AGENCY OF THE DEPARTMENT OF ARTS AND CULTURE · 2017. 3. 2. · notably the Nelson Mandela Foundation. • The National Research Foundation in the reconceptualization of curation

AGENCY OF THE DEPARTMENT OF ARTS AND CULTURE

ANNUAL

REPOR

T | 2015

/2016

Published by DITSONG: Museums of South Africa

PO Box 4197, Pretoria, 0001Ga-Mothle Building, 70 WF Nkomo Street West, Pretoria Tel: +27 12 000-0010

The report is also available on the DITSONG website at http://www.ditsong.org.za

DITSONG: Museums of South Africa Annual Report 2015/2016

RP132/2016 ISBN: 978-0-621-44568-8

Acknowledgements:The managers and staff of all the departments of DITSONG are thanked for their contributions.

1

PART A: GENERAL INFORMATION ..................................................................................................031. GENERAL INFORMATION .......................................................................................................042. LIST OF ABBREVIATIONS/ACRONYMS .................................................................................053. FOREWORD BY THE CHAIRPERSON ...................................................................................064. CHIEFEXECUTIVEOFFICER’SOVERVIEW .........................................................................075. STATEMENT OF RESPONSIBILITY ......................................................................................126. STRATEGIC OVERVIEW .........................................................................................................13

6.1. Vision ................................................................................................................................136.2. Mission .............................................................................................................................136.3. Values ...............................................................................................................................13

7. LEGISLATIVE AND OTHER MANDATES ................................................................................147.1. Constitutional Mandate .....................................................................................................147.2. Legislative Mandates ........................................................................................................ 147.3. Other Relevant Legislation ...............................................................................................157.4. Court Rulings ....................................................................................................................157.5. Planned Policy Initiatives ..................................................................................................16

8. ORGANISATIONAL STRUCTURE ..........................................................................................17

PART B: PERFORMANCE INFORMATION .......................................................................................191. AUDITOR’SREPORT:PREDETERMINEDOBJECTIVES .......................................................202. SITUATIONAL ANALYSIS ........................................................................................................20

2.1. Service Delivery Environment ..........................................................................................202.2. Organisational Environment .............................................................................................212.3. Key Policy Developments and Legislative Changes ........................................................212.4. Strategic Outcome-oriented Goals ...................................................................................21

3. PERFORMANCE INFORMATION BY PROGRAMME .............................................................233.1. Programme1:Administration(CorporateServices) .........................................................233.2.Programme2:BusinessDevelopment .............................................................................353.3 Programme3:PublicEngagement ...................................................................................40

4. REVENUE COLLECTION ........................................................................................................484.1. Revenue Collection ..........................................................................................................484.2. Capital Investment, Maintenance and Asset Management Plan ......................................48

PART C: GOVERNANCE ....................................................................................................................501. INTRODUCTION ......................................................................................................................512. PORTFOLIO COMMITTEES ....................................................................................................513. EXECUTIVE AUTHORITY ........................................................................................................514. THE ACCOUNTING AUTHORITY / COUNCIL ........................................................................52

4.1 Introduction .......................................................................................................................524.2. The role of the Council .....................................................................................................524.3. Council Charter .................................................................................................................524.4 Composition of Council ...................................................................................................534.5. AttendanceofCouncilandSub-committeeMeetings ......................................................54

5. RISK MANAGEMENT ...............................................................................................................566. INTERNAL CONTROL UNIT ....................................................................................................567 INTERNAL AUDIT AND AUDIT COMMITTEES ......................................................................568. COMPLIANCE WITH LAWS AND REGULATIONS .................................................................569 FRAUD AND CORRUPTION....................................................................................................5610. MINIMISING CONFLICT OF INTEREST ..................................................................................5711. CODE OF CONDUCT ..............................................................................................................5712. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES .............................................................5713. COUNCIL SECRETARY ...........................................................................................................5814. AUDIT COMMITTEE REPORT ................................................................................................58

PART D: HUMAN RESOURCE MANAGEMENT ................................................................................601. INTRODUCTION ......................................................................................................................612. HUMAN RESOURCE OVERSIGHT STATISTICS ....................................................................622.1. PersonnelCostbyProgramme ................................................................................................622.2. PersonnelCostbySalaryBand ...............................................................................................622.3. Performance Rewards ..............................................................................................................622.4. Training Costs ...........................................................................................................................632.5. Employment and Vacancies .....................................................................................................632.6. Employment Changes ..............................................................................................................642.7. Reasons for Staff Leaving ........................................................................................................642.8. Labourrelations:MisconductandDisciplinaryAction .............................................................642.9. Equity Target and Employment Equity Status ..........................................................................65

PART E: FINANCIAL INFORMATION ................................................................................................701. REPORT OF THE EXTERNAL AUDITOR ...............................................................................712. ANNUAL FINANCIAL STATEMENTS .......................................................................................78

ANNEXURES .....................................................................................................................................138ANNEXUREA:DETAILEDSTATEMENTOFFINANCIALPERFORMANCEFOR THE YEAR ENDED 31 MARCH 2016 ........................................................................................138 ANNEXUREB:PUBLICATIONS ........................................................................................................140ANNEXUREC:LECTURESANDTALKS ..........................................................................................142ANNEXURED:WORKSHOPSANDCONFERENCES .....................................................................143

Ditsong Museums of South Africa | Annual Report 2015/2016 03

04 Ditsong Museums of South Africa | Annual Report 2015/2016

REGISTERED NAME: DITSONG:MuseumsofSouthAfrica

REGISTRATION NUMBER (if applicable): NotApplicable

PHYSICAL ADDRESS: 70 WF Nkomo Street Ga-Mothle Building PRETORIA 0002

POSTAL ADDRESS: PO Box 4197 PRETORIA 0001

TELEPHONE NUMBERS: +27 12 000 0010

FAX NUMBER: +27 12 323 6592

EMAIL ADDRESS: [email protected]

WEBSITE ADDRESS: http://www.ditsong.org.za

EXTERNAL AUDITORS: Auditor-General of South Africa

BANKERS: Absa

COUNCIL SECRETARY: Admin Assistant to the CEO – Ms N Maako

1. PUBLIC ENTITY’S GENERAL INFORMATION


ABET Adult Basic Education and TrainingACH Arts, Culture, HeritageAFS Annual Financial StatementsAGSA Auditor-General South AfricaBBBEE Broad-Based Black Economic EmpowermentCEO ChiefExecutiveOfficerCFO ChiefFinancialOfficerCJMC CityofJohannesburgMetropolitanCouncilCPD CorporationforPublicDepositCTMC City of Tshwane Metropolitan CouncilDAC Department of Arts and CultureDEAT Department of Environmental Affairs and TourismDKM DITSONG:KrugerMuseumDMSA DITSONG:MuseumsofSouthAfricaDNMCH DITSONG:NationalMuseumofCulturalHistoryDNMMH DITSONG:NationalMuseumofMilitaryHistoryDNMNH DITSONG:NationalMuseumofNaturalHistoryDPM DITSONG:PioneerMuseumDPW DepartmentofPublicWorksDSMM DITSONG:SammyMarksMuseumDTMC DITSONG:TswaingMeteoriteCraterDWPAM DITSONG:WillemPrinslooAgriculturalMuseumEE Employment EquityEPWP ExtendedPublicWorksProgrammeESS Employee Self-ServiceGDARD Gauteng Department of Agriculture and Rural Development GDE Gauteng Department of EducationGRAP Generally Recognised Accounting PracticeHO HeadOfficeHR Human ResourcesICT Information and Communications TechnologyMEC MemberofExecutiveCouncilMOU Memorandum of UnderstandingMK Umkhonto we SizweMTEF Medium Term Expenditure FrameworkNRF National Research FoundationOHF Occupational Health and SafetyPAST PalaeontologicalScientificTrustPFMA PublicFinanceManagementActPPP Public-PrivatePartnershipPPPFA Preferential Procurement Policy Framework ActRAMP Repairs and Maintenance ProgrammeREMCO Remuneration CommitteeRPL Recognition of Prior LearningSAMA South African Museums AssociationSAASTA South African Agency for Science and Technology Advancement SCM Supply Chain ManagementSMART Specific,Measurable,Achievable,Relevant,Time-boundSMME Small, Medium and Micro EnterprisesTR Treasury RegulationsTUT Tshwane University of TechnologyWHAG William Humphreys Art Gallery

2. LIST OF ABBREVIATIONS/ACRONYMS


DMSAsupportstwooutcomesintheNationalDevelopmentPlan(NDP),namely:Outcome 4: Mzansi’s Golden Economy strategy; and Outcome 14: Transforming Society and Uniting the Country; thenationbuildingandsocialcohesionimplementationframeworkaspresentedintheMediumTermStrategicFramework(MTSF)2015–2020.

