ANNUAL 2014 REPORT 2015 - Provincial Government · 2016-03-10 · ANNUAL REPORT 2014/15 . 8. 9 3. FOREWORD BY THE MEC . We present this annual report at the time when our country

ANNUALREPORT

20142015

PR241/2015 ISBN: 978-0-621-43858-1

Free State Department of Sport, Arts, Culture & RecreationAnnual Report 2014/2015

Free State D

epartment of S

port, Arts, C

ulture & R

ecreation I Annual R

eport 2014/2015

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12

ANNUAL REPORT 2014/15

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CONTENTS PAGE

PART A: GENERAL INFORMATION 3 1. DEPARTMENTAL GENERAL INFORMATION 4

2. LIST OF ABBREVIATIONS/ACRONYMS 5

3. FOREWORD BY THE MEC 8

4. REPORT OF THE ACCOUNTING OFFICER 9

5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF 19

ACCURACY FOR THE ANNUAL REPORT

6. STRATEGIC OVERVIEW 20

6.1 Vision 20

6.2 Mission 20

6.3 Values 20

7. LEGISLATIVE AND OTHER MANDATES 20

8. ORGANISATIONAL STRUCTURE 22

9. ENTITIES REPORTING TO THE MEC 23

PART B: PERFORMANCE INFORMATION 24 1. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES 25

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE 25

2.1 Service Delivery Environment 25

2.2 Service Delivery Improvement Plan 29

2.3 Organisational Environment 31

2.4 Key policy developments and legislative changes 35

3. STRATEGIC OUTCOME ORIENTED GOALS 37

4. PERFORMANCE INFORMATION BY PROGRAMME 41

4.1 Programme 1: Administration 41

4.2 Programme 2: Cultural Affairs 42

4.3 Programme 3: Library and Archive Services 49

4.4 Programme 4: Sport and Recreation 56

5. TRANSFER PAYMENTS 64

5.1 Transfer payments to public entities 64

5.2 Transfer payments to all organisations other than public entities 65

6. CONDITIONAL GRANTS 66

6.1 Conditional grants and earmarked funds paid 66

6.2 Conditional grants and earmarked funds received 66

7. DONOR FUNDS 80

7.1 Donor Funds Received 80

8. CAPITAL INVESTMENT 83

8.1 Capital investment, maintenance and asset management plan 83



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PART C: GOVERNANCE 87 1. INTRODUCTION 88

2. RISK MANAGEMENT 88

3. FRAUD AND CORRUPTION 88

4. MINIMISING CONFLICT OF INTEREST 89

5. CODE OF CONDUCT 89

6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES 90

7. PORTFOLIO COMMITTEES 90

8. SCOPA RESOLUTIONS 92

9. PRIOR MODIFICATIONS TO AUDIT REPORTS 92

10. INTERNAL CONTROL UNIT 94

11. INTERNAL AUDIT AND AUDIT COMMITTEES 95

12. AUDIT COMMITTEE REPORT 97

PART D: HUMAN RESOURCE MANAGEMENT 99 1. INTRODUCTION 100

2. OVERVIEW OF HUMAN RESOURCES 100

3. HUMAN RESOURCES OVERSIGHT STATISTICS 105

PART E: FINANCIAL INFORMATION 131

1. REPORT OF THE AUDITOR GENERAL 132

2. ANNUAL FINANCIAL STATEMENTS 136

Appropriation Statement 136 Notes to the Appropriation Statement 142 Statement of Financial Performance 144 Statement of Financial Position 145 Statement of Changes in Net Assets 146 Cash Flow Statement 147 Accounting Policies 148 Notes to the Annual Financial Statements (including Accounting policies) 153 Annexures 178



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PART

AGENERAL INFORMATION



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1. DEPARTMENT GENERAL INFORMATION

PHYSICAL ADDRESS: CNR EAST BURGER AND HENRY STREET 4TH FLOOR BUSINESS PARTNERS BLOEMFONTEIN 9300 POSTAL ADRESS: PRIVATE BAG X 20606 BLOEMFONTEIN 9300 TELEPHONE NUMBER: 051 410 4700 EMAIL ADDRESS: [email protected] WEBSITE: www.sacr.fs.gov.za



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2. LIST OF ABBREVATIONS

AET Adult Education and Training

AGSA Auditor- General of South Africa

AFCON African Confederations

ANC African National Congress

APP Annual Performance Plan

BBBEE Broad-Based Black Economic Empowerment

BCV Basotho Cultural Village

CATHSSETA Culture, Arts, Tourism, Hospitality and Sport Sector Education and Training Authority

CEO Chief Executive Officer

CFO Chief Financial Officer

CHAN Champions of African Nations

CPM Contract Project Management

CUT Central University of Technology

CV Curriculum Vitae

DHPS District High Performance Satellite

DORA Division of Revenue Act

DPW Department of Public Works

DSACR Department of Sport, Arts, Culture and Recreation

EHWP Employee Health and Wellness Programme

ELC Early Learning Centre

EPWP Expanded Public Works Programme

ERASA Endurance Ride Association of South Africa

EXCO Executive Council

FET Further Education and Training

FS Free State

FSSSI Free State Sport Science Institute



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HDI Historically Disadvantaged Individual

HOA Home Owners Allowance

HOD Head of Department

HP High Performance

HR Human Resource

IBF International Boxing Federation

ICT Information and Communication Technology

IPC Inter Provincial Championship

IT Information Technology

ITU International Triathlon Union

KCM Key Control Measures

KPI Key Performance Indicator

LOGIS Logistical Information System

MACUFE Mangaung African Cultural Festival

MDP Management Development Programme

MEC Member of Executive Council

MISS Minimum Information Security Standards

MOU Memorandum of Understanding

MPP Mass Participation Programme

MTEF Medium-Term Expenditure Framework

NAC National Arts Council

NGO Non-Governmental Organisation

NTC National Training Centre

NSRP National Sport and Recreation Plan

PACC Provincial Arts and Culture Council

PACOFS Performing Arts Council of Free State

PanSALB Pan-South African Language Board

PERSAL Personnel and Salary System



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PDMS Performance Development Management System

PFMA Public Finance Management Act

PGNC Provincial Geographic Names Committee

PHRA Provincial Heritage Resource Authority

PROLIB Provincial Library Systems

PT Provincial Treasury

PW Public Works

RFID Radio Frequency Identification

RSA Republic of South Africa

SA South Africa

SACR Sport, Arts, Culture and Recreation

SAIGA South African Institute of Government Auditors

SANABO South African National Boxing Organisation

SCM Supply Chain Management

SLA Service Level Agreement

SMS Senior Management Services

SASCOC South African Sport Confederations and Olympic Committee

SASReCon South African Sport and Recreation Conference

SMME Small Micro Medium Enterprise

SRSA Sport and Recreation South Africa

SSMPP School Sport Mass Participation Programme

U-AMP User Asset Management Plan

WB World Basketball



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3. FOREWORD BY THE MEC

We present this annual report at the time when our country has begun the third decade of democracy and freedom. Undoubtedly, during the first two decades of our democracy we have witnessed the tree of freedom that have produced sweet fruits. We owe it to martyrs such as Solomon Mahlangu whose blood has nourished this tree of freedom.

As we enter the third decade of freedom and democracy we are mindful of enormous challenges that still continue to confront our country, challenges that are with us following over 300 years of Colonialism of a Special Type. Our government has committed itself to a radical economic transformation programme to address the persistent triple challenge of poverty, unemployment and inequality. Guided by the National Development Plan there is no doubt about the fact that these challenges are being attended to by our government in partnership with our people.

We present this Annual Report at the time when we are also celebrating the 60th anniversary of the Freedom Charter. This document which is the charter of rights adopted 60 years ago by our liberation forebears, continues to be the guiding torchlight in terms of the socio-economic transformation in our country. We are proud of the vision of our heroes and heroines who gathered at Kliptown 60 years ago had in outlining the future for this country. Amongst other things they proclaimed that “the doors of learning and culture shall be opened”.

As the Department we have been guided by this vision of the freedom charter in our quest to broaden access to sport, arts, culture and recreational services to the communities of the Free State. This Annual Report outlines in succinct details all the programmes, projects and activities we have undertaken to realize the vision of the Freedom Charter.

We will continue to be guided by that vision until all the vestiges of apartheid-colonial rule have been removed and total transformation is realized.

