The Budgetary Review and
Recommendation Report of the Portfolio Committee on Arts and Culture on the performance of the Department of Arts and
Culture for the 2011/12 financial year,
dated 24 October 2012
The Portfolio
Committee on Arts and Culture, having assessed the performance of the
Department of Arts and Culture for the 2011/12 financial year, reports as
follows:
1. INTRODUCTION
1.1 The role and mandate of the Committee
The role and
mandate of the Committee is to:
·
Consider the Budget Vote of the Department
of Arts and Culture;
·
Consider legislation referred to it;
·
Exercise oversight over the Department of
Arts and Culture and its statutory bodies; and
·
Consider all matters referred to it in
terms of legislation, the Rules of Parliament or resolutions of the House.
In terms of the
Constitution of the
Section 5 of the
Money Bills Amendment Procedures and Related Matters Act No 9 of 2009 provides
that:
·
The National Assembly, through its
Committees must annually assess the performance of each National Department
·
Committees must annually submit Budgetary
Review and Recommendation Reports for tabling in the National Assembly.
A Committee
reporting to the National Assembly in terms of this section must submit its
budgetary review and recommendation report after the adoption of the
Appropriation Bill and prior to the adoption of the reports on the Medium Term
Budget Policy Statements (MTBPS).
For the period
under review, the Portfolio Committee on Arts and Culture, in exercising its
oversight role, had interacted with the Department of Arts and Culture (DAC)
and analyzed its 2010 to 2014 Strategic Plan, the 2011/2012 Annual Report of
the Department, the Auditor- General’s Report, the State of the Nation Address
and the 2010/2011 estimates of the National Expenditure.
1.2 The role and mandate of the Department of
Arts and Culture
The Department
of Arts and Culture is tasked to create an environment conducive for the
growth, development and flowering of
1.2.1
Vision
The Vision of
the Department of Arts and Culture is to develop and preserve South African
culture to ensure social cohesion and nation building.
1.2.2
The mission of
the Department of Arts and Culture is to:
·
Develop and promote arts and culture in
·
Develop and promote the official languages
of
·
Improve economic and other development opportunities
for South African arts and culture nationally and globally through mutually
beneficial partnerships, thereby ensuring the sustainability of the sector;
·
Develop and monitor the implementation of
policy, legislation and strategic
direction for the identification, conservation and promotion of cultural
heritage; and
·
Guide, sustain and develop the archival,
heraldic and information resources of the nation to empower citizens through
full and open access to these resources.
1.2.3
Constitutional
and legislative mandate
The primary
legislative mandate of the Department comes from Section 16(1) and Section 30
of the Constitution of the
Section 16 (1) states that “Everyone has the
right to freedom of expression, which includes:
a) Freedom
of press and other media;
b) Freedom
to receive or impact information or ideas;
c) Freedom
of artistic creativity; and
d) Academic
freedom and freedom of scientific research”.
Section 30
states that “Everyone has the right to use language and to participate in the
cultural life of their choice, but no one exercising these rights may do so in
a manner inconsistent with any of the provisions of the Bill of Rights”.
The
mandate of the Department is derived from the Constitution of the Republic of
Section
16(1): “Everyone has the right to freedom of expression,
which includes -
a) Freedom of the press and other
media;
b) Freedom to receive or impart
information or ideas;
c) Freedom of artistic creativity;
and
d) Academic freedom and freedom of
scientific research.”
Section
30: “Everyone has the right to use the language and to
participate in the cultural life of their choice, but no one exercising these
rights may do so in a manner inconsistent with any provision of the Bill of
Rights.”
Section
32(1): “Everyone has the right of access to:
a)
any information held by the state;
and any information that is held by another person and that is required for the
exercise or protection of any rights; and
b)
any information that is held by
another person and that is required for the exercise or protection of any
rights.”