ThevisionforDMSAis‘sustainablemuseumswithaccesstoall.’Thispithystatementas well as the two NDP outcomes sets high goal posts for the organisation, which can beobtainedbythecarefulguidanceoftheDITSONGCouncil,thefirmleadershipanddirectiongivenbytheCEOandEXCOandtheproductivityoftheprofessionalstaff.

This being the last termof office for thepresentCouncil,we can lookbackand seea challenging process to strategically turnaround the institution, the re-alignment of the structure, a stiff tightening of corporate governance, a complete turn - around in

PerformanceMeasurementandRequirements,agreaterinteractionbetweennationalandinternationalinterestgroups,a far higher expectation of productivity and a slimming down of the Corporate Departments.

MaytheprocessofgrowinganddiscoveringcontinueintotheNewYearandbecomethegreatest landmarkofthisinstitution andmay our contribution be only in the excellence of the research and successful preservation of thiscountry’sheritagefortheedificationoffuturegenerations.

Giventhatthisisourlastannualreportasacouncilforthisterm,wewishtothankthefollowingpersonsandinstitutions:

Councilwishtohighlightthefollowingstakeholdersfortheirspecificsupportinthepursuitofparticularmemorydefiningobjectives:• TheDepartmentofDefence’sMilitaryVeteransfortheircontinuousinvolvementintheprovisionofcontenton

memoryofallconflicts.• TheNationalHeritageCouncilforprovidingrequisiteguidanceandthebroaderheritagesectoraswellassister

institutionsfortheircollaboration• Thevariousbiographypreservingfoundationsinsupportingthememorialisationofnationalheroesandheroines;

notablytheNelsonMandelaFoundation.• TheNationalResearchFoundationinthereconceptualizationofcurationattheDITSONG:NationalMuseumofNatural

History. • ThethenMinisterofArtsandCulturewhoappointedusasaCouncilofDitsongMuseumsofSouthAfrica.

HonourablePaulMashatile.• ThethenDirector-General,MrSibusisoXaba.• TheSteveBikoFoundation,foragreeingtobeourinauguralexhibitioninrespectofmainstreamingALLSouth

Africa leaders as part of the national memory and heritage• TheCEOandstaffofDMSA.

TheDGandStaffatDAC,morespecificallythegovernanceteam

WefurtherwishtothankthecurrentMinister,HonMPNathiMthetwaforhisstewardshiponthisjourney.OnbehalfofCouncilandmyself,IthanktheoutgoingCouncilforhavingsetaroadmapwhosecompletionisnowbeingpassedontothenewCouncil.

I wish the new person and Council strength in taking DMSA to the next level. Ndza Khensa

Dr. FM Lucky MathebulaChairperson of CouncilJuly 2016

3. FOREWORD BY THE CHAIRPERSON


4.1 Introduction

This report presents an overview of DITSONG:Museums of South Africa’s (DMSA)performanceinformation,governancematters,humanresources,financialresultsandtheAuditor-GeneralofSouthAfrica’s(AGSA)AuditReportforthefinancialyearended31 March 2016.

DMSA, situated in the Gauteng Province, is one of the two National Flagship Institutions constitutedintermsoftheCulturalInstitutionsAct,1998(ActNo119of1998).

4.2 Performance overview

DuringmyfirstmonthsasCEO,itbecameapparentthatDMSA,asthenorthernflagshipofmuseumsinSouthAfrica,wasindireneedofchangeofdirection.ThedetailedreportingonDMSA’spredeterminedobjectives,includingindicators,isoutlinedunderpoint3inPARTB.DMSA’sperformanceinformationreflectsthatout of the 46 planned indicators 25 (54%) have been achieved and 21(46%) of the planned indicators have notbeenachieved.Managementisaddressingthedeclineinperformancethroughimprovedperformancecontracting,monitoring and consequence management.

Theincidentsofirregularexpenditurecontinuestobeanissuein2015/16,overshadowingthefactthatnewincidentshave actually declined in the year under review.

Standardoperatingproceduresandbusinessprocesseswerecreatedformostoftheactivitiesoccurringthroughouttheprogrammes.Teamswerecreatedtodevelopprocessesandproceduresforthenewsubprogrammes.AMarketingandCommunicationsStrategywasapprovedinthethirdquarterandisbeingimplementedfromthefourthquarter.

The ICTDepartment isbeingre-positioned through thisadoptionofanewgovernance framework,newstructureconfigurationandweareonthevergeofapprovingadisastermanagementandbusinesscontinuityplanbyendofJune2016.

ThebusinessdevelopmentprogrammeachievedmostofitstargetsexceptforoutstandingitemsrelatedtoGRAP103.ThePublicEngagementProgrammemethalfofitstargetsduetolackofproperplanningandspecificdelegationsbut exceeded in the area of outreach. The decline on feet through the door in themuseums and the failure toachieverevenuetargetsarereceivingmanagementpriority.Marketrentalratesstudyhasbeencompletedandbeingimplemented in the new rental opportunities.

4.3 Human Resources Environment

Thehumanresourceenvironmentissuesraisedpreviouslyhaveimproved,withbetterleavereconciliation,paymentof overtime and signing of performance agreements.

Theemployeeself-servicesystemhasproventobeofgreatassistanceinHRmatters.

The high vacancy rate is a factor still affecting DMSA whilst the organisational structure is still under review and processesarebeingfine-tuned.

The long-term interventionswill focusondefininga strategic outlook tohuman resourcemanagement, includingbuildingaperformancecultureintheorganisation.

4. CHIEF EXECUTIVE OFFICER’S OVERVIEW


4.3.2. New or proposed activities TherealignmentstrategyhasbeendevelopedtofurtherstreamlinetheInstitution.DMSAundertakes3programmesviz.Administration(CorporateServices),BusinessDevelopmentandPublicEngagementandare informedby thefollowingStrategicGoals:• Effectiveandefficientorganisation;• Properlypreserved,wellcurated,researchedandaccessiblecollectionstothegeneralpublic;• Diversifiedfundingbase;• Increasedaccessibilitytothemuseums;and• Developedandretainedskillsandexpandedspecializedknowledge.

Furthertothestrategy,turnaroundprogrammefocusingonthefollowingwasadopted:• Thoughtleadershipcapacitythroughtransformedmuseumpractices.• Financialsustainability.• DMSA’srelevancetostakeholdersandsociety.• Strivetobeanemployerofchoice.• ModernisationthroughICT.• Developandagilebusinessandoperatingmodel.• DMSA’scontributiontoMzanziGoldenEconomy.

A review of the strategy suggested a decentralised model, which will recognise the departments or museums to operateasbusinessunits.Thedevolutionofauthoritywillenhancetheefficiencyandeffectivenessoftheorganisation.ManagementhasstartedtoimplementthedecentralisedmodelbydelegatinghumanresourcesandSCMpowers.

Giventheabovebrief,theneworganisationalstructure,whichwillensuretherealisationoftheabovestrategicintentandoptimiseuseofhumanresourcesandsynergywithorganisationalmandate,isbeingfinalised.

Tothisend,allthebusinessunitsofDMSAhavedevelopedbusinessplanswithperformanceindicatorsandtargetsfor2016/17whichrepresenttheircontributionstotheoverallstrategyofDMSA.

The turnaround programme has informed the introduction of knowledge management, strengthening of research, development of stakeholder management framework and the review of collection management.

4.4. General Financial Review

ThedecreaseintheaccumulateddeficitfromR11274310toR8880353wasduetocurrentyear’snetsurplusdespitetheactuarialreviewofthepost-retirementmedicalbenefitswhichhadincreasedbyR917000.TheInstitutionhastakenstepstoremovethisbenefitfromfutureretiringemployees;thelegacyrealityisstillthere.TherearediscussionsattheDACtoaddressthemattersinceitispervasiveacrossthesector,andmanagementisbusyengagingfinancialassurerslikeMomentum,OldMutualandSanlamtoexploreviablesolutions.