FOREWORD BY THE

MEC

MS N.S. LEETO

MEMBER OF THE EXECUTIVE COUNCIL

SPORT, ARTS, CULTURE AND RECREATION

29 May 2015

Ms. N.S. LeetoMEC: Department of Sport, Arts, Culture & Recreation



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4. REPORT OF THE ACCOUNTING OFFICER

4.1 GENERAL REVIEW OF THE STATE OF FINANCIAL AFFAIRS 4.1.1 Overview of the operations of the department, including the results and challenges

Government has agreed on 14 outcomes as key focus of work. Each outcome has a limited number of outputs with targets and each output is linked to a set of activities that will help achieve targets and contribute to the outcome. The strategic objectives of the Department of Sport, Arts, Culture and Recreation in Free State are informed by outcome 14 which is “TRANSFORMING SOCIETY AND UNITING THE COUNTRY” These interventions are as follows:

• Fostering constitutional values • Equal opportunities, inclusion and redress • Promoting social cohesion across society • Active citizenry and leadership • Social compacts

The programmes of the department designed to support these interventions, are the following: Administration • To improve in terms of payment to service providers within 30 days as stipulated or mandated • To maintain the 2013/14 clean audit for the 2014/15 year Challenge remains limited resources to sustain the necessary internal control environment in order to maintain the clean audit. Only the level of dedication and commitment of the staff may make this a reality. Cultural Affairs • Various projects such as

− Support of various arts festivals (from MACUFE and Mine Dance to Boertjiefees) − Revival of spiritual choirs − MACUFE aftercare programme, to develop and improve skills of artists − Educating the community in National symbols − Review of place names − Arts in school and prison programmes

Adv. T.H. MalakoaneHead of the Department

REPORT OF THE

ACCOUNTINGOFFICER



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• Finalisation of language policy (approved by FS Cabinet for implementation 2015/16) • Revival of Free State Writer Forum • Successful hosting of National days of significance, such as Freedom and Heritage day, with

huge numbers in attendances. • Digitalizing museum artifacts to ensure inter-activeness of museum and to reflect the

demographics of the province

Challenge: Limited resources to be stretched across a wide array of programmes and projects. Library and Archives Services • The provincialization of public library servicers continued in 2014/15 with four municipalities

being refunded partially for services rendered and services handed back by ten municipalities. Provincialization was fast-tracked in 2014/15 with funding received as part of the Community Library Conditional Grant. The process will be completed in 2015/16.

• Improvement of access to library services with construction, planning and design of new libraries

• Maintenance of ICT infrastructure (computers and internet usage) at public libraries to bridge the digital divide.

• Futher enhancing e-library services with the establishment of school libraries (10 libraries over the MTEF)

• Assisting the Department of Education with the establishment of school libraries (10 libraries over the MTEF)

• Assistance to municipalities and government departments with sound record management systems

Challenge: Take-over of public libraries will require a higher level of oversight and monitoring within the department, for which additional resources will have to be availed. Sport and Recreation • Various projects such as:

− Provincial half marathon − Hosting of International Beach Volleyball Championship

• Continue to encourage healthy lifestyles by mobilizing communities to establish recreational exercise group including the elderly

• Continue with the creation and implementation of recreational leagues focusing on soccer as a code in all 82 towns

• Participation in SA School Championship in Pretoria • Continuation of the upgrading of the Seisa Ramabodu Sport Stadium in Mangaung and Sipho

Mutsi Sport Stadium in Odendaalsrus as part of the centenary legacy projects. • Development of Indigenous Games to National level. • Strengthening of Senior Citizens Programme • New strategy for implementing School Sport Mass Participation Programme by using educators

to implement the programme instead of using sport assistants. • Capacity building programmes for athletes, coaches, educators and volunteers

Challenges: Sport and Recreation is mainly funded by the conditional grant. More detail of our performances is provided in Part B of the Annual Report. Through all these different programmes and projects, various spheres and levels of communities and people are continuously being engaged on participatory level, all of which build up to social cohesion and unite all of us in the province and country.



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4.2 Overview of the financial results of the department

4.2.1 Departmental receipts

2014/2015 2013/2014 Estimate Actual

Amount Collected

(Over)/Under Collection

Estimate

Actual Amount Collected

(Over)/Under Collection

Departmental receipts

R’000 R’000 R’000 R’000 R’000 R’000 Sale of goods and services other than capital assets

10 360 9 420 940 10 058 9 508 550

Transfers received 9 900 10 933 (1 033) 3 391 5 891 (2 500) Fines, penalties and forfeits

24 78 (54) 23 32 (9)

Interest, dividends and rent on land

108 43 65 102 96 6

Sale of capital assets

8 - 8 8 4 4

Financial transactions in assets and liabilities

276 60 216 261 198 63

Total 20 676 20 534 142 13 843 15 729 (1 886) In order to determine revenue tariff, inputs are requested from relevant units or sub programmes. If all the contents are supported by the revenue unit, the unit writes the submission/s for consideration/recommendation/ approval to the following role players: • Deputy Director: Budgeting and Revenue (who is also the Principal Receiver of Revenue)

for recommendation • Senior Manager: Financial Administration, for recommendation • Chief Financial Officer, for recommendation • Accounting Officer, for recommendation • Chief Executive Officer: Provincial Treasury, for approval

The relevant unit or sub programme is then notified of the new approved tariffs and implementation date.

Revenue collection point Tariffs for good and services not changed

Free services rendered by the Department that would have yielded significant revenue

Administration ! Sales: Tender documents ! Sales of Tender documents less than R500 000.00

Cultural Affairs ! Sale of goods: meals, curios ! Course fees: Registration and

course fees ! Day care fees: Registration and

course fees ! Entrance fees ! Photocopies and faxes ! Sport & Club facilities ! Rental: Capital assets (Rental of

building and equipment)

! Parking fees (R110 per vehicle). The Department does not keep the record of officials with vehicles at this collection points, therefore no costs could be determined

10 600 (700)



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Revenue collection point Tariffs for good and services not changed

Free services rendered by the Department that would

have yielded significant revenue

Library and Archive Services

! Sale of goods: waste paper and books

! Photocopies and faxes ! Rental: Capital assets(Rental of

building and equipment)


Sport & Recreation ! Entrance fees ! Sport & Club facilities


The bulk of revenue was generated from the sales of tickets from MACUFE events on Cultural Affairs. The total collected till the end of the financial year is R20,534 million which is 99.2% of the adjusted budget which is almost on target, thanks to the donation received as a result of sponsorships raised by the Department. An amount of R0.700 million earmarked for the Mine Dance 2015 by National Department of Arts and Culture, was received late in the 2014/2015 financial year. The amount was paid into the Provincial Revenue Fund and a submission was sent to the Provincial Treasury to request for this amount to be availed through the Adjustment Appropriation 2014/15.

The Department has done well by meeting 99.2% of the revenue target during the current financial year, and it is expected that this trend will continue in the next financial year.

4.2.2 Departmental expenditure

The final Budget allocation to the Department of Sport, Arts, Culture and Recreation was R668.843 million, as increased by R73.000 million during the 1st Adjustment Budget and then by R7.000 million during the Special Adjustment Budget.

The Budget increase of R73.000 million during the 1st Adjustment Budget was necessitated by the following:

(a) Roll-overs – R5.793 million

Programme 3: Library and Archive Services R5.708 million Libraries to be completed during the 2014/15 financial year as part of the Community Library Services Conditional Grant:

Oppermansgronde Public Library R0.056 million Wepener Public Library R1.434 million Clarens Khubetswana Public Library R0.635 million Oranjeville Public Library R3.583 million



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Programme 2: Cultural Affairs R0.085 million The Braille machine forms part of Language Services strategic objective to make documents accessible to disabled persons

(b) Other adjustments R67.007 million

Programme 2: Cultural Affairs

An additional amount of R41.007 million was allocated for the following: • R36.507 million for Macufe 2014 in order to sustain the momentum of Macufe as a

provincial project which put the Free State on the map in the country. • R0.500 million for Mines Dance 2014 • R2.000 million for Macufe Development Programme 2014 • R1.700 million for the 2014 Heritage Day Celebrations which were extended to include

the Cultural Built-up activities on order to be able to accentuate the Re Kgaba Ka Setso theme.

• R0.300 million for the celebration of indigenous languages Programme 4: Sport and Recreation An additional amount of R29.000 million was allocated for the following: • R25.000 million for the upgrade of Seisa Ramabodu Sport Stadium • R1.000 million for Fezile Dabi Stadium upgrades • R1.000 million for Fauresmith Equestrian Endurance event • R2.000 million for support of sporting codes.

An amount of R3.000 million has been declared unspent by the department and was surrendered towards other provincial pressures: • Buildings and other fixed structures

The Budget increase of R7.000 million during the 2nd Adjustment Budget was as a result of the following additional allocations:

(a) Seisa Ramabodu Sport Stadium R4.000 million (b) Film Studio R3.000 million

The budget represented an increase of 21% over the previous year’s allocation of R550.899 million. The budget enabled the Department to achieve its basic strategic objectives. Spending trends within the department as a whole The budget allocation was utilised as follows:

2014/15

R’000 2013/14

R’000 Amount appropriated, excluding roll-overs 589 043 515 137 Plus: Adjustment estimates, including roll-overs 79 800 35 631 Sub-total 668 843 550 768 Less: Total Expenditure 661 967 541 732 Surplus/deficit per appropriation account 6 876 9 036



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Programme Expenditure

Reasons for under spending

The under-spending in two programmes (Library and Archival Services and Sport and Recreation) is due to Infrastructure projects that were not completed during the year, due to late delivery of materials and delays in actual commencement of works, due to community riots. The unspent funds were requested as part of the roll-over.

The underspending of R6.876 million is analysed as follows:

(i) Infrastructure Enhancement Funds R1.159 million

The following projects were delayed due to the late delivery of materials: - Charles Mopedi Stadium R0.932 million - Hobhouse Library R0.227 million

These two projects were not completed and therefore have to be completed during the 2015/16 financial year.

(ii) Library Services Conditional Grant R5.561 million Retention of the following project: Bloemfontein Public Library upgrade R0.179 million The work is almost complete; this is part of retention funds.