The
primary legislative framework of the Department emanates from the following
Acts:
National Film and Video Foundation Act,
1997 (Act No. 73 of 1997)
National Heritage Council Act, 1999 (Act
No. 11 of 1999)
National Heritage Resources Act, 1999 (Act
No. 25 of 1999)
National Library of
Pan South African Language Board Act, 1995
(Act No. 59 of 1995)
South African Geographical Names Council
Act, 1998 (Act No. 118 of 1998)
South African Library for the Blind Act,
1998 (Act No. 9 1 of 1998)
Cultural Institutions Act, 1998 (Act No.
119 of 1998)
Culture Promotion Act, 1 9 8 3 (Act No. 35
of 1 9 8 3 )
Heraldry Act, 1962 (Act No. 1 8 of 1962)
Legal Deposit Act, 1997 (Act No. 54 of
1997)
National Archives and Record Service of
National Arts Council Act, 1997 (Act No. 56
of 1997)
Promotion of Access to Information Act,
2000 (No. 2 of 2000)
National Council for Library and
Information Act, 2001 (Act No. 6 of 2001)
2. STRATEGIC PRIORITIES AND MEASURABLE OBJECTIVES
OF THE DEPARTMENT OF ARTS AND CULTURE (DAC)
Through arts,
culture and heritage, the Department’s strategic plan seeks to serve South
Africa’s wider artistic and cultural needs and contribute to economic growth,
job creation, skills development, rural development, national reconciliation,
nation building and social cohesion.
The following
strategic focus areas are critical to the success of the Department:
2.1 Strategic Priorities of the Department of Arts
and Culture
The Department
focused on the following strategic themes:
·
Development, preservation and promotion of arts, culture and
heritage.
·
Economic development.
·
Skills development.
·
Preservation for access to information.
·
Social cohesion and nation building.
2.2 Measurable objectives of the Department of Arts
and Culture
Analysis of
performance per programme is limited to key successes and challenges. Successes
are considered to be areas in which the Department has exceeded its targets,
while challenges indicate failure to meet targets. Challenges highlighted are
particular to prioritised targets set out in the Strategic Plan.
2.2.1 Programme 1: Administration
Key successes
·
The Department successfully revised and submitted
its Annual Performance Plan (APP). The APP was tabled in Parliament in March
2012.
·
The Fraud Prevention Implementation Plan was
developed and approved for implementation by the end of the financial year.
·
DAC awarded bursaries to 100 per cent of eligible
bursary applicants in its efforts to build capacity through talent management
and Human Resource Development.
·
The Internal Audit Plan was fully implemented
during the period under review.
Key challenges
·
The Department had set a target of 98 per cent
expenditure of the approved budget. The actual figure was 95 per cent. The
variance was attributed to under-expenditure due to:
o
Investing in Culture (IIC) projects not paid out,
o
Capital projects not finalised,
o
Social cohesion projects not executed, and
o
MGE projects delayed.
·
The Department failed to successfully develop and
implement Monitoring and Evaluation Tools and Systems to facilitate the use of
consistent approaches and standards in assessing the performance of DAC and its
public entities. Research and consultations were reported as the reasons for
delays in finalisation. The draft stages of the following were reached:
o
Integrated Planning Framework,
o
Monitoring and Evaluation strategy/framework, and
o
Reporting guidelines and planning framework.
·
The Department has established a Performance
Management and Development System (PMDS). Of the targeted 100 per cent of
half-yearly performance reports to be received by Human Resources Management,
only 60 per cent of reports were submitted. The Department cites poor
compliance with the PMDS policy by employees and managers as the cause for
variance.
2.2.2 Programme 2: Performing Arts
Key successes
Key Challenges
2.2.3 Programme 3: National Language Service
Key successes
·
The amount not spent on this Programme stood at
0.69 per cent (R 684 000 out of a total budget of R99 418 000) of
the final appropriation and all planned targets were achieved.
·
Bursaries were offered to
312 students in order to enhance skills development in the language profession.
The amount of bursaries offered exceeded the planned target of 180. In light of
the South Africa Languages Bill [B23 of 2011] that was passed by Parliament
recently, the DAC is working towards addressing the need for trained
professionals in the language sector.