4.4.1 Going concern

TheAnnualFinancialStatementshavebeenpreparedontheaccountingpoliciesapplicabletoagoingconcern.TheentityhasasurplusofR2393956(2015restateddeficitofR7794747).TheeffectsofthecurrentyearssurplushasresultedintotalliabilitiesexceedingtotalassetsbyR8880353(2015:R11274310).Ifthistrendcontinues,DMSAwillbeinapositivegoingconcernstatusinthenearfuture.


4.4.2 Investments ThesurplusfundsaccumulatedoverthepastfinancialyearshavebeeninvestedwiththeReserveBankofSouthAfrica tocontribute to thesustainabilityof the Institution.Due to inadequateand insufficientsubsidy that isbeingreceivedformthegovernment,thesereservesservethebuffertoattendtoemergenciesandurgentmaintenance,upgradeandrevampofsomefacilitiesandexhibitions.

4.4.3. Economic Viability Despitetheeconomicandfinancialconcernsdescribedabove,thelongtermviabilityandstrengthoftheInstitutionliesinitscorefunctionsanditsvalueforstakeholdersthatDMSAisabletounlockinitsconservationofSouthAfrica’suniqueheritage.Theheritagesectorandmuseums inparticularareuniquelypositioned to contribute tonationalimperativessuchasnationbuildingandsocialcohesionandtoassistinthedeepeningofdemocracyinSouthAfricaandtheeducationofitscitizens.SomeprogrammehighlightsforthereportedyeararedescribedbelowwithmoredetailsinPartBbelow.

4.4.4. Events Subsequent to Reporting Date It was reported in the 2014/2015 annual report that there was a pension fund overpayment to a former employee. InApril2016CouncilhasresolvedtoapproachtheLabourCourttorecovertheoverpaymentofanamountofR 374 567.19 from the employee.

Further,thereoneothercaseoffinancialrecoveryfromaformeremployeetoanamountofR455000forlegalfeesthatshouldnothavebeenpaid.

4.4.5 Public Private Partnerships

TheInstitutionhasnoPPPprojects.ThisremainsanoptionfortheInstitutiontoenhanceitsrevenuegenerationandreducedependenceonstatesubsidy.TheDepartmentofPublicWorks(DPW)willbeengagedtoexploreopportunitiespresented by the private sector through various proposals received, to partner in increasing revenue streams ofDMSA.

4.4.6. Asset Management ManagementhasnotedtheissuesraisedbytheAGSAreportrelatedtothecontrolweaknessesidentified,relatedtothemanagementofcollectionsandnatural,biological,plantandpropertyassetsoftheInstitution.

There is work under way to improve asset management through various interventions, amongst others, completing thebarcodingofassetsandappointingaconsultanttoassistwiththeimplementationofsecurityaccesscontrolandcash management systems.

Theprocesstoappointaserviceproviderfortheimplementationofaninventorysystemisadvancedtobefinalisedin 2016.

4.4.7. Governance

Council continued to give leadership to DMSA and guidance and support to management during the 23 Council and sub-committeemeetingsheldinthepastyear.


The 2014/15 audit remedial plan was developed and implemented to ensure that issues raised in the management letterareaddressedbymanagement.Theplannedtargetof100%clearanceoftheissueshasnotbeenachieved,andmanagementhasalreadytakenstepstoimprovebyassigningindividualstoeachtargetofthe2016/17APPandwill do the same with future remedial plans.

Further,managementwillimplementtheAGSArecommendationtoindicatetherootcauseoftheadversefindingsto ensure remedial plan interventions are accurate. Management committed to address theses risks and they are included in theperformanceagreementsandmonthlyoperationalplansof theheadsofbusinessunits.Progressthereof is monitored at each monthly Executive Committee Meeting and reported to Council.

4.4.8. Judicial proceedings and legal matters

Details of legal matters are provided in section 7.5 on page 15.

Management has been negotiating with various legal firms responsible for legacy DMSA-related cases that arecurrentlybeforethecourts.Thisapproachhasresultedintwocontracts,attheNationalMuseumofMilitaryHistoryandtheWillemPrinslooAgriculturalMuseumrespectively,beingsettledandallowingDMSAtopursuebetterrevenue-generating options.

Thelitigationsremainanareaofconcernthatwillhavetobeaddressedthroughimprovedcontractmanagementfrominitiation at SCM.

4.4.10. Social Responsibility

InternationalDayforBiologicalDiversitywashostedbyDNMNH.TlapalaThutoPrimarySchool,aruralschoolfromKlipgat(northwestofPretoria)wasinvitedand130learnersattendedtheevent.Theyweregivenaguidedtourinlinewiththe2015theme“Biodiversityforsustainabledevelopment”.ThedaycoincidedwithMuseumWeek,whichwasfortunateforthelearnersbecausetheywereabletovisitothermuseumsaswell.

MandelaDayeventswereheldinMamelodiandSoshanguvefororphansinconjunctionwithGautengMentalHealth.

TheDNMCHcontributedtoyouthdevelopmentthroughaholidayprogrammethatwashostedinOctober2015.Youthwereinvolvedinart,drawingandindigenousgames.TheDNMNH’sPublicProgrammesDepartmenthostedaholidayprogrammeduringtheDecemberholidayperiod(2015).TheprogrammeincludedaguidedtouroftheMuseum,avisittotheDiscoveryCentreandcraftsactivitiesandgames.Theparticipantsonbothdayswerechildrenfromwelfareorganisations,i.e.theRefilweCommunityProjectsandtheKungwiniwelfareOrganisation.

4.4.11. Contribution to the economy and job creation

SomeoftheDMSA’sfacilitieshavebeenoutsourcedtoHistoricallyDisadvantagedIndividual(HDI)companiesandSMMEcompanies,e.g.therestaurantsattheDITSONG:NationalMuseumofNaturalHistory4people(fromJanuary2016),SammyMarksMuseumandNationalMuseumofCulturalHistoryemployed15people.Eightcontractstaffwasemployed for the restoration of the Pioneer House over a period of three months 19 Interns were employed for the GRAP103Project.


Two security companies employing 54 security guards and companies employing 14 full day and 2 half-day cleaners wereappointedbyDMSAmuseums.Theaboveventuresare indicativeof thecontributionofDMSA towards jobcreation and economic development. The total annual payment to security service providers was R5 225 746 and to the cleaning service providers was R1 191 158.

A valuator was appointed to determine market related revenue of facilities and activities at all museums.

4.4.12. Youth development

DMSAemployed58internsintotal,mainlytoassistwithGRAP103project,whichfocusesonthedocumentationand valuation of heritage assets, thus allowing a unique opportunity for youth to engage in and gain experience with unusual,rareanduniquemuseumobjects.15ExperientialtraineesgainedexposuretotourismatthedifferentDMSAmuseums.

AcknowledgementIwishtoexpressappreciationtoCouncil,managementcolleaguesandallstaffofDMSAforkeepingtheInstitution’scourse steady amidst stormy waters.

Adv. BD MushwanaCHIEF EXECUTIVE OFFICERJuly 2016


Statement of responsibility and confirmation of the accuracy of the annual report

Tothebestofmyknowledgeandbelief,Iconfirmthefollowing:• AllinformationandamountsdisclosedintheAnnualReportareconsistentwiththeAnnualFinancial

StatementsauditedbytheAuditor-General(SouthAfrica).

• TheAnnualReportiscomplete,accurateandfreefromanyomissions.

• TheAnnualReporthasbeenpreparedinaccordancewiththeguidelinesontheAnnualReportasissuedbyNational Treasury.

• TheAnnualFinancialStatements(PartE)havebeenpreparedinaccordancewiththeGRAPstandardsapplicabletothepublicentity.

• TheaccountingauthorityisresponsibleforthepreparationoftheAnnualFinancialStatementsandforthejudgementsmadeinthisinformation.

• Theaccountingauthorityisresponsibleforestablishingandimplementingasystemofinternalcontrolthathasbeendesignedtoprovidereasonableassuranceastotheintegrityandreliabilityoftheperformanceinformation, the human resources information and the Annual Financial Statements.

• TheexternalauditorsareengagedtoexpressanindependentopinionontheAnnualFinancialStatements.

• Inmyopinion,theAnnualReportfairlyreflectstheoperations,theperformanceinformation,thehumanresourcesinformationandthefinancialaffairsoftheentityforthefinancialyearended31March2016.