The following projects were not completed due to late delivery of materials which resulted into slight delays in progress and long manufacturing process of specified ClearVu fence which resulted in delays into installation:



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- Various Library Security R0.955 million - Verkeerdevlei Library R0.352 million - Botshabelo II Library R0.878 million

- Wepener Public Library R2.765 million - Bolakanang Library R0.329 million - Oranjeville Library R0.103 million

4.3 Roll-over of funds

Roll-over of funds to the 2015/16 financial year amounting to R5.787 million was requested for the following contractors for the building and upgrading of the following facilities:

R’000 Infrastructure enhancement funds Hobhouse Library 226 Conditional Grant Various Library Security 955 Bloemfontein Library 179 Verkeerdevlei Library 352 Botshabelo II Library 878 Wepener Public Library 2 765 Bolakanang Library 329 Oranjeville Library 103 TOTAL 5 787

4.4 Virement

The following amounts were shifted between programmes:

From R’000

To R’000

Administration 1 532 Cultural Affairs 2 705 Library and Archive Services 7 200 Sport and Recreation 8 373 9 905 9 905

Virement between programmes was as a result of the following factors:

• An under-spending in compensation of employees as a result of late staff appointments was shifted to cover budget pressures on goods and services in the different programmes.

• Funds were redirected from slow spending and performing infrastructure projects which progressed beyond budget allocation.

• The underspending was then, after having addressed the certain pressures, pooled to make an additional payment of R9.9 million in order to reduce the liability in respect of the upgrade of the Seisa Ramabodu Sport Stadium.

Care was taken that no more than 8% per programme be shifted from or to any programme, and that limitations on virement as set out in the Public Finance Management Act and Treasury Regulations are adhered to.

4.5 Unauthorised expenditure

No new unauthorised expenditure was incurred during the year under review.



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4.6 Irregular expenditure

Additional irregular expenditure of R93 000 was added this financial year, mainly as a result of non-compliance with SCM regulations. Most of the previous year’s irregular expenditure was condoned during the financial year under review.

4.7 Fruitless expenditure

No fruitless expenditure was added during the financial year under review. An amount of R1.996 million from previous years was de-recognised after the investigations of the deliverables of a project were completed.

4.8 Any other material fact or circumstances, which may have an effect on the

understanding of the financial state of affairs None

4.9 Related party transactions

• The department has office buildings that are occupied by the department and paid for by the

Department of Public Works. • Administrative work is done by the Department of Public Works in administering infrastructure

projects of the Department, of which the cost cannot be quantified. • Fees paid by the Provincial Treasury for the transversal systems on behalf of the department, of

which the amount cannot be quantified.

4.10 Public / private partnerships The department does not have any public/private partnerships. 4.11 Supply Chain Management

• No unsolicited bid proposals were received nor concluded for the year under review. • SCM processes and systems are in place to prevent or minimise irregular expenditure. Irregular

expenditures which were detected were concluded without the involvement of SCM Directorate, and were referred to the Liability Committee for further handling and refer to Employment Relations for investigations where necessary. Actions were taken against officials who caused irregular expenditure.

• Challenges experienced in SCM were those relating to bid documents for quotations arranged by Department of Public Works (DPW) and a meeting was held with the Director of Supply Chain Management, Department of Public Works to resolve the matter.

• Problems were experienced with the maintenance of certain buildings leased through DPW and such problems are still being experienced at Business Partners and Warden Buildings. Meetings with the two relevant HOD’s and managers, including follow up letters to DPW have not always borne the necessary fruits.

4.12 Donor funds

R24 million was allocated to the Department through the General Budget Support Funding (European Union) as facilitated by the National Treasury, for library asset management. The purpose of this project is to migrate from a barcode based system of asset management of library materials to a Radio Frequency Identification (RFID) Technology system of Asset Management. Every

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4.6 Irregular expenditure

Additional irregular expenditure of R93 000 was added this financial year, mainly as a result of non-compliance with SCM regulations. Most of the previous year’s irregular expenditure was condoned during the financial year under review.

4.7 Fruitless expenditure

No fruitless expenditure was added during the financial year under review. An amount of R1.996 million from previous years was de-recognised after the investigations of the deliverables of a project were completed.

4.8 Any other material fact or circumstances, which may have an effect on the

understanding of the financial state of affairs None

4.9 Related party transactions

• The department has office buildings that are occupied by the department and paid for by the

Department of Public Works. • Administrative work is done by the Department of Public Works in administering infrastructure

projects of the Department, of which the cost cannot be quantified. • Fees paid by the Provincial Treasury for the transversal systems on behalf of the department, of

which the amount cannot be quantified.

4.10 Public / private partnerships The department does not have any public/private partnerships. 4.11 Supply Chain Management

• No unsolicited bid proposals were received nor concluded for the year under review. • SCM processes and systems are in place to prevent or minimise irregular expenditure. Irregular

expenditures which were detected were concluded without the involvement of SCM Directorate, and were referred to the Liability Committee for further handling and refer to Employment Relations for investigations where necessary. Actions were taken against officials who caused irregular expenditure.

• Challenges experienced in SCM were those relating to bid documents for quotations arranged by Department of Public Works (DPW) and a meeting was held with the Director of Supply Chain Management, Department of Public Works to resolve the matter.

• Problems were experienced with the maintenance of certain buildings leased through DPW and such problems are still being experienced at Business Partners and Warden Buildings. Meetings with the two relevant HOD’s and managers, including follow up letters to DPW have not always borne the necessary fruits.

4.12 Donor funds

R24 million was allocated to the Department through the General Budget Support Funding (European Union) as facilitated by the National Treasury, for library asset management. The purpose of this project is to migrate from a barcode based system of asset management of library materials to a Radio Frequency Identification (RFID) Technology system of Asset Management. Every



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item of library materials will provided with a RFID tag by replacing bar code labels with RFID tags and by implementing a system to provide newly procured items with RFID tags. The funds were received by the Provincial Treasury and retained until the Department would request the funds. The Department embarked on a lengthy tender process which was concluded just before the end of the financial year. Although the contract was awarded, no deliverable took place by 31 March 2015, which would have warranted utilization of the funds. Therefore, the unutilised R12 million will be surrendered back by the Provincial Treasury to the National Treasury and the Provincial Treasury will assist in the process to request the roll-over back to the province for the 2015/16 financial year.

4.13 Gifts and Donations received in kind from non related parties

Name of Organisation Nature of Gift Amount R ‘000 Stichting, Ons Erfdeel, GCIS National Library of South Africa, Morgan and Mann

Various Books 31

Mphatlalatsa, Awareness Publishing Group, Dr JP van der Merwe and Yes Media, Dept. of Justice

Various Books 105

Pinnacle, Morgan and Mann, Mthobeni, Mamello, Every Body’s Books, CHM Vumane

Computer Equipment 83

SASOL IT Equipment for a public library

322

Various Schools Book Voucher, Cooler Bag, Backpack and National Symbols

15

SASOL Renovations and Furnishing of a public library

618

Vodacom External Hard Disk Drives 96 TOTAL (as per Annexure 1H) 1 270

4.14 Gifts and dontions made to no-related parties

Name of Department Nature of gift Amount R’000 Spelling Bee Competition Cellular phones, tables and Note

Books 45

Various chools Book voucher, Cooler Bag, Backpack

25

Various schools and NGO’s Office furniture 17 Various schools and NGO’s Computer equipment 127 Various schools Tent and Flags 441 TOTAL (as per annexure 1J) 655

4.15 Exemption and deviations received from the National Treasury

The department received exemption from National Treasury on non-submission of the third quarter Interim Financial Statement.

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item of library materials will provided with a RFID tag by replacing bar code labels with RFID tags and by implementing a system to provide newly procured items with RFID tags. The funds were received by the Provincial Treasury and retained until the Department would request the funds. The Department embarked on a lengthy tender process which was concluded just before the end of the financial year. Although the contract was awarded, no deliverable took place by 31 March 2015, which would have warranted utilization of the funds. Therefore, the unutilised R12 million will be surrendered back by the Provincial Treasury to the National Treasury and the Provincial Treasury will assist in the process to request the roll-over back to the province for the 2015/16 financial year.

4.13 Gifts and Donations received in kind from non related parties

Name of Organisation Nature of Gift Amount R ‘000 Stichting, Ons Erfdeel, GCIS National Library of South Africa, Morgan and Mann

Various Books 31

Mphatlalatsa, Awareness Publishing Group, Dr JP van der Merwe and Yes Media, Dept. of Justice

Various Books 105

Pinnacle, Morgan and Mann, Mthobeni, Mamello, Every Body’s Books, CHM Vumane

Computer Equipment 83

SASOL IT Equipment for a public library

322

Various Schools Book Voucher, Cooler Bag, Backpack and National Symbols

15

SASOL Renovations and Furnishing of a public library

618

Vodacom External Hard Disk Drives 96 TOTAL (as per Annexure 1H) 1 270

4.14 Gifts and dontions made to no-related parties

Name of Department Nature of gift Amount R’000 Spelling Bee Competition Cellular phones, tables and Note

Books 45

Various chools Book voucher, Cooler Bag, Backpack

25

Various schools and NGO’s Office furniture 17 Various schools and NGO’s Computer equipment 127 Various schools Tent and Flags 441 TOTAL (as per annexure 1J) 655

4.15 Exemption and deviations received from the National Treasury

The department received exemption from National Treasury on non-submission of the third quarter Interim Financial Statement.



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4.16 Events after the reporting date

There were no events (adjusting and non-adjusting), favourable and unfavourable that occurred after the reporting date.

4.17 Acknowledgement

The hard work done by the management of the department in order to ensure the success of the department in various achievements is being apprciated.

4.18 Approval and sign off ADV TH MALAKOANE ACCOUNTING OFFICER DEPARTMENT OF SPORT, ARTS, CULTURE AND RECREATION 29 May 2015



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5. STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT

To the best of my knowledge and belief, I confirm the following:

All information and amounts disclosed throughout the annual report are consistent.

