Promoting Artistic Excellence in South Africa

1. NATIONAL ARTS COUNCIL OF SOUTH AFRICA PRESENTATION TO PORTFOLIO COMMITTEE ON ARTS AND CULTURE 6 NOVEMBER 2007 – 10H00 VENUE: ROOM V226, SECOND FLOOR OLD ASSEMBLY WING, 120 PLEIN STREET, CAPETOWN.

2. NATIONAL ARTS COUNCIL OF SOUTH AFRICA INDEXPAGES Background of the National Arts Council of South Africa. 3 - 5 2. Review of the Annual Report 2007 year. 2.1 Financial Review and Audit Report, and 6 - 10 2.2 Funding Allocations. 11 - 13 Background to Accumulated Surplus. 14 - 17 4. Highlights. 18 5. Challenges. 19 6. Thank you note. 20 7. Summary of Budget 2008 / 2009 Year. 21

3. 1. BACKGROUND OF THE NATIONAL ARTS COUNCIL OF SOUTH AFRICA OUR VISION To promote, through the arts, the free and creative expression of South Africa’s cultures. MISSION To develop and promote excellence in the arts.

4. 1. Background of the National Arts Council of South Africa. • The NAC was established through Act no 56 of 1997. Its vision is to promote through the arts, the free expression of South Africa’s cultures, while its mission is to promote excellence in the arts. • The NAC receives its annual grant from the National Department of Arts Culture. The NAC is governed by a Board which comprises 23 members, 14 of whom are appointed by the Minister of Arts and Culture, the remaining 9 members are the provincial representatives. • The Board is mandated to approve recommendations for funding from Advisory Panel members. Advisory Panel members are publicly nominated and appointed by the Board. • The National Arts Council currently offers financial support to organisations and individuals involved in dance and choreography, literature, music, theatre, multi-discipline, visual arts and craft projects. Each discipline is chaired by a Board member.

5. Appointment of New Council 1. Background of the National Arts Council of South Africa • The NAC operated without a Council for approximately 18 months and a new Council was only inaugurated in September 2006, 6 months into the year under review. • The Council had to prioritise its plans and the top three priorities and key deliverables for the year under review were identified as:- 1. An improved Audit Report, 2. An improved Staff moral, 3. An improved Public image. • Whilst the Council recognised that funding remains an integral part of the NAC’s work, it is clear that this is not the only role for which it was established. • The key aspect of the NAC’s strategy relates to the development of an integrated model that will ensure harmonious work between the Provincial Arts and Culture, the Provincial Department of Arts and Culture as well as the NAC. This will necessitate the overhaul of the funding model and the Council plans a series of consultative meetings with all stakeholders over a period of time. • The three year strategy will include improved grant making processes, transformation in the arts research and policy, broader cultural participation and audience development, international liaison and fostering a shared South African identity.

6. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.1 STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2007 Note 2007 2006 R R REVENUE 83,288,180 53,033,458 Grants received 62,081,000 47,894,000 Grants and initiatives expired 8 16,935,180 2,170,508 Interest received 3,892,448 2,614,774 Other income 379,552 354,176 EXPENDITURE 58,517,648 54,510,482 Agreed distribution transferred to project and bursary creditors and initiatives 10 48,202,957 45,571,768 Operating costs 10,314,691 8,938,714 Surplus / ( Deficit ) for the year 24,770,532 (1,477,024)

7. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.1 STATEMENT OF CHANGES IN NET ASSETS FOR THE YEAR ENDED 31 MARCH 2007 Accumulated Total surplus R R Balance at 1April 2005 6,646,635 6,646,635 Net deficit for the year (1,477,024) (1,477,024) Balance at 31 March 2006 5,169,611 5,169,611 Surplus for the year 24,770,532 24,770,532 Balance at 31 March 2007 29,940,143 29,940,143

8. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.1 STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2007 Note 2007 2006 R R ASSETS NON - CURRENT ASSETS Property, plant and equipment 3 3,324,401 3,405,649 CURRENT ASSETS 64,052,512 51,901,035 Accounts receivable 4 684,824 1,373,000 Cash and cash equivalents 5 63,367,688 50,528,035 TOTAL ASSETS 67,376,913 55,306,684

9. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.1 STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2007 Note 2007 2006 R R NET ASSETS TOTAL NET ASSETS 29,940,143 5,169,611 Accumulated surplus 29,940,143 5,169,611 LIABILITIES CURRENT LIABILITIES 37,436,770 50,137,073 Accounts payable 6 199,956 262,877 Provisions 7 276,134 142,827 Projects and bursaries payable 8 34,502,249 45,568,187 Administered Funds 9 2,458,431 4,163,182 TOTAL NET ASSETS AND LIABILITIES 67,376,913 55,306,684

10. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.1Summary of the Audit Report History for the past 4 years. • Over the 3 years preceding the year under review, the institution’s governance and compliance record grew steadily worse. • However, the audit outcome for the 2006/7 year is evidence of a comprehensive turnaround in this area.

11. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.2 FUNDING ALLOCATIONS 2006 - 2007

12. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.2 FUNDING ALLOCATIONS – PER DISCIPLINE 2006 - 2007

13. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 2.2 FUNDING ALLOCATIONS PER PROVINCE 2006 - 2007

14. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 3. Background To Accumulated Surplus • Over the period, 2004 to 2007, the NAC has cumulatively allocated in excess of 75% of its annual parliamentary appropriation to grants to the arts in accordance with S16(2)(a) of the NAC Act. • Over the 4-year period 86% of the parliamentary appropriation was allocated as grants. These grants allocations are held in a current liability account from which actual grants disbursements are drawn down and are then reflected in the performance statement as expenditure. While the grants allocations were allocated to applicants in each year, not all applicants were actually paid their allocated funds. This is accumulated surplus is a result of : • Applicants that did not claim their allocations because they became defunct or the • projects for which they applied were no longer viable, • Applicants whose allocations were withheld due to contractual non-compliance and • Interest earned, rental income and savings on administration costs. The result is that a • grants surplus developed and accumulated over the years. • These surpluses were not immediately apparent since they were held as part of the overall • current liability owed to applicants. It was only after an analysis of grants undertaken during • March 2007 to May 2007 that expired grants were identified and quantified as set out in the • table below. Note that expired grants are defined as grants that have either not been • claimed for period of 1 year after the allocation decision was taken; or have not satisfied • contractual terms by the due date.

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18. NATIONAL ARTS COUNCIL OF SOUTH AFRICA 4. HIGHLIGHTS 2006/2007 » NAC delivers its first unqualified audit report in four years » NAC allocates R48,2m to 426 arts entities » NAC allocates 78% of annual parliamentary appropriation as grants to the arts. This is in excess of the legal requirement of 75%. » NAC wins bid to host 2009 the IFACCA (International Federation of Arts Councils and Cultural Agencies) World Summit on Arts and Culture.

19. 5. CHALLENGES OF THE NATIONAL ARTS COUNCIL OF SOUTH AFRICA The strategic challenges that the NAC will need to address in the coming year and beyond are as follows: » The NAC needs to provide leadership in the sphere of public funding of the arts. Currently, the NAC is a small player in an arts funding landscape that is confusing and inefficient. There is now an opportunity, given the NAC’s improved governance environment, to consider centralizing the management of public funds to arts at the National Arts Council. » There is a need for equity and balance of funding across our various communities, the arts disciplines and across our provinces. However, the treatment of this issue should not be approached naively but should take account of the inherent complexities of resource allocation in the arts. » There is a dire need for intervention in the arts at the sectoral level. Such intervention – which would include sector research, advocacy, policy input and the like – is very much a part of the NAC’s mandate and the NAC must step into the breach. » The NAC must identify its stakeholders and engage more effectively with them – such engagement should not emphasize the promotion of the NAC but should seek to add value to the NAC’s stakeholders through the dissemination of information and knowledge. … Budget

20. 6. THANK YOU The National Arts Council of South Africa wishes to thank the Portfolio Committee on Arts and Culture. Mr Nicholas Motsatse, Chairperson of the NAC Board. Ms Brenda Madumise Deputy Chairperson of the NAC Board. Mr Navin Lakha, Chairperson of the Audit Committee. Mr Kiran Isvarlal, Chief Financial Officer. Mrs Julie Diphofa, Chief Operating Officer. Presentation prepared by : Mr Kiran Isvarlal (Chief Financial Officer),Mrs.Julie Diphofa ( Chief Operating Officer ), Mrs Nazlie Walters(Finance Officer) and Mr Andy Perumal ( IT and Database Officer).