Adv. BD MushwanaCHIEF EXECUTIVE OFFICERJuly 2016

5. STATEMENT OF RESPONSIBILITY


Above: DITSONG Council Members for 2015/2016; Adv B D Mushwana (CEO), Ms P Khanyile (2016/2017) , Adv M J Ralefatane, Dr L M Mathebula, Mr M Dithlake (2016/2017), Ms K Rapoo, Mr C Kneale

6.1 Vision

Sustainablemuseumsaccessibletoall.

6.2 Mission

TotransformDITSONGmuseumsandheritagesitesintovehiclesfornationbuildingandsocialcohesiontoembraceculturaldiversityandcontributesocio-economicallythroughheritagecollections,research,conservation,educationandexhibitionstothepresentandfuturegenerations.

6.3 Values

AccountabilityToensureaccountabilitybymanagementandstaffintherunningoftheinstitutiontoavoidviolationofallrelevantlegislation.

ExcellenceTostrivetobeanorganisationofexcellencethatdevelopsproductsandservicesthatmeetinternationalstandards.

ProfessionalismTo ensure professionalism in the execution of our duties to enhance productivity and the reputation of the institution.

Integrity Loyalty to the institution and reputation in accordance with its mandate, and honesty of employees.

UbuntuRespectforoneself,fellowworkersandthepublicingeneral.

6. STRATEGIC OVERVIEW


7.1 LEGISLATIVE MANDATE

TheprimarylegislativemandateofDITSONG:MuseumsofSouthAfricaisinformedbytheCulturalInstitutionsAct1998(ActNo.119of1998),promulgatedbyParliamentinfurtheranceoftheconstitutionalmandateoftheDepartmentofArtsandCulture.Intermsofsection8oftheAct,theInstitution’smandate,throughaCouncilofTrusteesappointedbytheMinisterofArtsandCulture,is:• toformulatepolicy;• tohold,preserveandsafeguardallmovableandimmovablepropertyofwhateverkindplacedinthecareofor

loanedorbelongingtothedeclaredinstitutionconcerned;• toreceive,hold,preserveandsafeguardallspecimens,collectionsorothermovablepropertyplacedunderits

careandmanagementundersection10(1);• toraisefundsfortheinstitution;• tomanageandcontrolthemoneysreceivedbythedeclaredinstitutionandtoutilizethosemoneysfordefraying

expensesinconnectionwiththeperformanceofitsfunctions;• tokeepaproperrecordofthepropertyofthedeclaredinstitution,tosubmittotheDirector-Generalanyreturns

requiredbyhimorherinregardtheretoandtocauseproperbooksofaccounttobekept;• todetermine,subjecttothisActandwiththeapprovaloftheMinister,theobjectivesofthedeclaredinstitution;

andtogenerallycarryouttheobjectsofthedeclaredinstitution.

7.2. Constitutional Mandate

TheconstitutionalmandateofDITSONG:MuseumsofSouthAfricaisbasedonChapter2,Section31,oftheConstitutionofSouthAfrica(Act108of1996),whichstates: 31. Cultural, religious and linguistic communities.—(1)Personsbelongingtoacultural,religiousorlinguistic

communitymaynotbedeniedtheright,withothermembersofthatcommunity- (a)toenjoytheirculture,practisetheirreligionandusetheirlanguage;and (b)toform,joinandmaintaincultural,religiousandlinguisticassociationsandotherorgansofcivilsociety. (2)Therightsinsubsection(1)maynotbeexercisedinamannerinconsistentwithanyprovisionoftheBillof

Rights.

7.3. Other mandates National Development Plan

DMSAsupportstwooutcomesofgreatimportancethatcontributetotheeconomicgrowthandcohesivenessofthenation,andtheseare:Outcome 4: Mzansi’s Golden Economy strategy; and Outcome 14: Transforming Society and Uniting the Country;thenationbuildingandsocialcohesionimplementationframeworkaspresentedintheMediumTermStrategicFramework(MTSF)2015–2020.

ThestrategicoutcomeorientedgoalsofDMSArelatetotheDepartmentofArtsandCulture’sstrategicgoals,whichcollectively support the National Development Plan, in particular outcomes 4 and 14. Similarly also, the National DevelopmentPlandirectsDMSAtobindthecountrytogetherinmovingtowardsasharedfuture.Italsoencouragesimprovedaccesstoqualitypublicservicesinordertoreduceinequalityofopportunities.

Shareholder Mandate

InsupportoftheGovernmentimperativesandDAC,theInstitutionhasembeddedintheexecutionofitsmandatetoimplementtheMTSFgoalstorealisenationbuildingandsocialcohesion.

7. LEGISLATIVE AND OTHER MANDATES


7.4. Other Relevant Legislation ACTS NUMBER

Basic Conditions of Employment Act, 1997 Act 75 of 1997Broad-Based Black Economic Empowerment Act, 2003 Act 53 of 2003Employment Equity Act, 1998 Act 5 of 1998Firearms Control Act, 2000 Act 60 of 2000GovernmentImmovableAssetManagementAct,2007Act19of2007LabourRelationsAct,1995 Act66of1995Military Veterans Act, 2011 Act 18 of 2011National Environmental Management Act 107, 1998 Act 107 of 1998National Heritage Council Act, 1999 Act 11 of 1999Occupational Health and Safety Act, 1993 Act 85 of 1993Preferential Procurement Policy Framework Act, 2000 Act 5 of 2000Promotion of Access to Information Act, 2000 Act 2 of 2000Promotion of Equality and Elimination of Unfair DiscriminationAct, 2000 Act 4 of 2000Protected Areas Act 57, 2003 Act 57 of 2003PublicFinanceManagementAct,1999 Act1of1999Skills Development Act, 1998 Act 97 of 1998South African Heritage Resources Act, 1999 Act 25 of 1999

7.5. Judicial Proceedings and Legal Matters

NzwalethuMaintenanceandProjects– failure tosupplyanderectconcreteperimeter fenceatDITSONG:WillemPrinslooAgriculturalMuseumsandDITSONG:PioneerMuseum.Arbitrationheldandorderofthecourtservedonrespondent.TheattorneyhassinceadvisedthattherecoveryprocessbeendedandthecasebeclosedastheCloseCorporation(CC)hasnoassets.AmotivationwillbesubmittedtotheAuditandRiskCommitteeinJune2016torecommendthatthecasebewrittenoffbyCouncil.

DMSAversusBellaCassaHousingDevelopment(PTY)Ltd–BreachofcontractforconstructionoffenceatDITSONG:TswaingMeteoriteCrater-thecompanyhasbeenliquidated.DMSAisonthelistofCreditors.

DMSAversusLJvanBuurenBetonwerkeCloseCorporation-breachofcontractforconstructionoffenceatDITSONG:TswaingMeteoriteCrater.Thecompanyhasbeenliquidated.DMSAisonthelistofCreditors.However,theattorneyhasstatedthatthe“likelihoodoftheassetcomingtofruitionisverylittle”.Basedonthisrecommendation,amotivationwillbesubmittedtotheAuditandRiskCommitteeinJune2016torecommendthatthecasebewrittenoffbyCouncil.

DMSAversusAlanColemant/aTheWarStoreLesseedisputesterminationofleaseagreementatDITSONG:NationalMuseum of Military History. When the contract ended on 31 August 2012, the lessee disputed the termination and claimed that there is another agreement in existence that permits him to remain on the premises. The matter has beenfinalized.AlanColemanvacatedthepremiseson15October2015,andthecourtorderstipulatedthathemustpayDMSA’slegalcosts.TheattorneyisintheprocessoftaxingthebillthatwillgototheTaxingMaster.TheTaxingMaster will determine the amount that the defendant needs to pay. It is uncertain at this stage how long this process willtake.Thefinancialstatementswillindicatetheadjudicationinthedisclosurenotes.


DMSAversusFundiProjectsBreachofthelongtermleaseagreementforleaseofthepremisesofDITSONG:WillemPrinslooAgriculturalMuseum.Thedurationofthecontractis20years(1999-2019)withanoptiontorenewforanother20years.Rental:Thesettlementagreementwasmadeanorderofcourton8February2016.Thecontracthasbeencancelledforthwithandhewillvacatethepropertyintranchesstartingfrom28Feb2016,thelastofhismovesbeingon31December2016.TheorderofCourtindicatedthateachpartyisresponsibleforhisownlegalcosts.