The annual report is complete, accurate and is free from any omissions.

The annual report has been prepared in accordance with the guidelines on the annual report as issued by National Treasury.

The Annual Financial Statements (Part E) have been prepared in accordance with the modified cash standard and the relevant frameworks and guidelines issued by the National Treasury.

The Accounting Officer is responsible for the preparation of the annual financial statements and for the judgements made in this information.

The Accounting Officer is responsible for establishing, and implementing a system of internal control that has been designed to provide reasonable assurance as to the integrity and reliability of the performance information, the human resources information and the annual financial statements.

The external auditors are engaged to express an independent opinion on the annual financial statements.

In my opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the department for the financial year ended 31 March 2015.

Yours faithfully

____________________ ADV TH MALAKOANE ACCOUNTING OFFICER DEPARTMENT OF SPORT, ARTS, CULTURE AND RECREATION 29 May 2015



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6. STRATEGIC OVERVIEW

6.1 Vision

Championing social transformation

6.2 Mission

Creation of an enabling environment for social cohesion and nation building by:

• Establishing structures of civil society to improve levels of governance and administration within sport, arts, culture and recreation

• Implementing inclusive programmes that enhance and retain Free State talent and capacity within sport, arts, culture and recreation as well as ensuring development pathways towards healthy lifestyles and excellence

• Promoting intra and inter-participation and cooperation within all spheres of government • Promoting sport, arts, culture and recreation tourism within and into the Free State Province

6.3 Values

• We subscribe to the Batho Pele Principles

7. LEGISLATIVE AND OTHER MANDATES

The Department operates within the framework of Schedule 5, Part A of the South African Constitution, Act 108 of 1996, which includes the following:

• Archives other than National Archives • Libraries other than National Libraries • Museums other than National Museums • Provincial Cultural matters • Provincial Recreation and amenities • Provincial Sport



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As well as the following: • South African Craft Development Strategy • National Development Plan • Free State White Paper on Sport and Recreation • National Sport and Recreation Act, 110. 1998 • Safety at Sport and Recreational Events Act, 2010 (Act No. 2 of 2010) • National Sport and Recreation Plan • Free State Provincial Library and Information Services Act, 1999 (Act no 5 of 1999) • Free State Provincial Archives Act, 1999 (Act no 4 of 1999) • White Paper on Arts, Culture and Heritage Services • Collection Development Policy • Pan South African Language Board Act, 1995 • National Heritage Resource Act, 1999 • South African Geographic Names Council Act, 1998 • National Language Policy Framework



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MEMBER OF THE EXECUTIVE COUNCIL

Ms NS Leeto

HEAD OF DEPARTMENTAdv TH Malakoane

OFFICE OF THE MEC

SUPPORT OFFICE

SPECIAL PROGRAMMES

FINANCE, SCM AND HR MANAGEMENT

CHIEF DIRECTORATE

STRATEGIC MANAGEMENT DIRECTORATE

SPORT AND RECREATION

CHIEF DIRECTORATE

SECURITY MANAGEMENT DIRECTORATE

LIBRARY AND ARCHIVE SERVICES

CHIEF DIRECTORATE

COMMUNICATION AND IT

MANAGEMENT DIRECTORATE

LIBRARY SERVICES

DIRECTORATE

COMMUNITY SPORT

DIRECTORATE

CULTURAL AFFAIRS CHIEF

DIRECTORATE

ARTS AND CULTURE

DIRECTORATE

HERITAGE, MUSEUM AND

LANGUAGE SERVICES

DIRECTORATE

ARCHIVE SERVICES

DIRECTORATESPORT AND

TALENT DEVELOPMENT DIRECTORATE

OPERATIONAL SUPPORT

DIRECTORATE

FREE STATE SPORT SCIENCE

INSTITUTE

SUPPLY CHAIN MANAGEMENT DIRECTORATE

HUMAN RESOURCE

MANAGEMENT DIRECTORATE

FINANCIAL MANAGEMENT DIRECTORATE

OFFCE OF THE HOD

INTERNAL AUDIT DIRECTORATE

Director – Mr MM Sefo

Director

Chief Director SL 14

DirectorMs JJ Schimper

1 Director SL 13

Chief DirectorMs KK Tlhakudi

Director Mr KMK Moeca

Director – Ms PN Thamae

Chief Financial Officer Mr JS Kellerman

Director SL 13

Director – Mr LA Sebeela

Director – Ms P Loftie-Eaton

Director Ms NMJ Makopo

Director Mr LG Lengau Director

Mr TD Zola

Director

Chief Director Ms MC Masekoa

Director Mr BR Swanepoel

DirectorMr VS Khetha

Director – Mr MS Mathumbu

Director – Mr EJ Venter

CHIEF DIRECTORMr T Loate(additional)

PROGRAM 1

PROGRAM 2

PROGRAM 3

PROGRAM 4

FUNDED FILLEDFUNDED VACANT

RISK MANAGEMENT

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8. ORGANISATIONAL STRUCTURE

For the department to execute its mandate, it operates within the following macro environment, addressing the main services.



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9. ENTITIES REPORTING TO THE MEC

Name of Entity Legislative Mandate Financial Relationship

Nature of Operations

Provincial Geographical Names Committee

PGNC Act Transfer payment of R1.000 million

Consultation and renaming of streets

Provincial Heritage Resource Agency/Council

PHRA Act Transfer payment of R500 000

Preservation of Free State heritage

Provincial Arts and Culture Council

PACC Act Transfer payment of R8.820 million

Promotion of arts and culture

Free State Sport Confederation

Constitution Transfer payment of R25.224 million

Coordination of major sport bodies

Free State Arts and Culture Association

Constitution yet to be developed

Transfer payment of R500 000

Support to artists

Pan South African Language Board

PanSALB Act Transfer payment of R200 000

Promotion of Free State languages

PART

BPERFORMANCEINFORMATION



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1. AUDITOR GENERAL’S REPORT: PREDETERMINED OBJECTIVES

The AGSA currently performs certain audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management, with material findings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor’s report. Refer to page XXXX of the Report of the Auditor General, published as Part E: Financial Information.

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

2.1 Service Delivery Environment

Cultural Affairs The programme addresses diversity of cultural activities offered through specialised services which are arts and culture, museum and heritage services, and language services. The programme aims to address issues of social cohesion, nation building and promote national identity. It also plays a leading role in organising and managing the provincial major projects and events such as the celebration of national days of significance, which are Heritage and Freedom Day. There is an increasing demand to be involved and contribute to other events such as Human Rights Day, Africa Day, International Museums Day, and Youth Day. The successful hosting of Mangaung Arts and Culture Festival (MACUFE) has led to an increase and growth of this world class festival. Currently the festival attracts over 100 000 participants. It stimulates cultural tourism and local economic development as well as appreciation of arts among the people of Free State, in particular the youth. One component that needs strengthening is the integration and participation of emerging artists to showcase their talent in this excellent enhancing platform. Limited funds restrict the strengthening of the Provincial Arts and Culture Council (PACC) and as such affects its effectives functioning to fulfil its mandate. The establishment of the PACC partially address this funding challenge, notwithstanding the fact that the programme’s funding to the council itself is inadequate to enable it to meet the increasing demand from the sector, also because the service rendered have become visible and accepted by the sector. Heritage sites, particularly museums, have been audited and systems for managing collections revamped to prevent losses. However restructuring has been slow due to staff vacancies and insufficient funding. Issues of re-orientation of themes and new generation collections are being looked into to infuse the dictates of the revised departmental mission. After the promulgation of the new Constitution in 1996, the management of museums became the competence of the Provincial Department. This transfer of museums to the Department was actualised without the provision of adequate resources in terms of funding and provision of properly qualified and skilled human capital (Heritage Practitioners). This has resulted in Free State heritage landscape not reflecting the demographics of the province and its diverse culture. Currently, there are nine Provincial Museums managed by the Department and they reflect only one dominating culture over the previously marginalised cultures and that is the Afrikaner history and heritage, particularly that of the Voortrekker history. Inadequate funding to support Provincial Heritage Resource Authority (PHRA) and Provincial Geographic Names Committee (PGNC) to execute their mandates such as to transform the heritage landscape, and standardising geographic names remains a challenge. The Department was able to facilitate and develop a language policy in collaboration with critical stakeholders. However, the policy is still being consulted before the actual implementation within the Free State Government.



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Library and Archive Services Library services are provided to the broader Free State community. Identifiable client segments are school children, tertiary students, and business people, especially SMMEs, literacy learners, and people with disabilities.

Library services are provided in partnership with municipalities and the Department of Education. Although the Department is progressing well with the provincialization of library administration, it will continue to cooperate closely with municipalities in service delivery to local communities. The Department provincialized library services at 10 municipalities during 2014/15 and transfer payments were made to 4 municipalities to partially refund them for the administration of public libraries. The provincialization process could be fast tracked with funds from the Community Library Conditional Grant earmarked specifically for this purpose. During 2014/15 the Department established dual purpose libraries, serving both the school and the community, at 6 schools. This project is done in cooperation with the Education Department and will continue with funding from the Community Library Conditional Grant over the MTEF. The Library Services Directorate provides infrastructure, library materials and professional services and support to public libraries. Other institutions serving as stakeholders are government departments, educational institutions, hospitals, prisons, library advisory committees, authors and publishers. Services were rendered at 173 library facilities which include 148 public/community libraries at municipal level, 9 school-community libraries, 12 libraries at institutions such as prisons and hospitals and 4special libraries. Towards the end of the financial year one service closed down and one library was destroyed during community unrest. The service is used regularly by about 480 000 people out of the population of 2.7 million while approximately 1.6 million visits were made to libraries during the year.

