO THE PC: ARTS AND CULTURE
PRESENTATION OUTLINE STRATEGIC OVERVIEW Strategic posture Mandate Situational analysis STRATEGIC GOALS, OBJECTIVES AND PROGRAMMES Strategic goals Strategic objectives Linking goals, objectives and budget programmes ENE and Outcome 14 MTSF Indicators 2013/14 BUDGET ESTIMATES MTEF process: 2013/14 to 2015/16
Budget summary
Adjustments to 2013 MTEF Allocation
Budget allocation per Programme
2
STRATEGIC OVERVIEW
STRATEGIC POSTUREVISIONWe are a thriving arts, culture and heritage sector contributing to sustainable economic development, leveraging on partnerships for a socially cohesive nation
MISSIONWe enhance job creation by preserving, protecting and developing arts, culture and heritage to sustain our democracy and build our nation.
VALUESAccountabilityIntegrityResults DrivenProfessionalismHumilityBatho Pele
STRATEGIC GOALSJob Creation Human capital developmentAccess to information Linguistic diversity Development, protection, preservation and promotion of arts, culture and heritage Governance and accountability
ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN
SOCIAL COHESION AND NATION BUILDING DAC is central in driving Chapter 15 of the NDP DAC worked closely with the Presidency in developing the MTSF for the new
Outcome 14: Nation Building and Social Cohesion. Outcome 14 is under the stewardship of the Minister of Arts and Culture Other relevant departments include Sports and Recreation, Justice, Women, Social
Development, COGTA and SALGA
JOB CREATION AND ECONOMIC DEVELOPMENT DAC re-engineered its strategic focus during 2009-20014 Term of Office This was informed by the government-wide re-orientation that put job creation and
economic development at the centre of government priorities. DAC adopted the Mzansi Goldern Economy strategy (MGE) whose primary objective
is to chat the role of arts, culture and heritage in job creation & economic development.
ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN Quality education and rural developmentThe NDP emphasizes the need to improve schooling and education as well as the need to improve quality of life in rural areas of South Africa. Going into the medium term, the department will continue to make a visible contribution to quality education through ensuring that artists are placed in schools to improve the teaching of arts in basic education.This will not only ensure that a substantial number of artist will be employed but will also increase interests in arts and improve audience development.Building of arts, culture and heritage infrastructure in rural areas will continue to be the priority of the department as we move into the next medium term. Such infrastructure include libraries, heritage monuments and arts centres. Maintenance of the already built infrastructure will also be central to the department’s priorities. Apart from developing and investing in our rural areas, such ventures will also create much-needed jobs, as employment of local people will be at the centre of such development.
ALIGNMENT WITH THE OUTCOMES OF THE MTSF
The 2013 July Cabinet Lekgotla approved 14 Outcomes for the 2014-2019 Medium Term Strategic Framework.
Amongst these outcomes was Outcome 14: Nation Building and Social Cohesion.
The Minister of Arts and Culture was appointed by the President to be responsible for the coordination, implementation, monitoring and reporting on this outcome.
This Annual Performance Plan align itself with the National Development Plan and the MTSF
Other outcomes that DAC contributes to include Outcome 1, Outcome 4 and Outcome 7.
The department’s contribution to these outcomes include issues of:o Artists in schools programme for outcome 1, o Job creation and economic development in outcome 4 o Rural infrastructure which include libraries and legacy projects for outcome 7.
MANDATE Constitution Of The Republic Of South Africa: Act XX Of 1996: Sections 16 And 30 National Film And Video Foundation Act, 1997 National Heritage Council Act, 1999 National Heritage Resources Act, 1999 National Library Of South Africa Act 1998 Pan South African Language Board Act 1995 South African Geographical Names Act 1995 South African Geographical Names Council Act 1998 South African Library For The Blind Act 1998 Cultural Institutions Act 1998 Culture Promotion Act, 1983 Heraldry Act 1962 Legal Deposit Act 1997 National Archives And Records Services Of South Africa Act 1996 National Arts Council Act, 1997 Promotion Of Access To Information Act, 2000 National Council For Library And Information Act 2001
UPDATED SITUATIONAL ANALYSIS DAC has increasingly sought to support a number of emergent shifts in the arts, culture
and heritage sector through the implementation of its policy and strategic intent. DAC has recognised the need to move towards sector-wide integrated planning, a
planning process that involved and recognise the environment, stakeholders and the sector at large
In adopting the integrated sector-wide strategic planning approach DAC will ensure:o Alignment of plans within the sector (DAC, Public Entities and Provincial Departments.) o Effective consultation of the arts, culture and heritage sector and taking into account
genuine interests of stakeholderso A thorough analysis of the department’s strengths and weaknesses as well as the
opportunities and treats presented by the outside environment The strategic challenges that DAC has identified as it began to consciously work on
integrating the sector include (but not limited to):o The bias in the distribution of public funds, the geographical location of physical
infrastructure, the dissemination of skills, the staffing, governance of institutions.o Lack of training opportunities for black South Africans, women and young people and
almost no training for arts managers. o Infrastructure to support the creation and dissemination of the arts and culture is largely
located within the centres of major cities.