Mackenzie versus DMSA/Minister/Monyela for non-appointment to a Director’s position. The Claimant demandsappointmentorsettlementofdifferenceinherpackagevsDirector’spackage.LabourCourtsittingtookplaceon2February2015andthematterwasresolvedagainsttheclaimant.ThiscaseisfinalizedasnoappealwaslodgedtotheCourtofAppealwithin15daysoftheCourt’sjudgmentasrequiredforanappeal.

MackenzieversusMMakgolo.CCMAincludingLabourCourtreferral.ConcomitantHighCourtsummonsagainsttheCEOinhispersonalcapacityforallegeddefamationcommitted inanemployment interviewprocess.JudgeSpligruled in favourof theclaimant.ThismatterhasbeenresolvedbyCouncil that therewillbenoappealsincetherewasnoCouncilresolutiontojoinDMSAinthematter,andfurtherthatthelegalfeespaidmustberecoveredfromtheformer CEO since he was sued in his personal capacity.

7.6. Planned Policy Initiatives

The revision of theWhite Paper on Arts, Culture andHeritage (ACH) planned by the shareholdersmay revokeelementsofthe1996WhitePaperonArts,CultureandHeritage(ACH)andconveysGovernment’svisionforACHand the cultural and creative industries.

DITSONG EXECUTIVE COMMITTEE: Mr T Monyela (Director DNMMH), Ms J Montlha (Acting Director DNMCH), Dr S Badenhorst (Acting Director DNMNH), Adv B D Mushwana (CEO). Absent Ms N Sakawuli (CFO)


8. ORGANISATIONAL STRUCTURE


• CuratorsandmanagementworkedhardtodevisenewstrategiesandworkingplanstoensuretheturnaroundandsustainabilityofDITSONGaspartofSouthAfrica’sHeritage.

• IntroductionofFrameworkforKnowledgeManagement.Firsttimefororganisation.• 20PeerReviewedpublicationsproducedwhichincluded:Animalremainsfromanearlytwentiethcenturyrural

farmingcommunity,DecreaseofCoquiFrancolin,DNAbarcodingforidentificationofcrypticspeciesinthefieldandexistingmuseumcollections:acasestudyofAethomysandMicaelamys(Rodentia:Muridae),OccupationalintensityandenvironmentalchangesduringtheHowiesonsPoortatKlipdriftShelter,Krugerhouse;theintricaciesofconjecture,HeritageResourcesManagement,BridgingtheCountry:ashorthistoryofnearlyallSouthAfricanbridges,DipitšakeBophelo:Pottery from the Collection of Ditsong National Museum of Cultural History,ReturntoMorogoro,LouisBotha’sWaretc.

• TheMamelodi“Massacre”projectwasdevelopedandresearchstarted.• Amarketingandcommunicationsstrategywasdevelopedandapprovedaswellasastakeholderrelations

strategy.• Authenticrestorationofwalls,chimneyandroofofthePioneerdwelling.• CreationofinformationCentreatKrugermuseum.• UniqueKrugerDayeventheldinconjunctionwithRussianEmbassytohonourthepartnershipoftheRussians

andSouthAfrican’sduringthewar.• HeritagedayeventatTswaingMeteoriteCrater-visitorsnumbersat3000.• Mampoerfestivalsucceedsinreachingnewvisitortargets.• OutreachprogrammesmovedintoNorthWestProvinceincludingMafikeng,Itsoseng,ZeerustandRustenburg

andfarexceedtargetedvisitstomakeHeritageaccessibletoall.• Internationalmuseumsweekgrantedover5500learnersfreeentrytoDITSONGMuseums.• ScienceweekreceivedfundingofoverR173000tohostanweek-longeventwhichwastakentovariousmalls

andexposeandinformthepublicaboutDITSONGMuseumsandHeritage.Over40000peoplewereexposedto DITSONG Museums.

• A60yearscelebratoryeventoftheFreedomCharterwasorganisedatDITSONGinconjunctionwithHRCandSAHRA.

• TwoMandelaDayeventsheldinconjunctionwithGautengMentalhealthinSoshuaguveandMamelodi.• DNMMHassistedSAHRAwiththecompilationofnamesfortheWallofRemembranceatDelvilleWoodand

with the editing of text for the displays for DAC in Delville Wood. 13 756 names were checked for the memorial• WW2veteranspicnichostedbyDNMMH.• SAAACApicnic(SouthAfricanArms+AmmunitionCollectorsFayre).• ThetraditionalNewYear’sFestivalatPioneerMuseumattractedmanyfamiliesfromthesurrounding

communities.• 7thAnniversaryCommemorationofVEDayParade.• HRhostedwellnessdaysaswellasaverysuccessfulwomen’seventwithAdvRalefataneasaveryinspiring

main speaker.

SUCESSES OF DITSONG IN 2015/2016


The Auditor-General South Africa performs the necessary audit procedures on the performance information to provide reasonableassuranceintheformofanauditconclusion.Theauditconclusionabouttheperformanceagainstpredeterminedobjectivesisincludedinthereporttomanagement,withmaterialfindingsbeingreportedunderthePredeterminedObjectivesheading in the Report on other legal and regulatory requirements section of the Auditors report.

PartBofthisreportshouldthereforebereadwithpage73oftheAuditor’sReportsectionofPartE:FinancialInformation

2. SITUATIONAL ANALYSIS2.1 Service Delivery Environment

ThedetailedreportingonDMSA’spredeterminedobjectives,includingindicators,isoutlinedunderpoint3below.DMSA’sperformanceinformationreflectsthatoutofthe46oftheplannedindicators25(54%)havebeenachievedand21(46%)oftheplannedindicatorshavenotbeenachieved.

Thefactorsthatcontributedtonon-achievementoftheindicatorsincludeamongotherthings,themoratoriumthatwasputinfillingpositions,asmallexhibition’steamandminimalfundingtobuildpermanentexhibits.Althoughasmallmarketingteamwas constituted, marketing was limited, which resulted in DMSA receiving inadequate income from the use of its facilities. The decentralised model was implemented and Business Plans, Skills Development and Succession Plans were developed.Better coordination and structure was afforded to the Business Development Programme allowing more effective research, conservationandpreservationofmuseumartefacts.ThePublicEngagementProgrammeofferedco-ordinatedactivitiesincollaborationwithstakeholders,commemoratingnationaldays,suchas:

• InternationalMuseumsWeekwasheldattheDNMCHand5543learnersweregrantedfreeentry.• TheNationalScienceWeek2015washeldattheDNMNHfrom3to7August2015.TheMuseumwasawarded

funding of R173 958.20 to host the event and 2 176 learners and 95 educators were reached. An outreach programmewasalsoheldatJubileeMall(Hammanskraal,northofPretoria)aspartofNationalScienceWeek.Thisprogrammealso tookplacebetween3and7August (from09h00 to18h00)andapproximately41000peoplewerereachedbasedonthefootcountattheMallentranceclosesttotheDMSA’sdisplayarea.

• TwoMandela Day (July 2015) celebrations were held in collaboration with North GautengMental Health inSoshanguveandMamelodi for orphans.Approximately 200 childrenwere reached in both communities andtreatedtoadayfilledwithcelebratoryactivitiesandendingwithenjoyingaspeciallymadecakeandsongsaboutNelson Mandela.

• HeritageDay (24September2015)washeld incollaborationwith theCityofTshwane.Approximately3000communitymembersfromaroundTswaingattendedtheeventwhichhostedguestspeaker,Prof.MuxeNkondo.

Otherachievementsduringthisreportingperiodwerethesuccessfulhostingofpubliclectures:ProfBrockFentonfromtheUniversityofWesternOntario,Canada,presentedalecture,titled“Theworldthroughabat’sear”,whileProf.ChrisvanVuurenfromUNISApresentedalecturetitled“TangiblememoryinlandscapesinlandclaimsinSouthAfrica”andDrJohnnyvanSchalkwykfromtheDNMCHpresentedalecture,“Wherepiouspeopledwelled:creating/recreatingalandscape”.

ANewYear’sFestivalwasheldatDPMon1January2016andtheannualMampoerFestivalwasheldattheDWPAM.

Manyrestorationprojectswereexecutedtoupgradebuildingsandfacilities.Alongawaitedachievementwastheauthenticrestoration of the Pioneer dwelling at DPM.

RestorationofobjectsatDNMCHwasdone.