Out of 148 community libraries, 25 are housed in buildings which do not meet the standard for library buildings and new buildings must be provided to these communities. During 2014/15 three new buildings were under construction whilst the planning and design of 8 buildings were completed. Construction on these will start in 2015/16. In 8 community libraries additional upgrades of buildings are required because either the current building is too small to meet the needs of the community or because the size of the population is increasing. All libraries are currently provided with ICT infrastructure which provides internet access to even the remotest rural community and further provides access to services such as e-mail and word processing. During 2014/15 three hundred desktop and 120 tablet computers were procured to upgrade and maintain IT services. Wi-Fi access was provided at 35 libraries. The programme manages a varied collection of library materials consisting of about 2.1 million books and resources in other formats. More than 120 000 items were bought during 2014/15 and the collection is further strengthened by access to electronic books and periodicals. The provision of services is based on the need for free and equitable access to information and reading resources in a variety of formats, according to the information, reading and learning needs of communities. The services rendered enable communities to gain access to information and knowledge that will improve their social, economic and political situation, empower them to participate meaningfully in a democratic society and meet the demands of a modern economy and knowledge society. Within this context, the Department aims to provide library facilities with modern equipment which will ensure that available information resources are utilised to their fullest and the information and digital divide traditionally existing between rural and urban and rich and poor communities is effectively bridged. The need for functional, well-equipped and maintained library facilities, up-to-date information resources and well-trained staff informed the development of the strategic objectives. The programme has an effective ICT infrastructure. The backbone is the Provincial Library System (Prolib), the library management system which handles all library management functions and management information. A rollout programme to provide all libraries with computer equipment and link them to provincial library network and World Wide Web has been completed during 2009/10. This network provides online public access to the internet and other digital information resources to even the remotest community in the province. The ever changing technology environment and accompanying



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global trends offer numerous opportunities to strengthen and improve service delivery in libraries. Access to the internet is further enhanced with subscriptions to electronic publications, whilst social networks have the potential to promote reading and libraries.

Although the global economic downturn has a negative effect on budget allocation, unemployment and the recession are also opening up opportunities for libraries because people are turning to libraries for information and reading materials which they can no longer afford to buy. An increase in the use of newspapers and periodicals as well as the internet at libraries is observed globally. To improve the usage of libraries, strategies to promote a culture of reading and learning are implemented continuously. The conditional grant for the recapitalisation of public library services is utilised to improve facilities and services. The other arm of this programme is Archive Services. The client base for the Archive Services component consists of government departments, municipalities and public entities whilst information and research services are also provided to the broader community. The provision of records management and archive management services is based on the need for transparent and accountable governance and the community’s right of access to information. Proper records management practices enable governmental bodies to develop functional information management systems which can effectively support decision making and planning processes and facilitate monitoring and evaluation and reporting processes. Sound archive administration ensures that public records of significance are documented and stored for easy retrieval and cared for professionally to ensure the conservation. Strategic planning was informed by these needs. Challenges which must be addressed in archives are the low profile of records management in institutions resulting in poor practices and loss of institutional memory and records, security risks posed by electronic records management and the need for effective back-up systems, and archival collections which are not fully representative of the diverse heritage of all Free State communities. Sport and Recreation

“Sport has the power to change the world. It has the power to inspire. It has the power to unite people in a way that little else can. Sport can awaken hope where there was previously only despair.” [Source: Nelson Mandela, Laureus World Sports Awards Ceremony]

Sport is a global phenomenon and an integral component of society. It touches us all as consumers (whether as participants, supporters/spectators, volunteers or casual observers from a distance) while those directly involved further benefit from a significantly enhanced quality of life. It entertains, provides for an opportunity for self-expression, camaraderie and friendship, it teaches values and discipline and has the capacity to touch the lives of all people, regardless of gender, age, language, economic and social strata, geographic location, or cultural differences.

President J Zuma reiterated this statement and declared in his State of the Nation address (State of the Nation address - 03/06/2009)

“Sport is a powerful nation-building tool. Working together we must support all our national teams from Bafana Bafana to the Proteas and the Springboks; from Banyana Banyana to Paralympians ……..It is clear that we need to invest on a large scale in sports development. We will speed up the revival of school sport and ensure that it forms part of the school curriculum. In addition we will ensure that the provision of sport facilities in poorer communities receives priority”.

Even in his State of the Province Address (15 June 2009), Honourable E S Magashule Premier of the Free State, announced that the “School sports will receive added attention as per the directives of our manifesto. We strive for the total development of a child”.

It is very clear in the above abbreviations that the support, deliver and promotion of sport at national, provincial and local priority and therefore the Department through the Chief Directorate Sport and Recreation main client and partners are:



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• National and Provincial Sport Federations with their affiliated associations and clubs • Free State Sport Confederation as controlling body of organized sport in the Free State • District and Local Sport Councils as supporting institutions for sport at district and local level • Sport and Recreation South Africa as leading agency concerning national sport and recreation

priorities and project • South African Sport Confederation and Olympic Committee as major partner with the roll-out of

team delivery and preparation services and programmes • Department of Basic Education as the strategic partner concerning talent identification and

development.

The national strategic goal for the sector sport and recreation is “to improve the quality of life of all South Africans through the development, transformation and promotion of sustainable sport and recreation programmes that will lead to increased participation and global competitiveness of sportspersons”.

To be able to evaluate and monitor the progress of service delivery on the stated mandates the sport and recreation sector developed with the assistance of National Treasury, “National Strategic Framework” with predetermined strategic and measurable indicators.

2.2 Service Delivery Improvement Plan

The department has completed a service delivery improvement plan. The tables below highlight the service delivery plan and the achievements to date.



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SERVICE DELIVERY IMPLEMENTATION PLAN: 2014/15 PROGRESS REPORT

Main services and standards

Main services Beneficiaries Current/actual standard of service

Desired standard of service

Actual achievement

Teaching Arts in Schools

Arts and Culture Teachers and Learners in Public schools

100 schools were beneficiaries of the programme The number of schools and the facilitators made possible by the EPWP funding Schools selected through District offices

100 schools targeted for better focus and because of budget cuts Number of schools cut to fit the budget, partners brought in to improve teaching standards. Schools still being selected through District offices

The target for this key service has been exceeded and the number of schools serviced stands at 127 by the end of the 2nd Quarter 2014 The increase in number is informed by a growing interest by many schools to be included in the programme

To provide High Performance Sport Science Services

High performance sport science services will be provided to: “Training for Sport Excellence Programme” Sport Federations that’s accredited by the Free State Sport Confederation League playing Clubs affiliated by their respective Sport Federations / Associations League playing Schools affiliated to the School Sport Controlling Body and recognized by SYRAC Community Sport and Sport and Talent Development Directorates

One Outreach programme To deliver high performance sport science services and programmes to the support to: Enhance athletes’ performance, and Empower coaches’ with sport specific skills, technical as well as administrative knowledge The mode of delivery must focus on all levels of the sport development continuum

Two Outreach programmes To deliver high performance sport science services and programmes to the support to: Enhance athletes’ performance, and Empower coaches’ with sport specific skills, technical as well as administrative knowledge The mode of delivery must focus on all levels of the sport development continuum

No progress due to the fact that the turnaround strategy is still not approved to implement the outreach programme The following support was provided to elite athletes and coaches: Capacity building Sport specific testing Logistical support for competitions and tournaments (tran-sport, accommodation, catering, etc.)



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Batho Pele arrangements with beneficiaries (Consultation, access, etc.)

Current/actual arrangements Desired arrangements Actual achievements

CONSULTATION Visual and Performing Arts: Meetings with community stakeholders to establish arts and culture forums. Consultation is done through engagement with district Office of Education Department ACCESS Invite crafters to display at market, organize venue, stands, etc. for market in collaboration with PACOFS. Access for learners is through the schools’ Art and Culture teachers COURTESY Assist Performing and Visual artists and crafters to access investing in Culture funding. Regular interactions OPENNESS AND TRANSPARENCY Visits to artists and crafters to determine needs; organized workshops. Selection criterion for schools was agreed upon with district offices while selection of facilitators done from CV

Mid-month reports, monthly reports, quarterly reports to Monitoring and Evaluation Unit. Targets are evaluated against APP according to race, gender and sporting codes Implementation of Mobile sport science units in all districts, taking sport science to the people Every unit equipped with customer care desk/register Implementation of mobile sport science units in all districts, taking sport science to the people

Reports are submitted regularly to the Monitoring and Evaluation Unit to report progress made Sport Science Specific testing was implemented through the use of Mobile Sport Science Units in the districts. Particularly for clients who have not means of transport to FSSSI Questionnaire used to improve the quality of services rendered. Brochures and booklets distributed Sport Science Specific testing was implemented through the use of Mobile Sport Science Units in the districts. Particularly for clients who have no means of transport to FSSSI



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Service delivery information tool

Current/actual information tools Desired information tools Actual achievements CULTURAL AFFAIRS E-mails, intranet, publications, presentations, telephone, personal visits

Develop teaching manual for facilitators Quarterly meetings to take place for reporting and sharing information

Constant communication with stakeholders

SPORT AND RECREATION Brochures, booklets, promotional gym wear, corporate gifts, banners, teardrops, circulars via all stakeholders e.g. schools, hubs

