2015-2020 STRATEGIC PLAN AND 2015/16 ANNUAL PERFORMANCE PLAN PRESENTED TO THE PORTFOLIO COMMITTEE ON...

2015-2020 STRATEGIC PLAN AND2015/16 ANNUAL PERFORMANCE PLAN PRESENTED TO THE

PORTFOLIO COMMITTEE ONARTS AND CULTURE

28 APRIL 2015

Introduction and Background

Purpose

3

This presentation aims to provide the Portfolio Committee on Arts and Culture with an overview of the South African State Theatre 2015-2020 Strategic Plan and 2015/16 Annual Performance.

Institutional Overview

4

• 2015/16 BudgetR89,367,000

– Entity Self-Generated Revenue R25,494,000 (29%)– DAC Grant Funding R63,873,000 (71%)

• 2015-2021 CAPEX Budget R99,537,000• Total Employees 122• Performance Venues 6• Infrastructure Extent 72,000m2

Complex• Total Audience Capacity 2,728

(concurrent)• Average Annual Audience 152,764

Significant Achievements

5

• Home to the best of South African theatre• Short-term job opportunities created

• Theatre goers attending our productions

• 85 internal productions and 3 annual festivals• Diverse genres presented (Drama, Opera, Musicals, Concerts,

Comedy, Set-works, Children's Theatre)• Focus on local content, themes and topics affecting South Africans• Toured productions to Grahamstown National Arts Festival,

Edinburgh Festival in Scotland, Baxter Theatre in Cape Town, Playhouse in Durban and Mmabana Mahikeng

• 20 Plays for 20 Years of Freedom• Unqualified 2013/14 Audit

2012/13 2013/14 2014/15

1,196 1,615 1,614

2012/13 2013/14 2014/15

183,261 132,081 136,582

20 Plays for 20 Years of Freedom

6

1. US – A ROOM FULL OF WOMEN, 14 – 24 August 20142. MZANSINDIA, 25 September – 05 October 20143. VILLAGE SQUARE, 26 – 28 September 20144. THE LEGEND OF AFRICA, 07 – 19 October 20145. HAPPY, 10 – 19 October 20146. ANOTHER TIME, 08 – 19 October 20147. THANDI – THE MUSICAL, 24 October – 02 November 20148. THE CROWD, 23 October – 02 November 20149. COMRADE BABBLE, 28 October – 09 November 201410. AFFLECKTION, 05 – 16 November 201411. LIMPOPO – THE MUSICAL, 07 – 16 November 201412. ANNA K, 25 – 30 November 201413. BHEKI KHOZA, 25 – 30 November 201414. MEZE, MIRA AND MAKEUP, 01 – 15 December 201415. JOSEPH CLARKE’S “I DON’T ONLY SING QUEEN”, 13 – 18 January 201516. CALL US CRAZY, 15 – 25 January 201517. MAKING MANDELA, 03 – 15 February 201518. DIE GESELSKAP, 06 – 15 February 201419. TOWNSHIP FUNERAL, 17 – 29 March 201520. SAK & PAP, 07 – 19 April 2015

Sectoral Accolades

7

• 31 Naledi Award Nominations in 2015 for SAST Productions

• 19 Nominations for Aubrey Sekhabi• 13 Nominations for Marikana the Musical• 5 Nominations for Hungry• 5 Nominations for Mating Birds• 5 Nominations for Reik Na Die Sterre• 2 Nominations for Smaarties

Strategic Direction

Mandate Role

9

Constitutional MandateThe mandate of the SA State Theatre is derived directly from the legislative mandate of the Department of Arts and Culture which in turn comes from the Constitution of the Republic of South Africa Act, 1996.

Legislative MandateAs a Cultural Institution we are established under the auspices of the Department of Arts & Culture and are then bound by the Public Finance Management Act 1 of 1999 (PFMA) as well as other applicable legislation.