PERFORMANCE DELIVERY ENVIRONMENT
Job Creation:In the middle of the 2009/14 ToG DAC developed and approved the MGE strategy, which locates the arts and culture sector at the centre of economic development and job creation. Since its adoption more than 50000 jobs have been created within the sector. The department is working hard to achieve its target of creating 150 000 jobs.Support will continue to be provided to cultural events, cultural precincts, arts and culture seasons with other countries as part of MGEArts, culture and heritage infrastructure development will also central to job creation agenda. Construction of new and maintenance of existing library infrastructure legacy Projects and other heritage infrastructure will continue to be part of infrastructure development. As we move into the new financial year and the new term of office there is a need to improve statistical mapping and analysis of the contribution of arts, culture and heritage sector to the economy
PERFORMANCE DELIVERY ENVIRONMENT
Human Capital Development The department will continue with its contribution to human capital development. In 2014/15 the department plans to award 440 bursaries for heritage and language studies. Going forward into the mid-term 900 bursaries are planned to be awarded. This is good news for the sector as it will assist in availing skills in languages for the implementation of the language related legislations and to deal with skills deficit in the heritage sector.The department will continue to work with the Department of Basic Education in the implementation of the Artists in Schools projects where artists are placed in schools to teach and expose young learners to various forms of art The remaining challenge is the ability to clearly map and identified the impact of bursaries by establishing the causal relations and identifying the tangibles. Language MattersIn the past year, legislation development included the Use of Official Languages Act and the South African Language Practitioners’ Council Act. Going into the medium term, implementation and compliance monitoring of these legislative regimes will be at the centre of the work of the department.
UPDATED SITUATIONAL ANALYSIS
Arts, Culture And Heritage Development; Social Cohesion And Nation Building AgendaThe review of the White Paper on Arts, Culture and Heritage has meant an in-depth review of the sector. It delves into the progress made in the sector since the advent of democracy and the approval of the 1996 White Paper. The revised white paper on arts culture and heritage seek to strengthen and entrench the transformational agenda within the sector.It seeks to align the arts, culture and heritage sector with the broader shifts in government policy and priorities and to elevate the sector’s contribution social cohesion, nation building and economic empowerment.Arts and Culture Seasons are partnerships that South Africa, through the Department of Arts and Culture, forge with other countries, which provide a platform for:oProfiling and strengthen relations between SA and the other country oFostering people to people contact and encouraging institutional collaboration oShowcasing and promoting SA arts, culture and heritageoFostering skills transfer and development, arts education and residency programmes.oPromote market access and create demand for cultural goods, translating heritage and culture into economic gains.oPromote the sustainability of the sector. South africa has concluded a successful arts and culture season with France where, in 2012,. Arts and Culture Seasons with United Kingdom, China and Angola are planned for this financial year. DAC has a government-wide responsibility of leading the social Cohesion And Nation Building programme. DAC has to coordinate and monitore the implementation of the actions of outcome 14, coordinate and peckage the reporting to cabinet. Within the department the Social Cohesion unit will ensure the roll-out of the programme for Social Cohesion Advocates and Community Conversations as well as the hosting of the Social Cohesion report back summit.Developing and maintaining the Arts, Culture And Heritage Infrastructure should be intensified as it contributes in promotion, preserving and transforming the arts, culture and heritage; social cohesion and job creation.• •Governance• •The Department of Arts and Culture has continued to improve and sustain it governance structures and this has yielded a number of results including unqualified audit finding in the past several years in succession. It is acknowledged that a lot of work needs to be done to attain a clean audit opinion. Governance machinery of Public in Entities is also being strengthened. Improved
monitoring and evaluation including site visits are planned for the next MTEF