Priority towns are targeted and all schools in these towns to be targeted by FSSSI. Sport science to be taken to the communities All schools are provided with brochures indicating services available at FSSSI

Questionnaires used to improve the quality of services rendered Brochures and booklets distributed Website is fully functional

Complaints mechanism

Current/actual complaints mechanism Desired complaints mechanism Actual achievements A specific person within Batho Pele Unit as well as the Communication Directorate is identified as contact persons to handle the complaints/compliments and to record them on the register. An operational plan on how to handle such is developed

Each Directorate must have a specific person that deals with complaints and refer them to the Batho Pele Office

Telephone complaints on service delivery per telephone is handled within seven working days and complex matters are handled by communications

2.3 Organisational environment

Administration The programme provides the department with strategic leadership and management as well as overall administrative and performance oversight. The Programme consists of sub-programmes with the following functions. Internal Audit Services The provision of internal audit services in accordance with the Standards for the Professional Practice of Internal Auditing through evaluating and improving the effectiveness of risk management, governance processes and controls. Security Management Manage and monitor the provisioning of security management services Develop and implement security management policies, systems and procedures Monitor the adherence to implementation of information technology policies based on MISS Administer and monitor the implementation of security measures, including access control Provide staff vetting services and liaising with other security agencies Strategic Planning, Monitoring and Evaluation



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Ensure department achieve strategic goals Ensure Department mainstreams and meet performance targets Provide support to Department in development of strategic partnership Communication, Marketing and Information Technology Co-ordinate the organising of Commemorative Day celebrations Branding of Department to be easily identified Professional Communication Services to core programmes and projects to the department to increase public awareness Facilitate internal communication to ensure that Departmental staff is informed of programmes and projects Efficient information processing and optimal usage of information technology Financial, Supply Chain and Human Resource Management To provide support services through:

• Implement and monitor financial and management accounting procedures to ensure compliance with PFMA and other relevant financial prescripts

• Introduce sound financial accounting processes • Implement effective supply chain management policies and maintaining an effective and

efficient asset management system • Manage loss control effectively • Manage Infrastructure projects and office accommodation • Risk Management • Strategic Human Resources Management and Development • Employee Relations • Organizational Development and Design

Cultural Affairs Cultural Affairs have two directorates:

• Arts and Culture and Heritage • Museum and Language Services

Arts and Culture The directorate is responsible for over-seeing and management of all activities related to the development and promotion of arts and culture in the province The Arts and Culture Directorate consists of two sub-directorates:

• Performing and Visual Arts • Community Arts Centres.

The vacant post of Director: Arts and Culture has been filled. Heritage, Museums and Language Services The directorate is responsible to preserve, promote and exhibit the natural and cultural history and heritage of the inhabitants of the province. This directorate consists of three sub-directorates:

• Secretariat Services. The Secretariat Services support Provincial Geographic Names Committee and Provincial Heritage Resource Authority Council

• Language Services. This sub-directorate consists of five units, which are Translation, Interpreting, Literature Development, Terminology and Multilingualism Promotion. It serves all provincial government departments with translation, editing and interpreting on a daily basis. It is also charged with developing and implementing provincial language policy. The challenge in this sub-programme is that vacancies could not be filled, thereby adversely affecting delivery of services. It appointed interns to assist and those interns were absorbed in the structure of the sub-programme at the end of the financial year.



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• Museum Services. Museum Services manages twelve provincial museums, which are: Military Museum, Old Presidency Museum, Philippolis Museum, Bethulie Museum, Smithfield Museum, Boshof Museum, Heilbron Museum, Pioneer Museum, Glen Museum, Afrikaans Literature Museum, Sesotho Literature Museum and Basotho Cultural Village. Basotho Cultural Village is the only living heritage museum. Source documents are produced for future research and artefacts and photographic record are generated for future generations.

Library and Archive Services The Library and Archive Services Directorate consists of two Units which are Library Services and Archive Services. The Library Services Unit consists of: • Professional Support Services Sub-directorate which is responsible to create an enabling

environment for the rendering of library and information services in the province through library collection and specialized information services.

• Community Libraries is established per district and is responsible to ensure the effective planning, coordination and monitoring of community library services in the Free State.

Performance in the programme was challenged because of a high number of vacancies that could not be filled due to a moratorium on the filling of vacant posts. In terms of the Constitution, Schedule 5, the provision of library services is a provincial competence. At the moment the provision of library services is handled jointly by municipalities and the Department, a situation which constitutes an unfunded mandate for municipalities. The Executive Council took a resolution in 2011 that the Department must take full financial responsibility for the provision of library services, but the Department does not have funding to implement the resolution of EXCO. The National Treasury made funds available through the Community Library Conditional Grant to address the Schedule 5 issue and the provincialization of the administration of public libraries was fast tracked in 2014/15 with these funds. The process will be completed in 2015/16. The conditional grant for the recapitalisation of community libraries is still having an impact on the support service component in the Department, especially Human Resource Management, IT Services, Finance and Supply Chain Management, but the effect is mitigated with the appointment of additional support staff with funds from the conditional grant for the administration of the grant. The conditional grant has improved co-operation with the National Department, National Library of South Africa and the National Council for Library and Information Services. The re-classification of library materials as assets had an impact on the management of library material collections, and the Prolib library management system has to be amended to comply with requirements set by National Treasury. The Programme is also planning to migrate from a bar code based system of asset management to an RFID (radio frequency identification) system to improve the accuracy, effectiveness and efficiency of stock counts. A grant was secured to implement the RFID system during 2014/15 and the project will be implemented during 2015/16. Archive Services Sub-directorate consists of • Records management Section which is responsible to render records management services to

governmental bodies. • Archives Administration section which is responsible to manage archives at repositories by Provide

document management services , provide community outreach programmes and Conduct oral history research and programmes



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The Archive Services Unit works closely with the National Archives as well as the Provincial Archives Council. The Free State Archives Service is well established and is often approached by other provinces for guidance on establishing and developing an archive service. Due to the scarcity of qualified librarians, a bursary programme was started to attract more people to this field. A similar programme must be started in Archive Services where there is the same challenge of inadequate qualified staff. Four bursary holders qualified as librarians during 2014/15. The Archives Unit participates in the departmental internship programme and two interns were working in the Unit during 2014/15. Sport and Recreation

The Chief Directorate consists of four directorates with the following functions:

(a) Management (Office of the Chief Director) • To oversee effective management, coordination and efficient delivery of sport and recreation in the

province • Support the Free State Sport Confederation as the controlling body for organised sport in the Free State

(b) Sport (Free State Sport Science Institute)

• To render high performance sport science and medical support services to: (1) improve provincial athlete’s performance, and (2) empower elite coaches with sport specific skills, technical as well as administrative knowledge

(c) Recreation (Community Sport)

• To facilitate the development of multi-purpose sport and recreation facilities, provide sustainable recreation/mass participation programmes, assist with the establishment of structure thereby creating opportunities to all sport communities across age spectra in order to live a healthy and physical active life style

(d) School Sport (Sport and Talent Development)

• To facilitate proper team delivery to inter-provincial schools competitions as well as promote active mass participation of all learners that will lead to the identification of talented athletes for a sustainable sport and recreation environment.

The vacancy rate within the Chief Directorate and the inadequate funding resulted in the Chief Directorate relying heavily on conditional grants from Sport and Recreation South Africa and Public Works (EPWP) continues to have an adverse effect on service delivery.

The Chief Directorate provides support to the Free State Sport Confederation as a controlling body of sport in the province, to the District Sport Councils and to the District Sport Academies by transferring funds and signing the service level agreement. These above structures assist the Chief Directorate in accelerating service delivery to its clients.



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2.4 Key policy developments and legislative changes

Administration

• Continue to roll out Cultural Evenings at all Higher Education Institutions, across the country, where there are Free State Provincial Government bursary holders

• Intake of graduates on Internship Programme • Implement bar-coding of assets • To maintain the 2013/14 clean audit for the 2014/15 year Cultural Affairs

• Engage the organisers of flea markets projects such as the Boertjiefees which is an annual event taking place in Bultfontein, Tswelopele Municipality to provide platforms for crafters and visual artist to exhibit and sell their crafts products

• Litema Art is part of the indigenous programme called “ Re Tsoselletsa Botjhaba Ba Rona” in the deep rural areas of Qwa Qwa

• Continue to use sport, arts, culture and recreation to build moral values in society • Revive the spiritual choirs • Create a database of all emerging artists and create platforms for them to showcase their talent

and perform their music • Continue with MACUFE after care programme, aimed at developing and improving skills of

artists that were identified through MACUFE auditions • Traditional leaders will be engaged in reviving respect and African values within our

communities • In conjunction with municipalities, we will develop a programme for educating communities

about national symbols and encourage households to have national flags • Officially opening of the Weslyan Church • Rolling out Arts in Schools programme to 120 schools around the province • Field Band Foundation to provide brass, dance and life skills training for young people coming

from schools in Thaba Nchu and Botshabelo • Thabong Community Arts Centre continue to host the annual Disability Dance Competition as

one of the flagship programmes of the Department • Launch the Provincial Language Policy • Present drama productions based on Grade 12 set works, focusing on one book, namely

“Nothing but the Truth” • Mangaung Strings Programme will be extended to Fezile Dabi District • Present Spelling Bee and debates in collaboration with the Free State Department of Education • Commence with Arts in Prisons programme in Fezile Dabi and Lejweleputswa Districts, focusing

on performing arts, sewing and visual arts • Embark on the process of scaling down of museums in the province • Commence with a process of digitilizing museum artefacts to ensure that Provincial Museums

are interactive and reflect the demographics of the province • Declare Thomas Maphikela House and Winnie Mandela House as provincial heritage sites and

the graves of Dr Moroka, Reverend Mahabane and the Wesleyan Church as national heritage sites

• Establish Section 97 committees for local and district municipalities on the processes of name change according to legislation



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Library and Archives Services

• Pilot the extension of operating hours from 16h00 to 18h00 at two libraries per district • Further enhance the e-library service with the provision of tablets at 35 libraries which can be

used in the library for downloading and reading e-books • 60 Public Libraries were taken over which resulted in the transfer of 139 employees • Upgrading and procuring library collections with 77 000 new items • The Department has started with the implementation of the EXCO Resolution that the

Department must take full financial responsibility for the administration of public libraries. • All libraries in the Free State have IT equipment and internet connectivity which provides free

public online access to communities. The Free State made a significant contribution in bridging the digital divide by providing internet access and other digital services in remote rural areas.