·
A consultative conference
was convened to develop the strategy and action plan for development of
literary works in indigenous official languages, and a strategy was adopted by
the conference.
·
A Terminology Management
System (machine-aided translation tools) was delivered, installed and
implemented.
·
A Memorandum of
Understanding (MoU) with the Dutch Language Union was signed and implemented.
Key Challenges
This Programme presented no challenges.
2.2.4 Programme 4: Cultural Development
Key successes
·
The Annual Moshito (rhythm in sePedi) Music
Conference, Exhibition and Showcase was held in
·
An action plan for the Independent Record Companies
of South Africa (AIRCO) was developed and approved. This action plan is
designed to empower local music producers.
·
A business plan for the Downtown Studio Hub was
completed and approved by its Board.
·
Small and independent local companies were
subsidised to publish books in nine indigenous languages. These books were
unveiled during the 2011 National Book Week.
·
The Department participated in the following
continental arts and culture festivals:
o
International Cinema Festival of the
o
International Art and Craft Fair,
o
Festival of Pan African Music (FESPAM), and
o
·
It is promising to note that five countries were
identified and engaged on the African World Heritage Fund (AWHF), namely
Guinea-Bissau, Senegal, Angola, Oman and Qatar. Partnerships with these countries
will assist in the leverage of resources for the AWHF.
Key challenges
·
The Audit Committee recommends an increase in
efforts to ensure that performance objectives are met. As with Programme 2,
lack of staffing has a direct effect on programmes not fully achieving their
objectives.
·
As at the end of the financial year, 13.8 per cent
of the appropriated budget was unspent. An amount of R19.4 million was not
utilised. This is attributed to the following:
o
Second payments to the Investing in Culture (IIC) projects
could not be verified and paid, and
o
MGE projects were not implemented on time.
·
The draft conceptual document on national music
policy for the MGE strategy was not developed. The reasons for variance were
prolonged discussions with stakeholders and lack of funds.
·
The study on the
2.2.5 Programme 5: Heritage Promotion
Key successes
·
As part of rolling out
the Heritage Human Resources Development Strategy (HHRDS), 106 bursaries were
awarded and professional development courses were supported.
·
The strategic plans of 16
heritage institutions were evaluated.
·
An assessment of security
and access needs of heritage institutions was conducted and budget allocations
were made.
·
The Department
facilitated the United Nations Educational, Scientific and Cultural
Organization’s (UNESCO) reactive mission visits to
·
Construction of the
·
An audit report on
Intangible Cultural Heritage (ICH) was developed and approved. A database of
South African ICH as well as a management strategy was developed.
Key challenges
·
As at the end of the financial year, 8.26 per cent
of the appropriated budget was unspent. An amount of R62.1 million was not
utilised. This is attributed to the following:
o
R49.9 million earmarked
for the Muyexe and Ngquza heritage projects managed by the Independent Development
Trust (IDT). Funds were transferred but not spent by the IDT as they were
treated as prepayments and not actual expenditure.
o
R5.5 million was unspent
due to various uncompleted projects.
o
R6 million was unspent
due to delays in social cohesion projects.
·
The Sarah Baartman Centre
of Remembrance was not completed. The budget was approved and construction will
commence in the 2012/13 financial year and is projected to be completed in
2015.
·
Some headway has been
made with the Women’s Museum and Development Centre. The property that the DAC
was to have purchased is no longer available. The DAC held a meeting with
relevant stakeholders. A need to conduct socio-historic research was
identified, thus influencing the timeframes.
·
The Solomon Mahlangu
Project was not approved by Cabinet.
2.2.6 Programme 6: National Archives and Library
Services
Key successes
·
The launch of the Friends of the Archives Programme
took place on 9 September 2011. As part of this outreach programme, three
provinces namely,
·
The planned target for records received, captured
and processed was 90 per cent. This target was not only met, but actual
performance was 160 per cent. This means that a backlog carried over from
previous years was captured.
·
The North West Provincial Archives co-hosted the
Annual Oral History Conference in conjunction with the North West Department of
Sports, Arts and Culture.