UPDATED SITUATIONAL ANALYSIS Arts, Culture And Heritage Development; Social Cohesion And Nation Building AgendaSouth africa has concluded a successful arts and culture season with France where, in 2012,. Arts and Culture Seasons with United Kingdom, China and Angola are planned for this financial year. DAC has a government-wide responsibility of leading the social Cohesion And Nation Building programme. DAC has to coordinate and monitore the implementation of the actions of outcome 14, coordinate and peckage the reporting to cabinet. Within the department the Social Cohesion unit will ensure the roll-out of the programme for Social Cohesion Advocates and Community Conversations as well as the hosting of the Social Cohesion report back summit.Developing and maintaining the Arts, Culture And Heritage Infrastructure should be intensified as it contributes in promotion, preserving and transforming the arts, culture and heritage; social cohesion and job creation.GovernanceDAC has continued to improve and sustain its governance structures and this has yielded a number of results iGovernance machinery of Public in Entities is also being strengthened. Improved monitoring and evaluation including site visits are planned for the next MTEF
ORGANISATIONAL ENVIRONMENT
The strategic shifts brought by hosting the Social Cohesion Summit and adoption of MGE resulted in the strategic reorientation of the department.
Because of this organizational machinery had to be revisited so as to ensure that human capital is organized such that there is alignment with the strategy.
In 2012, Minister approved a revised organizational structure whose implementation has been continuing in a phased approach.
The Macro Structure got prominent focus in the 2013/14 financial year. National Treasury approved the revised budget programme structure and the
implementation of this started this financial year The department will continue to provide on-going professional development
to its employees in order to ensure development of individual talent for better individual and team contribution to the improvement of the delivery machinery of the department.
STRATEGIC GOALS, OBJECTIVES AND PROGRAMMES
STRATEGIC GOALS
The following are the strategic goals of the DACJob Creation: Create 150,000 decent jobs in arts, culture and heritage March 2016. Human Capital Development: Implement targeted programs that are geared towards human capital development in the arts, culture and heritage sector by 2014 Access to information: Enhance access by citizens and public institutions to accurate, reliable and timely information in their language of choice though the provision of archives, libraries, and language services Linguistic diversity: Entrench linguistic diversity in a manner that facilitates equitable cultural expression by citizens and communities Development, protection, preservation and promotion of arts, culture and heritage: Enhance capacity of the sector through equitable and sustainable development, protection and preservation of arts, culture and heritage (through policy development, legislative promulgation and implementation) Governance and accountability: Align of public sector art, culture and heritage institutions around a shared vision, common mandate and strong governance and accountability
LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
BUDGET PROGRAMME
PROGRAMME NAME
STRATEGIC GOAL STRATEGIC OBJECTIVES
Programme 1 Administration Enhance governance and accountability
Maintain an effective and efficient Ministry and Administration.
Develop systems, processes and controls to ensure operational efficiency and effectiveness
Provide for a capable and skilled public oriented workforce.
Enhance access to information
Maintain an effective and efficient Ministry and Administration.
Promote the public profile of DAC and its programmes.
LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
BUDGET PROGRAMME
PROGRAMME NAME
STRATEGIC GOAL STRATEGIC OBJECTIVES
Programme 2 Institutional Governance
Development, protection, preservation and promotion of arts, culture and heritage
Build and sustain continental and international relations and partnerships
Mainstreaming of targeted groups in the arts, culture and heritage sector
Implement the social cohesion programme and coordinate outcome 14 MTSF
Governance and accountability
Strengthen institutional development and governance of DAC Institutions
Moniotor and evaluate the DAC Annual Performance Plan and Strategic Plan
Provide oversight on implementation of Infrastructure programme
LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
BUDGET PROGRAMME
PROGRAMME NAME
STRATEGIC GOAL
STRATEGIC OBJECTIVES
Programme 3 Arts And Culture Promotion And Development
Job Creation Implementation of the MGE objectives in support of job creation, social cohesion and sector development
Human capital development
Development of an informed and empowered sector and society on value that arts, culture and language play
Access to information
Development and sustainance of effective and efficient partnerships to create collaborative approach to the development of the arts sector and social cohesion
Linguistic diversity
Ensure that all official languages have equal status and that people are empowered to communicate in the language of choice
Development, protection, preservation and promotion of arts, culture and heritage
Creation of a holistic enabling environment for growth, transformation and social cohesion
LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
BUDGET PROGRAMME
PROGRAMME NAME
STRATEGIC GOAL STRATEGIC OBJECTIVES
Programme 4 Heritage Preservation And Promotion
Job Creation Implement programmes for socio-economic development.