Policy MandateThe SAST has aligned its legislative mandate to the Department of Art and Culture’s drivers, outcomes and/or outputs.

Mission - Vision - Values

10

VISION

To be the National Flagship for the facilitation of Socio-Economic development in the Performing Arts Sector.

MISSION

To present an Artistic offering, of optimal quality, that integrates social and cultural diversity.

To provide development opportunities to emerging Arts Practitioners to learn and perform with the aim of

becoming commercially competitive.

To provide effective Audience Development Programmes which will result in patrons supporting the

economic objectives of the Performing Arts.

To maintain and upgrade our unique Theatre facilities to support our Artistic ambitions and our self-generating

revenue objectives.

CORE VALUES

· Transparency

· Accountability

· Freedom of expression

· Honesty

· Integrity

· Excellence

Strategic Goals

11

Strategic Outcome Oriented Goal

Description

Strategic Outcome

Oriented Goal 1Present In-house Performing Arts productions

Goal Statement To present the very best In-house developed and externally sourced Performing Arts work.

Strategic Outcome

Oriented Goal 2Provide development opportunities for emerging Arts Practitioners in the context of our programmes

Goal StatementTo provide development opportunities for emerging Arts Practitioners to learn, perform and stage their Productions thereby encouraging Socio-Economic Development.

Strategic Outcome

Oriented Goal 3Generate revenue from commercial activities which includes Ticket Sales, Rentals, Fundraising and Front of House Sales

Goal StatementTo engage in commercial activities which generate revenue that combined with the Government Grant funds operational expenses

Strategic Outcome

Oriented Goal 4Ensure long term sustainability of Buildings and Assets

Goal StatementTo maintain and upgrade our unique Theatre facilities in support of our Artistic ambitions and to ensure its long-term economic sustainability

Strategic Outcome

Oriented Goal 5Develop Theatre going Audiences

Goal Statement To promote audience diversity and growth by implementing Audience Development Programmes

Strategic Outcome

Oriented Goal 6Ensure compliance with applicable Laws, Regulations and Statutory Legislation

Goal StatementTo comply with applicable Laws, Regulations and Statutory Legislation including the PFMA, the Cultural Institutions Act, Treasury Regulations and the LRA

Artistic Calendar

12

• 33 Jazz Concerts• 20 Stand-up Comedy Nights• 3 Annual Performing Arts Festivals– Youth Expressions Festival– Vavasati International Women's Festival– Mzansi Fela Festival

• 18 Core Productions• 10 Indie Spotlight Productions, featuring Prominent

Emerging Directors and Artists

Five Year Strategic Plan(2015-2020)

Strategic Objectives

14

(Goal) (Key Output - SMART)

Raise Sponsorship and Donor revenue. Increased Sponsorship and Donor revenue.

Generate rental revenue from the SAST immovable property portfolio, i.e. Kilnerton, Office Blocks, Theatres, Restaurants and other spaces.

Increased rental revenue.

Generate rental revenue from Decor and Wardrobe. Increased Décor and Wardrobe rental revenue.

Generate revenue from ticket sales. Increased ticket sales revenue.

Generate revenue from the P arking garage. Increased P arking garage revenue.

Generate revenue from Front of House sales. Increased Front of House sales.

Implement CAP EX projects, per UAMP . Successful completion of CAP EX projects.

Implement the Maintenance P rogramme. Successful implementation of the Maintenance P rogramme.

Secure environment for both staff and patrons to ensure no incident of violence or crime occurs in the entity.

No incidents of violence or crime.

Achieve an Unqualified Audit report. Consistent clean Audits.

Comply with South African Labour Acts.Conformity with relevant acts and on-time submission of accurate regulatory returns and/or reports.

Goal 6: Ensure compliance with applicable Laws, Regulations and Statutory Legislation

Goal 4: Ensure long term sustainability of Buildings and Assets

Goal 3: Generate revenue from commercial activities which includes Ticket Sales, Rentals, Fundraising and Front of House Sales.