·
The actual number of mini-libraries established to
promote access to information for the visually impaired far exceeded the
planned total of six. In total, 24 mini-libraries were established due to the
unexpected interest in the project.
Key challenges
·
As at the end of
the financial year, 2.09 per cent of the appropriated budget was unspent. An
amount of R15.4 million was not utilised. This under-spending was attributed to delays in implementation of social
cohesion projects, which will be executed in the 2012/13 financial year.
·
The planned evaluation of
the condition of all archival records was not undertaken. However, a pilot
survey to determine the condition, extent and needs of collections was
conducted. Limited personnel and time are cited as reasons for not achieving
this target.
·
The National Archives
Digitisation Strategy only reached draft stage. It was not approved as planned
due to the pending approval of the National Policy on Digitisation of Heritage,
on which the Strategy is dependent.
3. ANALYSIS OF STRATEGIC
PLANS OF THE DEPARTMENT
The activities of the Department are organized under the following
programmes:
Programme 1: Administration (Corporate Services)
The main purpose
of this programme is to provide leadership, management and support functions of
the Department.
Programme 2: Performing Arts
The main purpose of this programme is to
promote the performing arts. This is achieved through:
·
Promotion of performing arts to develop the
literary, visual and performing arts through financial assistance to various
performing arts institutions as well as groups and individuals;
·
The National Arts Council supports the various
disciplines of arts and culture through financial support, guided by funding
criteria that promote government objectives;
·
Arts Institutions transfer funds to various
playhouses to promote the performing arts. The bulk of this sub programme’s
budget is used for operating playhouses.
·
The National Film and Video Foundation
supports skills, local content and local marketing development in
·
Capital works of playhouses fund and
administer capital grants to playhouses for maintenance and other capital
projects. One hundred percent of the budget is transferred to qualifying
entities.
Programme 3: National Language Services
The purpose of this programme is to promote the official languages of
·
Promote the national language policy and
develop strategies for implementing it. The bulk of the subprogramme’s budget
is used for implementing language development programmes, such as the
development of human language technologies and the translation of government
documents in all 11 official languages.
·
Pan South African Language Board creates an
environment conducive to developing, using and promoting the 11 official
languages, as well as the Khoe, Nma, San and South African sign language.
Programme 4: Cultural Development
The purpose of
this programme is to promote and develop South African arts and culture. This
is achieved through the following:
·
Cultural development supports the creative
industries by developing strategies, participating in various stakeholder
forums, supporting projects in the various disciplines, and by providing
training.
·
Investing in culture promotes job creation,
skills development and economic empowerment, and supports business start-ups
and poverty alleviation projects. The bulk of its budget is used for transfers
to projects, which are initially disbursed on the basis of business plans and
agreements between the department and the individual or group contractors.
·
International cooperation ensures
Programme 5: Heritage Promotion
The purpose of
the programme is to promote policy, legislation and strategic direction for
identifying, conserving and promoting cultural heritage. This is achieved by
the following:
·
Promotion of heritage funds a range of
heritage initiatives and projects, such as Heritage Month and the repatriation
of South African cultural and heritage objects. It also funds the Bureau of
Heraldry, which registers symbols, popularises national symbols through public
awareness campaigns, and coordinates the national orders award ceremony.
·
Heritage institutions funds and determines
policy for declared cultural institutions and heritage bodies by ensuring that
funds to the institutions are used to preserve, protect and promote heritage.
·
The South African Heritage Resources Agency
develops norms and standards to manage and protect heritage resources,
including auditing heritage resources and developing management plans.
·
The South African Geographical Names Council
is an advisory body that facilitates name changes by consulting with
communities to advise the Minister.
·
Capital works of heritage institutions focuses
mainly on providing and administering capital grants for constructing and
maintaining heritage infrastructure. The bulk of its budget is spent on
awarding funds to entities, based on their business plans. These include the
national legacy projects, which develop commemorative structures and
programmes, such as the Matola monument and interpretive centre complex.