Human capital development
Build capacity in the heritage sector
Develop, protect, preserve and promote arts culture and heritage
Strengthening strategic partnerships internally and externally to preserve and promote South Africa heritageRegulate the management of records across the public serviceTransform South Africa’s heritage, archives and library sector
Promote nation building and social cohesion Provide adequate and modern infrastructure for archives, museums and libraries
Implement programmes for socio-economic development.
INDICATORS
ESTIMATES OF EXPENDITURE ESTIMATES (ENE) INDICATORS
&
OUTCOME 14 MTSF INDICATORS
SELECTED INDICATORS FOR ESTIMATE OF NATIONAL EXPENDITURE
In total the DAC APP has 23 programme performance indicators with 94 annual target
In the following templates only “Estimate of National Expenditure Indicators” and “MTSF Outcome 14 Indicators” have been captured
These indicators are part of the APP and they measure some of the annual targets of the APP
They have been selected because of their high impact nature in tracking progress made by DAC to national Outcomes
The National Treasury and the DPMEP requires that the Department reports on these ENE and Outcome 14 Indicators every quarter
It is recommended that these ENE and Outcome 14 indicators form the basis for our quarterly reporting to the Portfolio and Select Committees
This will assist in streamlining reporting and allows for consistency
ESTIMATE OF NATIONAL EXPENDITURE INDICATORS
INDICATOR 2014/15 TARGET
PROGRAMME DAC STRATEGIC GOALS GOVERNMENT OUTCOME
Number of community conversations held per year
45 Institutional Governace
Development, protection, preservation and promotion of arts, culture and heritage
Outcome 14
Number of artist placed in schools per year
240 Institutional Governace
Human capital developmentJob Creation
Outcome 12Outcome 4Outcome 14
Number of cultural events hosted per year
22 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritage
Outcome 14Outcome 4
Number of jobs created in cultural events per year
28 200 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritage Job Creation
Outcome 14Outcome 4
Number of language practice bursaries awarded per year
320 Arts Culture Promotion & Development
Human capital development Outcome 12Outcome 4Outcome 14
Number of heritage studies bursaries awarded per year
120 Arts Culture Promotion & Development
Human capital development Outcome 12Outcome 4Outcome 14
ESTIMATE OF NATIONAL EXPENDITURE INDICATORS
INDICATOR 2013/14 TARGET
PROGRAMME DAC STRATEGIC GOALS GOVERNMENT OUTCOME
Number of poles and flags installed in schools
15 000 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritageJob Creation
Outcome 4Outcome 14
Number of handheld flags distributed per year
200 000 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritageJob Creation
Outcome 4Outcome 14
Number of community libraries upgraded per year
45 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritageJob Creation
Outcome 12Outcome 4Outcome 14
Number of new community libraries built
17 Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritageJob Creation
Outcome 12Outcome 4Outcome 14
OUTCOME 14 MTSF INDICATORS
Fostering Constitutional Values
Key Action Indicator 2019 Target 2014/15 Target
Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools
Preamble of the Constitution said in school assemblies (ALL Schools)
100% compliance Preamble of the Constitution said in school assemblies 6000 schools (25% compliance)
All Schools fly the national flag 100% compliance 75% of Schools fly the national flag
Booklet and Poster (Frame) of national symbols and orders distributed to all schools
100% compliance 50% of schools have booklet and poster for national Symbols and Orders
Use National Days as a platform for promoting Constitutional Values
Number of national days hosted and celebrated