Programme 1: Administration

Outcome Indicators

Key Outcome

Programme Measurable Objectives

Strategic Objectives, continued

15


Stage In-house produced Festivals.In-house Festivals to coincide with youth month, women's month and December holidays.

Stage Indie-Spotlight P roductions.Increased diversity of productions through the Indie-Spotlight programme.

Stage In-house P roductions, including the Rendezvouz programme.Consistent staging of In-house P roductions, including the Rendezvouz programme.

Short term job opportunities created by In-house P roductions.Consistent creation of quality employment opportunities in the performing arts sector.

Implement the marketing strategy.Marketing plans developed, approved and implemented for each production of the annual artistic calendar.

Establish media partnerships to promote SAST and productions.Successful establishment media partnerships which promote SAST and productions.

Implement the audience development strategy.

Increase audience attendance.

Conduct surveys of patron satisfaction.Accurate and reliable surveys which inform production development and audience development activities.

Key Outcome


Increased diverse audiences.

Goal 5: Develop Theatre going Audiences

Goal 1: P resent In-house P erforming Arts productions

Programme 2: Business Development

Outcome Indicators

Strategic Objectives, continued

16


Implement the Community Outreach Fieldwork programme in collaboration with Tshwane University of Technology.

Ongoing participation by Communities in the programme.

Implement the Schools Outreach programme. Ongoing participation by Schools in the programme.

P rovide dramaturgy to Directors of productions. Directors that are capable of staging high quality productions.

Stage School set-works.School set works staged in collaboration with basic education in order to support the national curriculum statement.

Stage In-house P roductions through touring and performing at venues outside the State Theatre.

SAST productions presented at both national and international theatrical performance venues.

P rovide internship positions. Internship opportunities created and filled.

Outcome Indicators

Key Outcome


Goal 2: P rovide development opportunities for emerging Arts P ractitioners in the context of our programmes

Programme 3: Public Engagement

Strategic Indicators and Targets

17

Programme Performance Indicator(Programme performance indicators must be read in conjunction with Annexure: Technical

Indicators)

(Key Output - SMART) (Unit of Measure) 5 Year Target Target Target Target Target

Raise Sponsorship and donor revenue. Sponsorship and donor revenue recognised. R 12,210,200 R2,000,000 R2,200,000 R2,420,000 R2,662,000 R2,928,200


P roperty rental revenue recognised. R 46,321,781 R9,023,183 R9,014,638 R8,971,914 R9,420,510 R9,891,536

Generate rental revenue from Decor and Wardrobe.

Décor and Wardrobe rental revenue recognised. R 8,160,643 R1,589,640 R1,588,135 R1,580,608 R1,659,639 R1,742,621

Generate revenue from ticket sales. Ticket sales revenue recognised. R 12,101,353 R2,491,379 R2,322,428 R2,311,672 R2,427,256 R2,548,618

Generate revenue from the P arking garage. P arking garage revenue recognised. R 54,910,488 R10,696,207 R10,686,078 R10,635,433 R11,167,205 R11,725,565

Generate revenue from Front of House sales. Front of House sales revenue recognised. R 19,524,886 R1,586,879 R4,335,852 R4,314,720 R4,530,456 R4,756,979

Implement CAP EX projects, per UAMP .Number of CAP EX projects, per UAMP , completed.

38 10 6 8 7 7

Implement the Maintenance P rogramme.Number of Maintenance P rogramme activities completed.

7 7 7 7 7 7

Secure environment for both staff and patrons to ensure no incident of violence or crime occurs in the entity.

Number of incidents of violence or crime reported to the South African P olice Services.

20 incidents 4 incidents 4 incidents 4 incidents 4 incidents 4 incidents

Achieve an Unqualified Audit report. Audit opinion

Unqualified Audit report for each Financial Year

completed

Unqualified Audit report (2014/15 Financial Year)





Comply with South African Labour Acts.