Programme 6: National Archives and Library Services
The purpose of
the programme is to facilitate full and open access to the archival and
information resources of
·
National archive services acquires, preserves,
manages and makes accessible public and non public records with enduring value.
·
National library services funds libraries and
institutions and develops related policy.
·
Community library services transfers funds to
provincial departments for the community library services conditional grant for
constructing libraries, hiring personnel and purchasing library materials.
·
Capital works of libraries provides and
administers capital grants to associated institutions for maintenance and other
capital projects.
4. THE ANALYSIS OF DEPARTMENTAL
ALLOCATIONS AND EXPENDITURE REPORTS 2011/12 (SECTION 32 OF THE PUBLIC FINANCE
MANAGEMENT ACT)
EXPENDITURE
2011/12 PER PROGRAMME
|
Programmes |
Main
Appropriation |
Final
Appropriation |
Actual
Amount Spent |
Under
Expenditure |
|
R’000 |
|
|
|
|
|
Administration |
178, 757 |
212, 459 |
210, 944 |
1, 515 |
|
Performing Arts |
549, 379 |
549, 631 |
562, 647 |
31, 984 |
|
National Language
Service |
101, 570 |
99, 418 |
98, 734 |
684 |
|
Cultural
Development |
180, 717 |
140, 471 |
121, 087 |
19, 384 |
|
Heritage
Promotion |
763, 702 |
752, 702 |
690, 554 |
62, 148 |
|
National Archives
and Library Services |
694, 452 |
737, 252 |
721, 866 |
15, 386 |
|
Total |
2, 468, 577 |
2, 536, 933 |
2, 405, 832 |
131, 101 |
In 2011/12
expenditure of 96.8 per cent (i.e. R2.46 billion against an available budget of
R2.53 billion) was incurred, resulting in under-expenditure of R81 million.[2]
The under-expenditure was mainly due to:
·
Late receipt of invoices from service providers for
computers and other IT related equipment.
·
Withholding of funds due to unsatisfactory spending by
provinces on the Community Library Services Conditional Grant.
·
Slow spending on the investing in culture projects.
·
Slow spending on the
allocation for Capital Works and infrastructure projects by public entities. This slow spending was
mainly due to delays in the appraisal of project plans by the Department which
delayed the allocation of funds to entities.
With regards to 2011/12, under-spending in
the third quarter was once again attributed to,
non-filling of funded vacancies, especially management positions; delays
in the implementation of projects such as the Mzansi Golden Economy (MGE)
project; capital works transfers; and delays in a number of orders for
machinery and equipment for the National Archives. Expenditure trends did not
change much from the first three quarters.
The
Department has a tendency of committing fiscal dumping towards the end of each
financial year in order to be seen to be spending its budget. The danger here
is that the Department may end up spending its budget on things that are not
budgeted for. It is important to indicate that this pattern of spending
creates a picture of unbalanced budget expenditure outcomes.[3]
The consistently poor expenditure patterns require close monitoring and
oversight.
5. ANALYSIS OF THE
ANNUAL REPORTS AND AUDITED FINANCIAL STATEMENTS OF THE DEPARTMENT OF ARTS AND
CULTURE
5.1 Statement of Financial
Performance
Key Achievements
The Department
has achieved the following:
·
Reduced its vacancy rate from 27.6 per cent in the
2010/11 financial year to 9.5 per cent in 2011/12.
·
The Minister of Arts and Culture announced the declaration
of the
·
Reported significant progress on the development of
the
·
Facilitated the opening of the ‘
·
Sponsored production of “Azikwelwa” (We will not
ride), a music production based on the 1950s Alexandra Bus Boycott that
commemorates the history of the struggle in
·
Launched the JL Dube Legacy Project at the Ohlange
Institute in Inanda. Linking to the 2012 SONA, this project (which the DAC will
support financially) was marked by the laying of wreaths at the refurbished and
restored graves of Dr. JL Dube and his wife and children.