1. AUDITOR’S REPORT: PREDETERMINED OBJECTIVES


Researchpublicationsincluded20peerreviewedpublications.DMSAhasdevelopedstrategiestomitigatetheobjectivesthatwerenotachievedduringthe2015/2016financialyear.Theseincludegreater refinementof the restructuringprocess,a total revisionof theAnnualPerformancePlan in linewith therestructuring,aswellasmorespecifictaskdelegationstoindividuals.

2.2 Organisational environment

ThenewdecentralisedoperatingmodelframeworkforDMSAhasbeenadopted,however,thehighvacancyrateremainsafactoraffectingtheInstitution.Theorganisationalstrategyisstillunderreviewandthestructureandprocessesarebeingfine-tuned.

Teamswereestablishedaspartoftheturnaroundprogrammeforthenewsubprogrammes,whichincludeEmployerofChoice,FinancialSustainability, Information andCommunicationTechnology,Marketing,CoreFunctionsBusinessDevelopmentconsistingofCollectionManagement,ConservationandRestoration,ResearchandPublicProgrammesandExhibitions.ProcessesandproceduresweredevelopedbyteammembersthatwillenhancethedevolutionofauthoritypertinenttothebusinessoperationsandserviceofDMSA.TheseactivitiesresultedinanincreaseinmanagementandCouncilmeetingsfor2015/2016.

Amarketingandcommunicationsstrategywasapprovedandimplementedwhichshouldshowanincreaseinvisitornumbersinthenewfinancialyear.

Althoughirregularexpenditurecontinuestobeanissueasaresultoflegacy,newincidentshaveactuallydeclinedintheyearunderreview.Longterminterventionswillfocusondefiningastrategicoutlooktohumanresourcemanagementincludingbuildingaperformancecultureintheorganisation.

2.3 Key policy developments and legislative changes

There were no key policy developments and legislative changes.

2.4 Strategic outcome oriented goals

ThenewvisionofDMSA,“Sustainablemuseumsaccessibletoall”resonateswiththeaboveinensuringthattheDITSONGmuseumsembraceculturaldiversityandpromotethenation’sdemocracy.Attunedtothisvision,theStrategicPlanpresentsinnovative ways of unlocking the potential of the heritage assets entrusted to the Institution, while developing new audience nichestomakethemuseumsandheritagesitesaccessibletoallthecommunities.Themuseumsarethuswindowsthatreflectthenation’sheritage,andthereforeplayacriticaleducationalroleinredressingthehistoryofthepeople,andsocialissuesand thuscontributing tonationbuilding.Museumscanplaya role inbuildingaunitednation.Museumsarealsoimportantforumsforenhancingdemocracy.DMSA’smuseumsplayavitalroleinbuildinganinclusivesocietyandeconomy,encouraging active citizenship.

GenerallyRecognisedAccountingPractice(GRAP)103:HeritageAssets isaprogrammeDMSAconsidersasaprioritywithregardtoaccountabilityoftheheritageassetsentrustedtotheInstitution.Currently,nineteeninternswithmuseumandinformationsciencequalificationsareemployedonatwoyearcontracttoassistwiththeimplementationoftheGRAPproject.Asaresultofitsimportance,CouncilapprovedtheappointmentofaProjectManagertodrivetheprocess.AHeritageAssetManagementPolicyhasalsobeenapproved.


DMSA is responsible for 3 programmes, viz. Administration (Corporate Services), Business Development and PublicEngagementandareinformedbythefollowingStrategicGoals:• Effectiveandefficientorganisation;• Properlypreserved,wellcurated,researchedandaccessiblecollectionstothegeneralpublic;• Diversifiedfundingbase;• Increasedaccessibilitytothemuseums;and• Developedandretainedskillsandexpandedspecializedknowledge.

TheseStrategicGoalsarebeingoperationalisedinthefour(4)businessunits,namelytheMuseumsofCulturalHistory,MilitaryHistoryandNaturalHistoryandfivesatellitemuseums/heritagesites (KrugerMuseum,PioneerMuseum,SammyMarksMuseum,WillemPrinslooAgriculturalMuseumandTswaingMeteoriteCrater)andAdministration,whichformspartofthefour(4)businessunits.

AsadirectionbyDAC,thereportingontheDMSAstrategyisalignedtothenewframeworkprovidedbytheDepartment.

THE INSTITUTION’S STRATEGIC (OUTCOME ORIENTED) PROGRAMMES ARE THE FOLLOWING:

PROGRAMME 1 Administration (Corporate Services)

Goal statement To support core function departments by providing an enabling environment to ensure that DMSA fulfils its core mandate.Link to government priorities Preservation for access to information.

PROGRAMME 2 Business Development (Core Business)

Goal statement To research, manage, maintain, restore and render access to DMSA museum collections.

Link to government priorities• Preservationforaccesstoinformation.• Promotionoflinguisticdiversity.

PROGRAMME 3 Public Engagement

Goal statement To develop and maintain public programmes and exhibitions for accessibility to the public.

Link to government priorities• Heritagepromotionandpreservation.• Promotionoflinguisticdiversity.• Developmentandpromotionofartsandculture.


DITSONG:MuseumsofSouthAfricahasthreeprogrammesnamely,Administration(CorporateServices),BusinessDevelopmentandPublicEngagement.

3.1 PROGRAMME 1: ADMINISTRATION (CORPORATE SERVICES)

3.1.1 Purpose: To support core functiondepartments byprovidinganenablingenvironment to ensure thatDMSA fulfils its coremandate.

3.1.2 List of Sub-Programmes

Human Resources Management, Marketing and Communications, Information and Communication Technology, Finance,FacilitiesManagement,SecurityandCapitalProjects.

3.1.3 Strategic Objectives

Measurable Objective: To ensure effective leadership, management and administrative support to the Institution through continuous refinementoforganisationalstrategyandstructureincompliancewithappropriatelegislationandbestpractices.

This programme provides a range of innovative solutions to enable the Institution to achieve its strategic andoperationalgoals.Over theplanningperiodworkwill focusonpromotinggoodgovernance,efficientallocationofresources, transforming the programme to a customer centric service area and ensuring a healthy and secure working environment. Efforts will also focus on continuously meeting the needs of clients within a model that ensures proper feedbackmechanisms.

3.1.4 Programme Performance Information3.1.4.1 Demand Management

Procurementplanssubmittedandapproved.

3.1.4.2 Administration of Human Resources Management Services

In line with the implementation of the decentralised model, a skills development and training strategy was developed and policies developed and approved, including a Recognition of Prior Learning Policy and GRAP 103 Heritage Policy.A Recognition of Prior Learning Plan was included and developed in the Human Resources Development Strategy Learning Plan. Succession Plans and Business Plans were developed and approved. Staff assistance continued in theformoftheCarewaysProgrammeandWellnessDaystoassiststaffwithvariousproblemsrangingfromhealthtofinancialandpsychologicalissues.AsuccessfulWomen’sHighTeaeventwasheldwithAdv.M.J.Ralefataneasthe main speaker.

3.1.4.3. Marketing and Communications

TheMarketingandCommunicationStrategywasdevelopedandapprovedbyCouncil.Thecontinuedvacancyofa Marketing and Communications Manager continued to impact on a lack of awareness of DMSA as well as the generationofnewmarkets,however,asmallteamwasabletopromoteDMSAthroughexpos,marketingeventsand

3. PERFORMANCE INFORMATION BY PROGRAMME


medialiaisonwhichdidreflectontheincreasedvisitornumbers.90%ofthetargetforvisitor’snumberswasachieved:361405of399690feetthroughthedoorand85%virtualvisitors–3075838of3615687.Inthe2014/2015periodthere were 484 273 visitors including those visiting the coffee shops and for functions. Editing of DMSA documentation andresearchjournalswasachieved.TeamleadersandotherstaffattendedcoursesinProjectManagement.

3.1.4.4 Information and Technology (ICT)

TheGovernanceFrameworkwaspresentedtoCouncilinMarch2016andreferredbackforapprovalintheApril2016meetingwhereaSteeringCommitteewasappointed(thiswasapprovedinApril2016).TheICTMasterSystemPlanwasnotdevelopedandapproved,butisscheduledtobeapprovedinthe3rdquarterof2016.TheDisasterRecoveryandBusinessContinuityManagementPlans for ICTwerenot completeddue toSITA’s capacity challenges.ThecompletiondatewasmovedtoJune2016.