• Early Childhood Development Programmes were supported by the establishment of eight toy library services in rural areas. To date toy library services have been established at 43 libraries.

• The Department is now fully compliant with the National Treasury’s library materials guidelines to manage library materials as assets.

• Two structures for consultation with stakeholders were established and are functional in the Archives Services Unit, namely the Provincial Archives Council and the Records Management Forum.

• To address imbalances in archival collections, the Oral History Programme continued with a focus on traditional leaders.

Sport and Recreation • Continue to encourage healthy lifestyles by mobilizing communities to establish

recreational exercise groups, including the elderly • Continue with the creation and implementation of recreational leagues, focusing on

soccer as a code, in all 82 towns • Participation in SA School Championship in Pretoria • Upscale the construction of Seisa Ramabodu Sport Stadium in Mangaung • Upgrading of Sipho Mutsi Stadium • Upgrading of Fezile Dabi Stadium • Construction of proper football grounds for Dr. Cingo High School as part of a sport focus

school programme • Develop business plan for upgrading of Verkeerdevlei stadium • Construction of Tumahole Indoor Sport Centre • Construction of Sipho Mutsi Indoor Sport Centre • Upgrading of Laubscher Park Stadium • Upgrading of Ficksburg Stadium • Building of two children parks in Cornelia and Warden in partnership with Department of Rural

Development • Leagues: partner with Department of Education and Social Development of hosting anti-

gangsterism sporting games. Further, through Arts and Culture events at affected towns • The rendering of high performance support services to SASCOC’s National Training Centre



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3. STRATEGIC OUTCOME ORIENTED GOALS

To manage and promote sport and recreation development, arts and culture and to render library, information and archive services in the province Administration To support the Department in realising its strategic goal of the promotion, development and transformation of sport, arts, culture and recreation in order to contribute to:

• Sustainable economic growth and opportunities • Nation building • Good governance and • Social and human capital

To render management and administrative support services:

• To render human resource management services • To render financial and supply chain management services • To render administrative auxiliary services • To provide an internal and external communication strategy • To provide special programmes (gender, youth, disability, HIV/AIDS) in the Department • To provide IT support services to the Department and affiliated institutions • To manage a transport system, all of these being the support of the different line functions • To provide internal audit services

Cultural Affairs The strategic objective for the programme is to ensure cultural diversity and advancement of artistic disciplines into viable industries and accelerate the transformation of the country’s heritage landscape. The significant achievements for the programme are: Arts and Culture • Successful hosting of MACUFE in October 2014 which attracted more than 100 000 patrons. • Free State Choirs were represented at Old Mutual Choral competitions in Durban. • Participation in Arts in Schools programme has increased from 95 to 140 schools. • Tsa Bonono and Re Kgaba Ka Setso Programme was successfully hosted in Qwa Qwa in October

2014. • Heritage Day was successfully organised in Ficksburg and more than 12 000 people attended,

including Lesotho nationals. • Freedom Day was successfully organised in Sasolburg and more than 15 000 people attended. • Mine Dance Festival was held in Welkom in March 2015 and more than 20 groups from various

mines participated .

Language Services

• Managed to revive FS Writer Forum and mandated it to ensure that writers organisations are established in all local municipalities.

• The use of Free State Languages Bill was complete and gazetted by the Provincial Legislature. • All Free State Provincial Government Departments were monitored regarding the implementation

of the Provincial Language Policy.



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• A drama book titled "Bophelo ke Ntwa" written by a 15 year old girl from Ntha, Lindley, was published and launched.

• Language Policy formulation assistance were initiated to seven municipalities and will continue in 2015/2016 .

Heritage Services • More than 50 applications for restoration, demolition and alterations of structures, older than 60

years, were proceeded. • 30 applications for name changes were received and public participation are still continuing. Provincial Museum Services • More than 50 000 people have visited our eleven museums. • Basotho Cultural Village hosted a successful Basotho New Year on August 2014 and more than 1

500 people attended the event including the Free State House of Traditional Leaders. • Basotho Cultural Village participated in Tourism Indaba in May 2014 in Durban to market its

products. • Basotho Cultural Village won a Lilizela Award as the best traditional and cultural facility in the

province. • The Department, through BCV, has entered into a MoU with SANPARKS and this was signed in

November 2014. • On 21 November 2014 Sesotho Literary Museum finalised a donation agreement with Prof. Guma's

family as an initiative to expand this museum. • The International Museum Day was held at BCV on May 2014 and more than 500 people attended. • The scaling down of museums has proceeded with the signing of an agreement with Heritage

Foundations of Heilbron and Bethulie. Library and Archive Services The strategic objective for the programme is to ensure access to reading, learning and information through the provision of public library service and archive and records management services. The significant achievements are: • The Department has started with the implementation of the EXCO Resolution that the Department

must take full financial responsibility for the administration of public libraries. During 2013/14 Library Services at four municipalities were provincialized. In 2014/15 this process was fast-tracked with funding from the Community Library Conditional Grant.

• The administration of public libraries (Schedule 5 issue) was addressed by fully provincializing libraries in 10 municipalities (63 libraries) and refunding four municipalities for the administration of libraries. The six remaining municipalities will be provincialized from April-June 2015.

• 129 258 items of new library material were procured for public and school libraries. The e-book subscription was renewed and the subscription to e-Britannica, an extensive reference work which is updated daily, was activated. The e-library service, allowing the borrowing of e-books are now well-established and it was expanded by providing Wi-Fi areas and tablets for downloading e-books at some libraries.

• 644 monitoring visits were conducted at public libraries. • The existing 43 Education Toy Libraries were increased with six Educational Toy Library Services,

supporting Early Childhood Development, which were established at Phomolong, Zamdela, Dealesville, Thabong II, Mashaeng and Albert Nzula Library in Roleleathunya.

• The preparations for the opening of six school libraries were completed by procuring library materials and ICT equipment and appointing staff. The libraries opened after the March 2014 school holidays at the following schools: Rekgonne Primary School in Mangaung, Albertina Sisulu Secondary School in Edenburg, JC Motumi Secondary School in Kutlwanong, Tlokweng Primary School in Tsetseng Village, Qwa Qwa, Bopasetjhaba Primary School in Parys and Kopanelang Thuto Primary School in Sasolburg. At the latter school construction must still be completed.



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• A pre-fabricated library was procured for Diyatalawa Village and will also render a service to the school. The library will open during June 2015.

• Free internet was provided to two more libraries . • Approximately 300 desktop computers and 120 tablets were procured to expand and upgrade IT

equipment at libraries. Wi-FI was installed at 35 libraries and lines were upgraded at 10 libraries to improve access to the Internet. 172 libraries in the Free State are equipped with ICT equipment and provide access to the Internet.

• The upgrade of the Oppermansgronde Library was completed. • The designs of eight library buildings were completed, contractors appointed and sites handed

over, namely: Luckhoff, Smithfield, Bolakanang, Verkeerdevlei, Soutpan, Arlington, Memel, Botshabelo II.

• The construction of libraries at Wepener, Hobhouse and Oranjeville is progressing (about 60-70%) and will be completed between July and September 2015.

• Security services at library buildings were upgraded and maintained with fencing, electronic gates and burglar alarm. Seven libraries were provided with electronic security systems bringing the total number of libraries provided with these systems to 60. Burglar alarms are monitored and maintained at 117 libraries.

• Four Capacity Building Programmes for library workers were presented during the year. A provincial conference for public library workers was presented during February 2015 and attended by 162 library staff. 77 Records management staff were trained by the Provincial Archives.

• The following events were presented to promote a culture of reading and library use: the Reading Festival in which more than 1 000 children participated, World Book Day, Library Week and the National Symbols Programme. Archives Week was celebrated during May 2014 with a variety of outreach programmes to promote an awareness of archives.

• Facilities, services and human resources were managed, monitored and maintained at 172 libraries.

• A contractor was appointed to implement the RFID project which will improve asset management of library materials and implementation will start in April 2015.

Sport and Recreation The strategic objective for the programme is to support Free State citizens whom are and want to become actively involved in sport and recreation. The significant achievements are: • A provincial half marathon was established and took place during 2014/15 • Jointly with Mangaung Metro, South African Sport Confederation (SASCOC) and Volleyball

Federations, the International Beach Volleyball Championship was hosted and over 139 countries took part

• Judo: One of only 2 Judoka’s from South Africa selected to attend an International Training Camp during April 2014 in Japan. 13 HP Judokas attended the SA Open Judo Championships in Port Elizabeth during July 2014. They managed to win 23 medals in total; 5 Gold, 8 Silver & 10 Bronze. 2 Elite Judokas (Preston & Leroy Davids) were invited by Lejweleputswa District Judo Association to present a Judo course on specialized Judo techniques during June 2014. 8 Judokas from the HP Programme attended the 3rd National Ranking Event in Stellenbosch during August 2014. They obtained 4, 1st places, 3, 2nd places and 1, 3rd place.