7 national days hosted and celebrated
7 national days hosted and celebrated
Equal Opportunities, Inclusion And Redress
Key Action Indicator 2019 Target 2014/15 Target
Promote heritage and culture: Ensure government invests in the cultural and creative industries,
heritage infrastructure in rural areas built and maintained
2 heritage sites build/year & 100% maintenance of existing rural infrastructure
2 heritage sites built100% maintenance of existing rural infrastructure
National Cultural Institute of South Africa (NaCISA) established
1 National Cultural Institute of South Africa (NaCISA) established
Launch of NACISA and a Sod turning ceremony done
Sourcing Enterprise and the Art Bank of South Africa
1 Sourcing Enterprise and the Art Bank of South Africa
Feasibility and Business plan finalized for Sourcing Enterprise1st phase of Art Bank implemented as per approved business plan
Cultural Observatory established
1 cultural observatory established
Cultural Observatory IT infrastructure established & 1 Mapping study conducted
Number of libraries built 95 libraries built 17 libraries built
Equal Opportunities, Inclusion And Redress
Key Action Indicator 2019 Target 2014/15 Target
Number of Community Arts Centres built
1 CAC/ward Finalization of strategy and concepts to roll-out CAC/ward programme
Number of projects completed for liberation heritage routes
12 projects completed for liberation heritage routes
2 projects completed for the liberation heritage route completed
National heroes celebrated and related artwork for healing promoted
2 movies produced on African civilizations such as Mapungubwe
Conceptualization and commissioning done
1 move/year that dramatizes the lives of other liberation heroes such as Steve Biko, Mangaliso Sobukwe, Mantantise
1 movie that dramatizes the lives of other liberation heroes produced
Equal Opportunities, Inclusion And Redress
Key Action Indicator 2019 Target 2014/15 Target
Build non-racialism through community dialogues and hosting of national summit on Action Plan to combat racism, racial discrimination, xenophobia and related intolerance
Number of Community Conversations on social cohesion and nation building conducted
150 Community conversations held
18 Community conversations held
Social Cohesion report back Summit hosted and Social Cohesion Advocates programme rolled-out
Social Cohesion Report Back Summit hosted in 2014 and 50 public platforms for Social Cohesion Advocates
Social Cohesion Report Back Summit hosted and 10 public platforms for Social Cohesion Advocates
Promote social cohesion in schools
Number of Artist placed in schools
2000 Artist placed in schools
240 Artist placed in schools
Transform the utilization of currently marginalised languages
Implementation of the “Use of Official Languages Act” and the “South African Language Practitioners Council Bill”
At least one African language included in all official correspondence depending on province.
Finalise the processes of the South African Language Practitioners Bill
2013/14 BUDGET ESTIMATES AND LINK TO OTHER PLANS
31
BUDGET SUMMARY TOTALS PER FINANCIAL YEAR
Programmes 2014/15 2015/16 2016/17
R’000 R’000 R’000
Administration 228,266 239,818 253,636
Institutional Governance 99,808 104,732 110,626
Arts and Culture Promotion and Development
1,032,876 1,091,135 1,139,566
Heritage Promotion and Preservation
2,163,798 2,536,150 2,681,395
Grand Total 3,524,748 3,971,835 4,185,223
4
32
BUDGET SUMMARY TOTALS PER ECONOMIC CLASSIFICATION
Economic Classification 2014/15 2015/16 2016/17
R’000 R’000 R’000
Compensation 209,910 222,950 237,883
Goods & Services 480,355 499,354 537,732
Conditional Grant (Community Libraries) 1,016,210 1,340,562 1,411,612
Departmental Agencies & Accounts (Public Entities) 1,643,440 1,724,002 1,815,954
Higher Education Institutions 12,470 14,239 14,453