3.1.4.5 Finance: Revenue Generation

R2449623 in rental fees for rentalof facilitieswerecollected,which is95%of the targetof R2572120. In the2014/2015periodtheinstitutioncollectedR2143889,therefore2015/2016reflectedanincreaseofR305734.ThelackoftheSARStaxclearancecertificatehashadagreatimpactontherentaloffacilitiesandotherformsofincomegeneration, i.e. Council for Geoscience, DWPAM, etc. The Finance Department is addressing the issuing of a tax certificate,whichwouldallowfortherecoupmentoftherentaloffacilitiesattheDNMNHforthepast4years.Furtherinterventions include the renting of facilities at DNMMH, DNMCH and DNMNH in the 2016/2017 year, which will addtorentalincome.UpgradestoexistingrentedsitessuchastheCoertSteynbergandPierneefMuseumswillbeinvestigated with the DPW and curators.

OfthetargetofR5498090,66.5%,totallingR3661187,wascollectedthroughentrancefees.ThisisanincreaseofR55 748 from 2014/2015.

The target for donations of R 24 500 was exceeded and R124 976 was collected.R1116366(101%)ofthetargetofR1108400wascollectedthroughbusinessventuresincomparisontotheR921548 collected in 2014/2015, an increase of R194 818.

DMSAtargetedtocollectR1705000interestfrominvestedfunds.R1984019(116%)wasactuallycollectedthroughinterest during the year.

ThetargetofR530000forfundraisingincomewasonly15%achievedasonlyR81000couldbefundraisedduringtheyear.Theamountcollectedin2014/2015wasR46000.Thisamountisnotalwayspredictableduetochangesinlegislationandpotentialfunders’directives.

Wehad targeted to raiseR1590000 from theNRF forResearchGrants.AnamountofR1506562 (95%)wasawardedbyNRFResearchGrantsasanewawardfortheyear,inadditiontoR235500thatwascarriedoverfromthe previous year. However, the actual amount that was spent and thus recovered from the NRF was R736 632 for the year.


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ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

SUB

-PRO

GR

AM

ME:

MA

RK

ETIN

G A

ND

CO

MM

UN

ICAT

ION

Mar

ketin

g an

d C

omm

unic

atio

n st

rate

gy is

ap

prov

ed.

New

targ

et.

Mar

ketin

g an

d C

omm

unic

atio

n St

rate

gy w

as

appr

oved

.

A m

arke

ting

and

C

omm

unic

atio

n St

rate

gy w

as a

ppro

ved

in 3

rd q

uarte

r.

N/a

.N

/a.

New

targ

et.

Num

ber o

f visi

tors

du

ring

the

year

.N

ew ta

rget

.Fe

et th

roug

h th

e do

or 3

99 6

90.

Virtu

al 2

920

000

.

The

num

ber o

f visi

tors

fro

m A

pril 2

015

to e

nd

of M

arch

201

6 wa

s 36

1 40

5 (9

0% ta

rget

al

mos

t ach

ieve

d).

The

virtu

al n

umbe

rs

were

3 0

75 8

38

(85%

targ

et a

lmos

t ac

hiev

ed).

N/a

.N

/a.

Mar

ketin

g D

epar

tmen

t did

not

ha

ve s

taff

to d

rive

mar

ketin

g pr

oces

ses.

N

ew in

itiativ

es to

be

inve

stig

ated

in

2016

/201

7.

SUB

-PRO

GR

AM

ME:

INFO

RM

ATIO

N A

ND

CO

MM

UN

ICAT

ION

TEC

HN

OLO

GY

Perio

d by

whi

ch

ICT

Stee

ring

Com

mitt

ee is

ap

poin

ted.

New

targ

etSt

eerin

g C

omm

ittee

ap

poin

ted.

Not

ach

ieve

d, a

s th

e fra

mew

ork

was

refe

rred

back

by

Cou

ncil f

or fu

rther

in

put.

N/a

.N

/a.

The

Gov

erna

nce

Fram

ewor

k wa

s se

rved

to C

ounc

il in

Mar

ch 2

016

and

refe

rred

back

for

appr

oval

in A

pril 2

016

mee

ting

whe

n th

e St

eerin

g C

omm

ittee

w

ill be

app

oint

ed.

Perio

d by

whi

ch

ICT

Mas

ter S

yste

m

Plan

is d

evel

oped

an

d ap

prov

ed.

New

targ

et.

ICT

Mas

ter

Syst

em P

lan

is de

velo

ped

- 2nd

qu

arte

r.

ICT

Mas

ter S

yste

m

Plan

was

not

de

velo

ped

and

appr

oved

.

N/a

.N

/a.

ICT

Mas

ter S

yste

m

Plan

was

not

de

velo

ped

and

appr

oved

due

to

inca

paci

ty o

f SIT

A.


STR

ATEG

IC O

BJE

CTI

VE 1

. AD

MIN

ISTR

ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

Perio

d by

whi

ch

Disa

ster

Rec

over

y an

d Bu

sines

s C

ontin

uity

M

anag

emen

t Pla

ns

are

deve

lope

d an

d ap

prov

ed.

New

targ

et.

Disa

ster

Re

cove

ry

and

Busin

ess

Con

tinui

ty

Man

agem

ent

Plan

s ar

e de

velo

ped

and

appr

oved

- 2n

d qu

arte

r.

Not

ach

ieve

d.N

/a.

N/a

.Al

thou

gh S

ITA

has

allo

cate

d re

sour

ces

and

com

mitt

ed to

AR

C in

Mar

ch 2

016

to c

ompl

ete

the

task

in

the

4th

quar

ter,

com

plet

ion

date

m

oved

to M

ay 2

016

due

to S

ITA’

s ca

paci

ty

chal

leng

e.SU

B-P

ROG

RA

MM

E: F

INA

NC

EPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14.2

015

to

2015

/201

6

Com

men

t on

varia

nces

Rent

al o

f fac

ilitie

s. R

2 1

43 8

89

rent

al fe

es

colle

cted

.

Col

lect

R 2

572

12

0 fo

r ren

tal o

f fa

ciliti

es.

Not

ach

ieve

d. R

1 96

9 87

6 (4

5%) f

ees

for

rent

al o

f fac

ilitie

s we

re

colle

cted

.

Und

er a

chie

ved

by R

602

244

.D

urin

g 20

13/2

014

this

was

also

not

ac

hiev

ed b

y an

am

ount

of

R 64

8 07

0.

The

actu

al

achi

evem

ent i

n 20

15/2

016

decl

ined

co

mpa

red

to

2014

/201

5 du

e to

pen

ding

tax

clea

ranc

e ce

rtific

ate

as a

resu

lt of

a

disp

ute

betw

een

DM

SA a

nd S

ARS.

Th

e ta

x ce

rtific

ate

woul

d al

low

DM

SA

to re

coup

the

rent

al

of fa

ciliti

es a

t the

N

atio

nal M

useu

m o

f N

atur

al H

istor

y fo

r th

ree

year

s.


STR

ATEG

IC O

BJE

CTI

VE 1

. AD

MIN

ISTR

ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

Entra

nce

fees

.R

3 60

5 43

9 en

tranc

e fe

es

colle

cted

.

Col

lect

R 5

49

8 09

0 fo

r en

tranc

e fe

es.

Not

ach

ieve

d. R

3 62

2 67

3 (6

6%) e

ntra

nce

fees

wer

e co

llect

ed.

Und

er a

chie

ved

by R

1 8

75 4

17.

The

targ

ets

set

for e

ntra

nce

fees

wer

e n

ot

achi

eved

in

2014

/201

5.

(und

erac

hiev

ed

by R

200

361

) an

d no

t ach

ieve

d in

201

5/20

16.

Entra

nce

fees

for

2013

/201

4 wa

s R

3 60

5 43

9 an

d in

crea

sed

to R

3 6

22

673

for 2

014/

2015

. D

eclin

ing

num

bers

of

visi

tors

cou

ld b

e at

tribu

ted

to le

sser

sc

hool

s, d

ue to

in

suffi

cien

t edu

cato

rs

at tw

o m

useu

ms

as w

ell a

s lim

ited

new

and

rele

vant

ex

hibi

tions

. D

onat

ions

.R

103

111.

Don

atio

ns o

f R

24 5

00.

Achi

eved

. R

124

976

wa

s co

llect

ed th

roug

h do

natio

ns.

Ach

ieve

d by

R 1

0 04

76.

The

targ

et w

as

achi

eved

in

2015

/201

6 an

d

targ

et w

as m

et in

bo

th y

ears

.

The

indi

cato

r was

ac

hiev

ed.

