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.


BUDGET PROGRAMME

PROGRAMME NAME


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


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


Creation of a holistic enabling environment for growth, transformation and social cohesion


BUDGET PROGRAMME

PROGRAMME NAME


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


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


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


Human capital development Outcome 12Outcome 4Outcome 14

Number of heritage studies bursaries awarded per year


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


Development, protection, preservation and promotion of arts, culture and heritageJob Creation

Outcome 4Outcome 14

Number of handheld flags distributed per year



Outcome 4Outcome 14

Number of community libraries upgraded per year




Number of new community libraries built




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


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



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



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

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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

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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

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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

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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

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PROGRAMME 1: ADMINISTRATION


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


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


Households (Project funding) 500 500 500

Grand Total 99,808 104,732 110,626

13

41

PROGRAMME 3: ARTS AND CULTURE PROMOTION AND DEVELOPMENT


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


Public Corporations 2,400 2,500 2,500


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


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


Foreign Governments & International Organisations 1,100 1,200 1,300


Households (Project funding) 32 58 78

Grand Total 2,163,798 2,536,150 2,681,395

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ALLOCATIONS TO PUBLIC ENTITIES

16

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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

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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

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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

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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

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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

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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.

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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

2014/15 app and budget estimates for the department of arts and culture presentation to the pc: arts...

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