Foreign Govn & International Organisations 3,009 3,197 3,403
Public Corporations 2,400 2,500 2,500
Non-Profit Institutions 121,901 129,222 123,628
Households (Project funding) 27,655 28,071 29,910
Capital Assets 7,398 7,738 8,148
Grand Total 3,524,748 3,971,835 4,185,223
5
33
2014/15 : WHERE FUNDS WILL BE SPENT
6
34
2014/15 : HOW FUNDS WILL BE SPENT
7
35
2014/15 : HOW FUNDS WILL BE SPENT WITHIN DAC
8
36
2014 ENE BASELINE REDUCTIONS
2014/15 2015/16 2016/17
R’000 R’000 R’000
Goods and Services : Mzansi Golden Economy (2,409) (2,539) (2,675)
National Arts Council of South Africa: Operations (950) (1,001) (1,054)
Grand Total (3,359) (3,540) (3,729)
9
37
EARMARKED/RING-FENCED FUNDS
2014/15 2015/16 2016/17
R’000 R’000 R’000
Community Library Services (National) 23,615 28,695 32,467
Pan South African Language Board 83,497 87,338 91,967
Capital Works: Infrastructure at Public Entities 540,083 564,927 594,869
National Film & Video Foundation: Development of local film industry
62,466 65,339 68,802
Bursaries for Heritage Professionals 4,770 4,989 5,253
Mzansi Golden Economy Strategy Projects 267,644 279,839 294,668
Community Library Services Grant 1,016,210 1,340,562 1,411,612
Grand Total 1,998,285 2,371,689 2,499,638
10
38
SUMMARY OF BUDGET PER PROGRAMME AND ECONOMIC CLASSIFICATION
11
39
PROGRAMME 1: ADMINISTRATION
Economic Classification 2014/15 2015/16 2016/17
R’000 R’000 R’000
Compensation of Employees 81,583 86,604 92,445
Goods and Services (Departmental Activities)
52,747 54,957 57,726
Office Accommodation (Goods & Services)
86,538 90,519 95,317
Payments for Capital Assets 7,398 7,738 8,148
Total 228,266 239,818 253,636
12
40
PROGRAMME 2: INSTITUTIONAL GOVERNANCE
Economic Classification 2014/15 2015/16 2016/17
R’000 R’000 R’000
Compensation 28,379 30,079 31,998
Goods & Services 47,302 49,416 52,053
Foreign Govnments & International Organisations 1,909 1,997 2,103
Non-Profit Institutions 21,718 22,740 23,972
Households (Project funding) 500 500 500
Grand Total 99,808 104,732 110,626
13
41
PROGRAMME 3: ARTS AND CULTURE PROMOTION AND DEVELOPMENT
Economic Classification 2014/15 2015/16 2016/17
R’000 R’000 R’000
Compensation 46,169 49,132 52,500
Goods & Services 221,168 228,903 248,980
Departmental Agencies & Accounts 643,717 684,265 711,001
Higher Education Institutions 7,700 9,250 9,200
Public Corporations 2,400 2,500 2,500
Non-Profit Institutions 84,599 89,572 86,053
Households (Project funding) 27,123 27,513 29,332
Grand Total 1,032,876 1,091,135 1,139,566
14
42
PROGRAMME 4: HERITAGE PROMOTION AND PRESERVATION
Economic Classification 2014/15 2015/16 2016/17
R’000 R’000 R’000
Compensation 53,779 57,135 60,940
Goods & Services 72,600 75,559 83,656
Provinces and Municipalities (Conditional Grant) 1,016,210 1,340,562 1,411,612
Departmental Agencies & Accounts 999,723 1,039,737 1,104,953
Higher Education Institutions 4,770 4,989 5,253
Foreign Governments & International Organisations 1,100 1,200 1,300
Non-Profit Institutions 15,584 16,910 13,603
Households (Project funding) 32 58 78
Grand Total 2,163,798 2,536,150 2,681,395
15
43
ALLOCATIONS TO PUBLIC ENTITIES
16
44
Playhouses2014/15R ’000
2015/16R’000
2016/17R’000
Artscape (Subsidy) 50,755 53,090 55,904
Artscape (Capital Transfer) 47,950 - -
Market Theatre (Subsidy) 27,810 29,089 30,631
Market Theatre (Capital Transfer) - 29,000 28,000
Performing Arts Centre of The Free State (Subsidy) 37,690 39,424 41,513
Performing Arts Centre of The Free State (Capital Transfer) 15,348 21,332 12,692
Playhouse Company (Subsidy) 43,085 45,076 47,465
Playhouse Company (Capital Transfer) 19,400 36,200 46,100
State Theatre (Subsidy) 45,028 47,099 49,595
State Theatre (Capital Transfer) 14,080 13,854 10,150
Windybrow Theatre (Subsidy) 10,703 11,195 11,788
Arts Institutions
17
45
Arts Institutions2014/15R ’000
2015/16R’000
2016/17R’000
National Arts Council 91,865 96,089 101,182