·
Hosted an Indian Festival in 2011 as part of
implementing the bilateral cultural agreement with
·
Hosted a Consultative Conference on the MGE
Strategy in April 2011. This event brought together over 1000 delegates from
around
·
Participated in a range of international festivals
and events, including but not limited to the COP17 International Conference,
the Cape Town International Jazz Festival, the Cape Town Carnival, and the
South-Africa French Seasons.
·
The Heritage Promotion Bursaries Programme was
launched in 2011. During the year under review, the Department awarded
bursaries to 312 post-graduate students for studies in language practice,
including language policy development and terminology studies. Undergraduate
students were also awarded bursaries in the field of language practice.
Key Challenges
·
While the Department has reduced its funded vacancy
rate to 9.5 per cent from 27.6 per cent at the end of the 2010/11 financial
year, the vacancy rate in senior management (levels 13 – 16) stands at 22 per
cent. According to the 2011/12 Annual Report, 39 of the 50 posts in this tier
are currently filled.
·
A final report on the under-spending or misspending
of the 2010 FIFA World Cup budget has been submitted, but recommendations will
only be addressed in the 2012/13 financial year.
·
The DAC’s Audit Committee considers the internal
audit function to be under-resourced. The Committee reports that this hampers
operations of the internal audit function and subsequently affects the ability
to address the risks pertinent to the Department in its audit.
·
The Department continues to under-spend. An amount
of R131.1 million was not spent in the 2011/12 financial year.
5.2 Analysis of the Auditor
General’s Opinion: 2011/2012 Financial Year
The Auditor-General (A-G) expressed the following opinion on the DAC’s
financial statements:
·
The DAC received an
unqualified audit opinion.
·
The A-G noted that the
financial reporting framework prescribed by the National Treasury and applied
by the department is not a compliance framework.
·
The reported performance
against predetermined objectives was deficient because it was not reported
using National Treasury guidelines.
·
A total of 21 per cent
(27 out of 128) of major variances between planned and actual achievements were
not explained as per the National Treasury Annual Report Preparation Guide.
·
Adequate and reliable
corroborating evidence could not be provided for 52 per cent (67 out of 128) of
all major variances. The A-G did not obtain sufficient audit evidence to
support reasons for major variances.
·
There are instances where
the Annual Report is not consistent with the Strategic Plan.
·
Only 158 out of 232
planned targets were achieved during the year under review. A total of 32 per
cent of planned targets were not achieved. The A-G notes that this was due to
the fact that the Department did not have the staff capacity, to achieve
planned targets.
·
The financial statements submitted for audit did
not comply with section (40)(1)(i) of the PFMA. Material misstatements were
identified during the audit but were subsequently corrected.
·
Contractual obligations
and money owed by the Department were not settled within 30 days of receipt of
invoice as required by section 38(1)(f) of the PFMA and Treasury Regulation
8.2.3.
·
The accounting officer
did not take reasonable steps to prevent irregular expenditure as required by
sections 38(1)(c)(ii) and 39(1)(b) of the PFMA.
·
The accounting officer
did not always exercise oversight regarding financial and performance reporting
and compliance and related internal controls. This indicates to a leadership
problem within the Department.
·
With regards to financial
and performance management, the Department did not always prepare regular,
accurate and complete performance reports that are in compliance with laws and
regulations. Management did not adequately review and monitor compliance with
applicable laws and regulations to prevent non-compliance.
6. CONSIDERATION
OF REPORTS OF THE COMMITTEE ON PUBLIC ACCOUNTS
The Committee on Public
Accounts had not yet considered the Department of Arts and Culture 2011/2012
Annual Report.
7. RECOMMENDATIONS OF THE COMMITTEE
The
Portfolio Committee on Arts and Culture, having analysed the strategic plan and
discussed the 2011/12 annual report of the Department of Arts and Culture recommends
the following:
The Minister should
ensure that:
·
The Department strives for a clean audit report in the
2012/13 financial year. An unqualified audit opinion is not an indication that
non-financial performance is acceptable.
·
Necessary steps are taken to prevent irregular expenditure
as per sections 38(1)(c)(ii) and 39(1)(b) of the PFMA.