Number of incidents of non-compliance with Labour Relations Act, Basic Conditions of Employment Act, Employment Equity Act, P ublic Employment Services Act, SDL, UIF and P AYE.

0 incidents 0 incidents 0 incidents 0 incidents 0 incidents 0 incidents

2016/2017 2017/2018 2018/2019 2019/2020


5 Year Term

2015/2016Programme Measurable Objectives

Strategic Targets

Strategic Indicators and Targets, continued

18


Indicators)


Stage In-house produced Festivals. Number of In-house Festivals staged. 15 3 3 3 3 3

Stage Indie-Spotlight P roductions. Number of Indie-Spotlight productions staged. 50 10 10 10 10 10

Stage In-house P roductions, including the Rendezvouz programme.

Number of In-house P roductions staged, including the Rendezvouz programme.

275 55 55 55 55 55

Short term job opportunities created by In-house P roductions.

Number of short term job opportunities created by In-house P roductions.

4,500 800 850 900 950 1000

Implement the marketing strategy.Developed, approved and implemented marketing plans for each production of the annual artistic calendar.

A marketing plan developed,

approved and implemented for each production

of the annual artistic calendar.
















Establish media partnerships to promote SAST and productions.

Number of media partnerships established. 15 3 3 3 3 3

Implement the audience development strategy.Developed, approved and implemented audience development plan for each production of the annual artistic calendar.

An audience development plan

developed, approved and

implemented for each production






















Increase audience attendance.Audience attendance numbers for both In-house Artistic P roductions and Rental P roductions.

615,000 120,000 120,000 120,000 125,000 130,000

Conduct surveys of patron satisfaction.Number of patron satisfaction surveys conducted.

20 4 4 4 4 4

2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

5 Year Term

Programme Measurable ObjectivesStrategic Targets


Strategic Indicators and Targets, continued

19


Indicators)


Implement the Community Outreach Fieldwork programme in collaboration with Tshwane University of Technology.

Number of Communities participating in the programme.

75 15 15 15 15 15

Implement the Schools Outreach programme.Number of Schools participating in the programme.

75 15 15 15 15 15

P rovide dramaturgy to Directors of productions. Number of Directors provided with dramaturgy. 50 10 10 10 10 10

Stage School set-works. Number of School set-works staged. 15 3 3 3 3 3

Stage In-house P roductions through touring and performing at venues outside the State Theatre.

Number of tours to stage In-house P roductions outside the State Theatre.

10 2 2 2 2 2

P rovide internship positions. Number of interns appointed. 30 6 6 6 6 6

2019/20202015/2016 2016/2017 2017/2018 2018/2019Strategic Targets

5 Year Term



Budget - By Programme Classification

20

Rand thousand 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020

Objective/Activity

Administration 65,980 63,903 80,077 84,082 88,285

Business Development 21,966 21,945 21,841 22,933 24,080

Public Engagement 1,422 1,420 1,412 1,483 1,557

Total 89,367 87,268 103,331 108,498 113,922

5 Year Term

Key Risks

21

Strategic Objective Risk Category and Description Impact Current Controls P lanned Mitigation

Stage In-house produced Festivals. Stage Indie-Spotlight P roductions. Stage In-house P roductions, including the Rendezvouz programme.

Budget allocation. Inadequate budget allocation. Inadequate operational funding.

4.44Critical

15% of the total DAC grant is currently allocated. The number of performances planned are to be limited to the 15% grant. Supplemental funding to be sourced from sponsorships.

Comply with South African Labour Acts.Skills capacity and capability. Skills shortage.

3.89Major

Submission of regulatory returns and Quarterly reporting on compliance ensures oversight.

Career development for HR staff.

Increase audience attendance.