Busin

ess

vent

ures

. R

1 02

4 65

5 co

llect

ed

from

bus

ines

s ve

ntur

es.

Col

lect

R1

108

000

thro

ugh

busin

ess

vent

ures

.

R1 0

83 9

52 (9

8%)

was

colle

cted

thro

ugh

busin

ess

vent

ures

. Al

mos

t ach

ieve

d .

Und

er a

chie

ved

by R

240

48.

Dur

ing

2014

/201

5 an

d 20

15/2

016

perfo

rman

ce

indi

cato

r not

ac

hiev

ed d

ue

to th

e de

clin

ed

visita

tions

to th

e m

useu

ms

as a

re

sult

of s

ocio

ec

onom

ic fa

ctor

s.

Dur

ing

2014

/201

5 an

d 20

15/2

016

indi

cato

r not

ach

ieve

d du

e to

the

decl

ined

vis

itatio

ns to

the

mus

eum

s as

a re

sult

of s

ocio

eco

nom

ic

fact

ors

and

outd

ated

pr

oduc

ts s

how

-cas

ed

and

sold

at m

useu

ms.


STR

ATEG

IC O

BJE

CTI

VE 1

. AD

MIN

ISTR

ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

Inte

rest

rece

ived.

R 2

240

329

in

tere

st

gene

rate

d.

Rece

ive R

1

705

000

inte

rest

R 1

984

019

(116

%)

was

colle

cted

thro

ugh

inte

rest

in 2

015.

2016

Ach

ieve

d in

20

15/2

016

by R

27

9 01

9.

Slig

ht d

eclin

e of

R 2

56 3

10

betw

een

2014

/20.

15 a

nd

2015

/201

6.

R 1

984

019

(116

%)

was

colle

cted

thro

ugh

inte

rest

in 2

015/

2016

.

Fund

rais

ing.

R 4

6 00

0 ra

ised

.R

530

000

re

ceiv

ed fr

om

fund

rais

ing.

Und

erac

hiev

ed R

81

000(15%

)received

from

fund

rais

ing.

Onl

y ac

hiev

ed 1

5 %oftarget.

Und

erac

hiev

ed

in 2

015/

2016

and

ov

er a

chie

ved

byR814135in

2014

/201

5.

Difficulttodetermine

how

muc

h on

e w

ill ac

hiev

e in

fund

rais

ing

as th

ere

are

man

y fa

ctor

s to

con

side

r. Sh

ouldnotbepartof

thebudgetasitcan

chan

ge o

r int

erfe

re

withbudgetplanning

and

estim

ates

.R

esea

rch

gran

ts.

R59

8 94

3R1

590

000

re

ceiv

ed fr

om

rese

arch

gra

nts.

R 7

36 6

32 n

ot

achi

eved

. (46%

)Target

not a

chie

ved

for

rese

arch

gra

nts.

Ther

e wa

s an

in

crea

se o

f R

137

689

for

2015

/201

6 fro

m

2014

/201

5.

Fund

s un

utilis

ed fr

om

2014

/15

were

rolle

d ov

er to

201

5/16

.

SUB

-PRO

GR

AM

ME:

FAC

ILIT

IES

MA

NAG

EMEN

T, S

ECU

RIT

Y A

ND

CA

PITA

L PR

OJE

CTS

Perio

d by

whi

ch

an a

ltern

ative

as

set u

se p

lan

is de

velo

ped

and

appr

oved

.

New

targ

et.

Asse

ts

cont

ribut

ing

to re

venu

e ge

nera

tion

iden

tified

and

in

corp

orat

ed in

th

e 16

/17

APP.

Targ

et a

chie

ved.

N/a

.N

/a.

New

targ

et.


STR

ATEG

IC O

BJE

CTI

VE 1

. AD

MIN

ISTR

ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

A se

rvic

e pr

ovid

er

for t

he d

esig

n of

th

e se

curit

y sy

stem

is

appo

inte

d.

New

targ

et.

A se

rvic

e pr

ovid

er fo

r the

de

sign

of th

e se

curit

y sy

stem

is

appo

inte

d.

Serv

ice

prov

ider

fo

r sec

urity

des

ign

plan

was

app

oint

ed

in M

arch

201

6. T

he

impl

emen

tatio

n of

the

secu

rity

syst

em w

ill be

do

ne o

nce

the

desig

n is

final

ised.

Tar

get

achi

eved

.

N/a

.N

/a.

No

varia

nce,

new

ta

rget

.

A se

curit

y sy

stem

is

impl

emen

ted.

New

targ

et.

Impl

emen

tatio

n of

se

curit

y sy

stem

.N

ot a

chie

ved.

A se

curit

y sy

stem

was

not

im

plem

ente

d.

N/a

.Th

e te

nder

is to

go

out i

n Ju

ly 2

016

for a

ne

w s

ecur

ity s

yste

m.

A m

aint

enan

ce

fram

ewor

k is

deve

lope

d.

New

targ

et.

Dev

elop

men

t of

a m

aint

enan

ce

fram

ewor

k IC

T au

tom

atio

n of

pr

oces

ses

of

serv

ices

, whi

lst

ensu

ring

data

se

curit

y an

d in

tegr

ity.

Not

ach

ieve

d.A

mai

nten

ance

fra

mew

ork

was

not

deve

lope

d.

N/a

.Th

e m

aint

enan

ce

fram

ewor

k ha

d au

dit

quer

ies,

whi

ch w

ere

addr

esse

d. S

ITA

was

appo

inte

d to

do

this

work

but

due

to

inca

paci

ty w

as

unab

le to

com

plet

e th

e wo

rk in

201

5/20

16

To b

e co

mpl

eted

in

early

201

6/20

17.


STR

ATEG

IC O

BJE

CTI

VE 1

. AD

MIN

ISTR

ATIO

NSU

B-P

ROG

RA

MM

E: H

UM

AN

RES

OU

RCES

MA

NAG

EMEN

TPe

rfor

man

ce

Indi

cato

r20

15/2

016

Actu

al

Achi

evem

ent

2014

/201

5

Plan

ned

Targ

et20

15/2

016

Actu

al A

chie

vem

ent

2015

/201

6D

evia

tion

from

pl

anne

d ta

rget

fo

r 201

5/20

16

Varia

nce

from

20

14/2

015

to

2015

/201

6

Com

men

t on

varia

nces

SUB

-PRO

GR

AM

ME:

GO

VER

NA

NC

E

Polic

ies

and

proc

edur

es

revie

wed,

de

velo

ped

and

appr

oved

.

New

targ

et.

4 po

licie

s an

d pr

oced

ures

de

velo

ped

and

appr

oved

and

6

polic

ies

and

proc

edur

es

revie

wed

and

appr

oved

.

Not

ach

ieve

d.

Dev

elop

ed

and

appr

oved

2

polic

ies.

Re

viewe

d an

d ap

prov

ed 4

po

licie

s an

d pr

oced

ures

.

N/a

.Ap

prov

ed p

olic

ies

to

be a

sses

sed

by M

ay

2016

.

Num

ber o

f Cou

ncil,

Subc

omm

ittee

SP

, APP

and

m

anag

emen

t m

eetin

gs h

eld.

6 C

ounc

il, 3

SP, 3

AP

P an

d 3

man

agem

ent

mee

tings

hel

d.

16 C

ounc

il and

su

b co

mm

ittee

s,

8 m

anag

emen

t an

d 3

SP a

nd

APP

mee

tings

he

ld.

Exce

eded

.23

Cou

ncil a

nd

subc

omm

ittee

m

eetin

gs, 1

1 m

anag

emen

t m

eetin

gs a

nd

3 SP

and

APP

m

eetin

gs h

eld.

In b

oth

year

s ta

rget

s we

re

exce

eded

.

Mee

tings

exc

eede

d du

e to

real

ignm

ent o

f In

stitu

tion.

Risk

ass

essm

ent

unde

rtake

n an

d M

itigat

ion

Actio

n Pl

an d

evel

oped

an

d im

plem

ente

d.

New

targ

et.

Risk

ass

essm

ent

unde

rtake

n an

d M

itigat

ion

Actio

n Pl

an

deve

lope

d an

d im

plem

ente

d.

Achi

eved

. R

isk a

sses

smen

t de

velo

ped

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Documents

AGENCY OF THE DEPARTMENT OF ARTS AND CULTURE · 2017. 3. 2. · notably the Nelson Mandela Foundation. • The National Research Foundation in the reconceptualization of curation