·
Sufficient evidence is provided in instances where major
variances occur. Failure to comply suggests that corruption exists within the
Department.
·
The quality of reports submitted to Parliament is improved
and that the function and purpose of the Committee is taken seriously so as to
work together to ensure that the DAC’s mandate is fulfilled.
·
The Committee is informed of the international agreements
and partnerships before the Department publicly announces them. Meetings should
be held with the Committee detailing the nature of agreements and partnerships.
·
Vacant positions at senior management level are fast tracked
as failure to fill vacant posts impacts on achieving targets.
·
The Department’s organogram is reviewed and staff skills and
capacity are evaluated as some officials may be more suited to positions other
than those they currently occupy.
·
Acting positions within the Department and its entities are
filled urgently. The Chief Financial Officer posts are critical as this is a
contravention of Supply Chain Management (SCM) policy and procedure.
·
Deviations from SCM are prevented and that a sound
procurement policy is in place. Non-compliance with SCM is corruption.
·
A Task Team is formed to monitor all projects within the
Department including the quarterly reports on progress. The Chairperson of the
Portfolio Committee should be considered as a member of this team.
·
The Department works towards forming inter-departmental
initiatives especially with the Departments of Basic Education and Tourism.
·
A detailed analysis is submitted to Parliament on the possible
merger of public entities where there is overlap of mandates.
·
The problems within problematic public entities are clearly
defined, such as the Pan South African Languages Board and the South African
Heritage Resources Agencies.
·
Timeframes are submitted within which problems within these
entities would be resolved.
·
Consideration is given to standardising remuneration of
board members to ensure that they perform their functions effectively.
·
There are guiding principles to ensure consistent approaches
and standards in assessing the performance of the DAC and its public entities.
Effective monitoring and evaluation systems should be put in place to track
progress and identify problems and deficiencies in project implementation
across the programmes, especially Social Cohesion and Mzansi Golden Economy
projects.
·
The internal audit function in the Department is enhanced to
highlight weaknesses in the systems especially on risk management and fraud
prevention. The internal audit function should be capacitated and fully
operational.
·
Internal capacity is built on a range of key functions of
the Department and work towards doing away with the utilisation of consultants.
·
Prolonged consultation with stakeholders is avoided as this
hampers achieving planned targets.
·
Targets that require the capacity of more than one staff
member are met. Resignation as a reason for failure to meet planned targets is
unacceptable.
·
Board members of entities should receive thorough training
and should be knowledgeable about Arts and Culture issues including
administration.
·
Performance agreements are signed. Senior management should
be held accountable to ensure that accountability filters down to lower levels.
Human Resources Management should have stricter controls over compliance with
the Performance Management and Development System.
·
An effective communication strategy for all stakeholders is
developed, including that with the Portfolio Committee. Launches and other
events must be communicated to the Portfolio Committee on time. The Committee
does not appreciate late invitations or hearing about the DAC events from other
sources. The staffing inadequacies within the Communications Unit should be
addressed as a matter of urgency.
·
The benefits of the MGE projects are effectively communicated
to all communities. The Committee recommends that communities should be
educated in the potential of the MGE strategy.
·
Due consideration is given to the use of organic
intellectuals instead of consultants especially in the National Language
Service programmes.
·
Afrikaans is recognised as an indigenous language in
·
The Department reports on the current projects which fill
the gap created by the termination of the Investing in Culture (IIC) projects. With
the disbanding of the IIC projects, many stakeholders are out of touch with
DAC.
·
A follow up is done on students who have received financial aid
from the Department but who have not completed their studies and to provide Parliament
with a detailed report.
·
A report is provided to Parliament on the timeframes taken by
the Department for employing individuals who have completed their studies in
language studies.
·
Consideration is given to strengthening celebrations around
commemorative events by involving stakeholders and communities in related
programmes.
·
In the event that the Department requires acquisition of
land to achieve a planned target, all ownership issues should be resolved.
·
Controls are put in place to prevent expensive lawsuits. Matters
should be resolved internally without the Department having to engage the
services of legal counsel.
Report to be
considered.