Attraction and retention of audience. Loss of potential audience. Number, quality, relevance of productions to audience. Quality of SAST offering: relevant, current, first to market. Inability to reach and attract potential audiences.

4Major

Survey conducted to establish typical patron profile. Detailed, segmented, database of current, past and potential patrons developed. Sales and Marketing Strategy revised.

Realignment of the Sales and Marketing department and Strategy.

Generate revenue from ticket sales.

Production planning. P roduction planning, including selection and number of performance days.

3.67Major

Artistic plan developed and submitted to the Artistic Committee to ensure appropriate productions are selected.

Ring-fence non-commercial mandate driven productions. Introduce commercial productions with a view to collaborate with external producers. Re-introduce productions in demand by the market, such as large-scale musicals.

Achieve an Unqualified Audit report.Legal and regulatory compliance. Non-compliance with the P FMA, National Treasury Regulations and GRAP .

4.11Critical

Establishment of the SCM department. Centralization of procurement.

Establish and enforce controls. P rovide SCM personnel with ongoing training and development.

Generate revenue from the P arking garage. Generate revenue from Front of House sales.

Rental productions. Over reliance on rental productions to support front of house and parking.

3.89Major

Focus on daytime parkers to increase revenue. Theatre rental schedule finalized 6 months prior to start of the year.

Secure long-term parkers contracts. Attract more external producers through co-producing. Re-introduce previous producers through competitive package offering.

Generate revenue from ticket sales.Competition. Competition from other theatres.

3.11Major

Current pricing strategy adopts the approach of maintaining low prices.

Realignment of the Sales and Marketing department and Strategy. Benchmark ticket prices against competitors to ensure competitive pricing structure.

Development P rogramme.

Development. Development projects not fully funded. 2.11

ModerateAllocation of sponsorship income to development productions.

To source funding from sponsors.


Adequacy of the theatre facilities. Competing facilities. Inadequate funding to maintain and upgrade our unique theatre facilities in support of our artistic ambitions and ensure its long-term economic sustainability.

3.44Major

Funding of upgrades supported by the UAMP CAP EX projects.

DAC approached to expand the scope of the UAMP to include maintenance programmes. To enter into co-producing agreements. Current offering to be benchmarked against competitors to create competitive package offering. To implement an annual price review.

Capital Works Plan

22

Service Description Budget TypeExpenditure

Estimate (Year 0 2014/2015)

Expenditure Estimate (Year

1 2015/2016)


2 2016/2017)


3 2017/2018)


4 2018/2019)

Expenditure Estimate (Year 5 2019/2020)

Expenditure Estimate (Year 6 2020/2021)

Upgrading of Drama sound system Upgrade -R -R -R 4,000,000R 1,500,000R 1,500,000R -R

Air-conditioning ducting replacement Refurbishment -R -R -R 7,000,000R 7,000,000R 7,000,000R -R

Repainting of State Theatre parking garage. Refurbishment -R -R -R 1,500,000R -R -R 2,500,000R

Upgrade of the Drama Stage Equipment Upgrade 800,000R 3,604,000R 800,000R 3,500,000R -R -R -R

Replacement of passenger lifts Refurbishment 3,800,000R 3,800,000R 3,800,000R -R -R -R -R

Replacement of stage lighting equipment Refurbishment -R 800,000R 2,000,000R -R 2,000,000R -R -R

Replacement of air-conditioning cooling tower sand filters Refurbishment 140,000R -R -R -R -R -R -R

Upgrading of Audio-visual Stage Equipment Upgrade 1,950,000R 1,950,000R 2,100,000R -R -R -R 3,000,000R

Replacement of suspended ceilings Refurbishment -R 550,000R -R -R 750,000R -R -R

Refurbishment of foyer and ablutions Refurbishment -R 4,000,000R 2,000,000R -R -R -R -R

IT Network Development Upgrade -R 750,000R -R -R 1,500,000R -R 1,500,000R

Upgrade of Security Radio System Upgrade -R 240,000R 350,000R 1,350,000R 1,240,000R 1,000,000R -R