National Arts Council ( Capital Transfer) 11,000 12,000 15,000
National Cultural Industries Skills Academy 10,000 11,000 12,100
Business Arts of South Africa 7,312 7,648 8,053
National Film and Video Foundation Total Allocation 121,588 131,721 142,907
National Film and Video Foundation - Development of local film industry
62,466 65,339 68,802
National Film and Video Foundation (Subsidy) 49,122 51,382 54,105 National Film and Video Foundation (Capital Transfer) 10,000 15,000 20,000
Arts Institutions
18
46
Heritage Institutions2014/15R ’000
2015/16R’000
2016/17R’000
Afrikaanse Taalmuseum 5,308 5,597 5,894
Afrikaanse Taalmuseum ( Capital Transfer) 6,000 7,637 -
Engelenburg House Art Collection 289 302 318
Freedom Park Trust 70,470 73,712 77,619
Freedom Park Trust ( Capital Transfer) 2,000 9,131 8,166
Iziko Museums of Cape Town 65,331 68,336 71,958
Iziko Museums of Cape Town ( Capital Transfer) 40,847 50,100 40,000
Luthuli Museum 8,890 9,329 9,848
Luthuli Museum (Capital Transfer) 2,083 2,800 18,359
KwaZulu-Natal Museum 17,376 18,175 19,138
KwaZulu-Natal Museum ( Capital Transfer) 8,356 12,103 16,181
National Heritage Council 55,917 58,475 61,574
National Museum 41,085 43,333 45,630
19
Heritage Institutions
47
Heritage Institutions2014/15R ’000
2015/16R’000
2016/17R’000
National Museum (Capital Transfer) 11,430 16,500 22,500
Nelson Mandela Museum 20,124 21,143 22,264
Nelson Mandela Museum ( Captial Transfer) 4,414 550 -
Robben Island Museum 65,414 68,419 72,045
Robben Island Museum (Capital Transfer) 29,110 33,167 52,396
South African Heritage Resources Agency 46,417 48,552 51,125
South African Heritage Resources Agency (Capital Transfer)
1,000 5,950 3,900
National English Literary Museum 8,657 9,055 9,535
National English Literary Museum ( Capital Transfer) 39,872 32,000 20,000
Voortrekker/Msunduzi Museum 11,935 12,484 13,146
Voortrekker/Msunduzi Museum (Capital Transfer) 13,028 2,000 1,000
War Museum of the Boer Republics 8,613 9,121 9,604
War Museum of the Boer Republics ( Capital Transfer)
856 - 1,000
William Humphreys Art Gallery 5,960 6,234 6,564
William Humphreys Art Gallery ( Capital Transfer) 1,000 500 2,500
20
Heritage Institutions
48
2014/15R ’000
2015/16R’000
2016/17R’000
Ditsong Museum 66,350 69,402 73,080
Ditsong Museum ( Capital Transfer) 28,745 4,089 3,000
Libraries
National Library of South Africa 72,387 75,716 79,729
National Library of South Africa ( Capital Transfer) 5,451 4,143 2,513
Blind South Africa 6,795 7,108 7,485
Blind South Africa ( Capital Transfer) 1,345 - 4,750
South African Library for the Blind 16,612 17,376 18,297
South African Library for the Blind ( Capital Transfer) 2,165 4,645 5,250
Constitutional Institution
The Pan South African Language Board (PanSALB) 83,497 87,338 91,967
21
Heritage Institutions
49
The re-classification of Transfer Payments implemented by Treasury; No additional funding allocated to the Department in the 2014/15 ENE; Cost containment measure to be implement over the medium term; Commitment register: committed projects and goods and services transactions; List of Transfers for committed projects will be provided by the Budget Office to
the relevant Programmes; Alignment of budget to Annual Performance Plan (APP); The Department to provide the documented process following the call for
proposals, the criteria applied at each phase of the process as well as any conditions set to National Treasury.
22
2014/15 KEY HIGHLIGHTS
WAY FORWARD
Currently finalising the annual report Have started the process of rolling out the sector-wide
strategic planning process Consultations with the sector will start from the 10th July 2014 Strategic planning retreat is planned for the last week of July
2014 First draft of the Strategic Plan and APP will be ready by 30
August 2014 The second draft in November 2014 and the final drafts in
February 2015
NGIYABONGA KAKHULU