Renovations of Kilnerpak Stores Refurbishment -R 500,000R -R 2,000,000R -R 1,500,000R 500,000R

Surfacing of the parking space Refurbishment -R 550,000R -R -R -R 800,000R -R

Major service on air-conditioning and chillers Repair & Maintenance -R -R -R 1,980,000R -R 2,100,000R -R

P lanned Maintenance Repair & Maintenance -R -R -R 3,434,000R 3,640,000R 3,859,000R 4,090,000R

6,690,000R 16,744,000R 11,050,000R 24,764,000R 17,630,000R 17,759,000R 11,590,000R

4 10 6 8 7 7 5TOTAL CAPITAL INVESTMENT

TOTAL NUMBER OF PROJ ECTS

Organisational Chart

23

2015/16Annual Performance Plan

Performance Indicators and Targets

25

Programme Performance Indicator(Programme performance indicators must be read in conjunction with Annexure G, Technical Indicators)

(Unit of Measure) TargetResource Allocation

TargetResource Allocation

1st 2nd 3rd 4th

SP I1 Sponsorship and donor revenue recognised. R3,300,000 R0 R2,000,000Component of

SP MAnnually n/a n/a n/a R2,000,000

SP I2 P roperty rental revenue recognised. R7,900,235 R 5,566,521 R9,023,183 R 14,843,458 Quarterly R 2,706,955 R 2,706,955 R 1,804,637 R 1,804,636

Rental revenue from Décor and Wardrobe hire

SP I3 Décor and Wardrobe rental revenue recognised. R1,837,812 R 2,984,971 R1,589,640 R 3,152,130 Quarterly R 476,892 R 476,892 R 317,928 R 317,928

Revenue from Ticket Sales

SP I4 Ticket sales revenue recognised. R2,197,272 R 126,720 R2,491,379Component of

SP MQuarterly R 622,845 R 622,844 R 830,460 R 415,230

Parking Revenue

SP I5 P arking garage revenue recognised. R10,243,260 R 1,642,370 R10,696,207 R 1,734,343 Quarterly R 2,807,754 R 2,807,754 R 2,272,944 R 2,807,755

Front of house Revenue

SP I6 Front of House sales revenue recognised. R1,931,120 R 5,020,315 R1,586,879 R 5,301,453 Quarterly R 396,720 R 396,720 R 528,960 R 264,479

SPB Capital Works Projects

SP B1 Number of CAP EX projects, per UAMP , completed. 12 R 9,258,000 10 R 16,744,000 Annually n/a n/a n/a 10

SP B2 Number of Maintenance P rogramme activities completed.

Annual maintenance programme

implementation complete

R 14,124,287 7 R 18,659,247 Annually n/a n/a n/a 7

SP B3Number of incidents of violence or crime reported to the South African P olice Services.

0 incidentsRefer to

operational budget

4 incidentsRefer to

operational budgetQuarterly 1 incidents 1 incidents 1 incidents 1 incidents

SP R1 Audit opinionUnqualified Audit report (2013/14 Financial Year)

R 20,307,704Unqualified Audit report (2014/15 Financial Year)

R 11,394,230 Annually n/aUnqualified Audit report (2014/15 Financial Year)

n/a n/a

Compliance with all South African Labour Acts

SP R2

Number of incidents of non-compliance with Labour Relations Act, Basic Conditions of Employment Act, Employment Equity Act, P ublic Employment Services Act, SDL, UIF and P AYE.

0 incidents R 2,951,210 0 incidents R 3,116,478 Quarterly 0 incidents 0 incidents 0 incidents 0 incidents

Rental revenue from the Immovable Property Portfolio

Maintenance Programme in compliance with statutory regulations

Secure environment provided to Customers and Staff

Compliance with PFMA and Treasury Regulations

Raise revenue from Sponsorships and Donations

2015/2016


MTEF

Reporting Period

Quarterly Targets 2014/20152014/2015 (BASELINE)

Estimated Performance

Code

Performance Indicators and Targets, continued

26




1st 2nd 3rd 4th

SPA Artistic Productions R 16,335,330 R 8,284,896

SP A2 Number of In-house Festivals staged. 3Component of

SP A3

Component of SP A

Quarterly 1 1 1 n/a

SP A3 Number of Indie-Spotlight productions staged. 10Component of

SP A10

Component of SP A

Quarterly 3 3 2 2

SP A1Number of In-house P roductions staged, including the Rendezvouz programme.

15Component of

SP A55

Component of SP A

Quarterly 14 14 18 9

J ob creation

SP R3Number of short term job opportunities created by In-house P roductions.

750Component of

SP A800

Component of SP A

Quarterly 200 200 267 133

SPM Marketing and Audience Development R 4,465,760 R 4,715,842

SP M1Developed, approved and implemented marketing plans for each production of the annual artistic calendar.

n/aComponent of

SP M




Component of SP M

Quarterly



of the annual artistic calendar performed in the

quarter




quarter




quarter




quarter

SP M2 Number of media partnerships established. 10Component of

SP M3

Component of SP M

Quarterly 1 1 1 n/a

Audience Development:

SP M3Developed, approved and implemented audience development plan for each production of the annual artistic calendar.

n/aComponent of

SP M





Component of SP M

Quarterly





quarter.





quarter.





quarter.





quarter.

SP M4Audience attendance numbers for both In-house Artistic P roductions and Rental P roductions.

191,287Component of

SP M120,000

Component of SP M

Quarterly 30,000 30,000 40,000 20,000

Patron Satisfaction:

SP M5 Number of patron satisfaction surveys conducted. 2Component of

SP M4

Component of SP M

Quarterly 1 1 1 1

2014/2015 (BASELINE) 2015/2016

Estimated Performance MTEF

Reporting Period

Quarterly Targets 2014/2015

Code


Performance Indicators and Targets, continued

27




1st 2nd 3rd 4th

SPD Development Programme R 1,221,098 R 1,421,972

SP D1 Number of Communities participating in the programme. 15Component of

SP D15

Component of SP D

Annually n/a n/a n/a 15

SP D2 Number of Schools participating in the programme. 15Component of

SP D15

Component of SP D


SP D3 Number of Directors provided with dramaturgy. 4Component of

SP D10

Component of SP D

Quarterly 3 3 2 2

SP D4 Number of School set-works staged. 3Component of

SP D3

Component of SP D


SP D5Number of tours to stage In-house P roductions outside the State Theatre.

2Component of

SP A2

Component of SP A

Annually n/a 2 n/a n/a

Learning and Development

SP R4 Number of interns appointed. 2Component of

SP R26

Component of SP R2

Annually 6 n/a n/a n/a

2014/2015 (BASELINE)

Estimated Performance MTEF

Reporting Period

Quarterly Targets 2014/20152015/2016


Code

Budget 2015/16

28

Approved

budget

REVENUE 2014/15 2015/16

R Thousand

Revenue

Entity revenue 29,537 25,494

Sale of goods and serv ices other than capital assets 28,901 24,477

Entity rev enue other than sales 636 1,017

Transfers received 54,465 63,873

Total revenue 84,002 89,367

EXPENDITURE 2014/15 2015/16

Objective/Activity

Administration 61,855 65,980

Business Dev elopment 20,801 21,966

Public Engagement 1,346 1,422

Total expenses 84,002 89,367

Net Surplus / (Deficit) (0) (0)

MTEF

Thank You!

2015-2020 STRATEGIC PLAN AND 2015/16 ANNUAL PERFORMANCE PLAN PRESENTED TO THE PORTFOLIO COMMITTEE ON...

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