• During August 2014, the FSSSI assisted FS Judo with their Provincial Preparation Programme with a presentation on Nutrition. 41 Coaches and athletes attended the day.

• Athletics: Teboho Mokgalagadi participated at the IPC Athletics Grand Prix in Brazil during April and won a silver medal in the 100 m. In May 2014 he competed at the IPC Athletics Grand Prix in the USA and won Gold in the 100 & 200m respectively. 3 x Athletics Athletes: Nadia Meiring (SA Youth team) Wade van Niekerk (SA Commonwealth team – won Silver in 400m).

• Sport for athletes with disabilities: Kyle Louw was part of the SA Wheelchair Basketball Team that took part in the Africa WB International Tournament in Morocco in June 2014. The team won



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the Bronze medal and Kyle was awarded the All Star Player of the Tournament. He was also part of the SA Wheelchair Basketball Team that took part in a test series against the French Wheelchair Team in Johannesburg, Gauteng during July 2014 and was awarded the “Best one pointer” and also captained the team. At age 23 he is the youngest captain for South Africa in his sport. Anton Swanepoel took part in the 2014 ITU World Triathlon Finals in Edmonton, Canada during August 2014. He competed in the PT 1 Class and finished with a total time of 1h08:54 that resulted in a 6th overall place.

• Boxing: 5 Boxers from the HP Programme competed at the 2014 SANABO Elite Boxing Championships during July in Mdantsane, East London. M Phalole won Gold and A Maloisane won Bronze. Philip Ndou, former world champion and a professional boxer from Lejweleputswa, is training at DHPC in preparation of IBF championship that will take place in Egypt in August.

• Karate: The FSSSI hosted an International Training Camp for Karate during July 2014. 3 International coaches from Istanbul, Turkey, were invited to present the camp to our athletes and coaches. 45 Athletes and 5 coaches attended the sessions. The Senior Africa Karate Championships was held in Dakar in August 2014. 5 Athletes and 2 coaches from the HP Programme represented the SA Team that participated. Sandile Makwali, Balungile Ncgofe & Wim Boshof was part of the SA Male Kumite Team that won a Bronze medal. Sandile won all his fights and also scored the most points for the SA team.

• Netball: 8 Players from the HP Programme attended the SA Schools Netball Championships in Margate, Kwa-Zulu Natal during July 2014. 3 Players were selected in the SA u/18 Top 35 group. The FS Cheetah u/18 team obtained the 9th position out of 23 teams.

• DHPS: Thabo Mofutsanyane tested 89 athletes: From the FS SAPS Provincial Ladies Soccer Team, SS Tlokola represent the Province at the Kay Motsepe Cup, IS Khothalang represent the district at Copa Cup u/15. M Mokoena, M Sekonyela, L Radebe T Mokoena, M Lepitsi and K Kalake have been selected to represent the province at the upcoming Indigenous Games.

• Team Free State finished 3rd in the 2014 SA National School Sport Championships. This is the best ever position since the inception of the games

• Table Tennis: Harmony High School u/19 Team has been selected for the South African Sport Awards.

• Provincial Youth Camp was held in Mangaung Metropolitan during July 2014 • Provincial OR Tambo Games Disability Football Workshop was held in Welkom during July 2014 • Provincial Golden Games held in Hoopstad during September 2014 • Free State contingent participated in National Indigenous Games in Pretoria during September

2014 • Provincial Indigenous Games training were held during September 2014 across the Province • Harmony High School, provincial Sport Focus School from Lejweleputswa has been nominated for

School Team of the Year Award at SA Sport Awards • The Provincial Big Walk and Half Marathon were held during October 2014 in Mangaung

Metropolitan • SA National Golden Games were held in Nelspruit during October 2014 • The FSSSI was invited by SRSA to exhibit its services and programmes at the 2014 SASReCon

held in Potchefstroom during October 2014 • An International Training Camp and Coaches Workshop was presented for Judo in January 2015

at the FSSSI. The National Judo Coach from Scotland was invited to facilitate the Coaches Workshop and Training Camp. 11 Provincial/National Coaches were invited to attend the workshop.

• The FSSSI has continued to support elite athletes and coaches for badminton, boxing, karate, judo, netball and sport for disabilities, preparing for provincial, national and international tournaments. Several medals were won by these athletes for the province in different sporting codes

• The three Sport Stadiums received attention during the year: - Upgrade of Seisa Ramabodu Sport Stadium - Construction of the Sipho Mutsi Indoor Sport Centre - Construction of the Tumahole Indoor Sport Centre



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4. PERFORMANCE INFORMATION BY PROGRAMME

4.1 Programme 1: Administration Purpose of the Programme

This programme provides the Department with strategic leadership from the Office of the CEO, management as well as administrative services from the office of the HOD. The purpose of this programme is to conduct the overall management and support of the Department. The structure of this programme is still under review. The review is in line with the study undertaken to re-organise business operations with the strategic intent of maximising limited resources but increasing social impacts. The structure and functions are summarised below.

Strategic objectives

The programme consists of two sub-programmes which are supporting to the line-function programmes and therefore its only purposes, strategic objectives and performance indicators are outlined below with annual and quarterly targets provided.

• Office of the MEC • Corporate Services

Sub-programme 1.1: Office of the MEC

The purpose of this sub-programme is to provide administrative, client liaison and support services to the Member of Executive Council. To enable compliance with different legislative requirements, the following functions are also included:

• Accountability by the Head of Department • Implementation of special programmes for youth, women and the disabled • Monitoring and Evaluation • Strategic planning • Communication and marketing services • Information management and IT support services • Internal audit services and • Security services

Sub-programme 1.2: Corporate Services

The purpose of this sub-programme is to manage the overall administration of the Department which includes financial management, human resource management and development, registry, messenger services and transport services. Functions included in this sub-programme are:

• Compliance with all applicable legislative frameworks • Introduce sound financial accounting processes • Asset Management • Supply Chain Management • Loss Control • Infrastructure • Human Resource Management and Development • Employee and Labour Relations • Risk Management



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The purpose of this sub-programme is to manage the overall administration of the Department which includes financial management, human resource management and development, registry, messenger services, and transport services. Functions included in this sub-programme are:

• Compliance with all applicable legislative frameworks • Introduce sound financial accounting processes • Asset management • Supply Chain Management • Loss control • Infrastructure • Human resource management and development • Employee relations and labour peace • Risk management

4.2 Strategic objectives and annual targets for 2015/16-2017/18

Programme 1: Administration

Performance Indicator Actual Achievement 2013/2014

Planned Target 2014/2015

Actual Achievement 2014/2015

Deviation from planned target to Actual Achievement for 2014/2015

Comment on deviations

Standardised performance indicators

1.1.1 % of filled positions

- 90% 74% (16%) The deviation of 16% is mostly due to the delay in the take-over of public libraries from municipalities.

1.1.2 % of suppliers paid within 30 days

- 100% 95% (5%) Due to accruals of Seisa Ramabodu Stadium invoices. Funds were to be availed in the new financial year.


Purpose of the Programme

The programme’s main focus is to transform, develop, and manage arts, culture, museums and heritage and language services in the province through:

• Promotion and coordination of performing arts services to ensure cultural diversity and the advancement of artistic disciplines into viable industries

• Promotion and coordination of visual and creative arts to ensure creation of jobs and sustainable livelihood.

• Facilitate and administration of declared provincial heritage sites

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• Render museum and heritage services to promote public awareness and create opportunities for learning

• Support the Provincial Geographic Names Committee, Provincial Arts and Culture Council, Provincial Heritage Resources Authority to drive the agenda of social cohesion and nation building and Provincial Language Committee of PanSALB

• Render language development services to ensure that language profiles and constitutional rights of the previously marginalised languages are entrenched


This programme consists of five sub-programmes to enable delivery of the purpose:

• Management • Arts and Culture • Museum Services • Heritage Resource Services • Language Services

Sub-programme 2.1 Management

The purpose of this sub-programme is to provide strategic management and leadership of Programme 2: Cultural Affairs.

Sub-programme 2.2 Arts and Culture

The purpose of this sub-programme is to promote respect for cultural diversity and the advancement of the artistic disciplines into viable industries by promoting and coordinating performing, visual and creative arts services for people development and job creation.

Sub-programme 2.3 Museum Services

The purpose of this sub-programme is to render provincial and local museum services in terms of Museum Ordinance no 8 of 1975, which is the Provincial Museums Framework.

Sub-programme 2.4 Heritage Resource Services

The purpose of this sub-programme is to standardise geographical names and to protect and preserve heritage resources of the province.

Sub-programme 2.5: Language Services

The purpose of this programme is to ensure language development and promotion of previously marginalised languages and to ensure that the constitutional rights of people are met through the utilisation of the main languages in the province.



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Programme 2: Cultural Affairs Strategic objectives Actual

Achievement 2013/2014





To promote respect for cultural diversity and the advancement of artistic disciplines into viable industries

476 2 120 145 (93%) Departments received less funding than expected from EPWP Grant and this compelled SACR to adjust its annual target internally to match available resources, which would otherwise have resulted into the favourable 28% deviation.

To accelerate the transformation of the country’s heritage landscape by establishing and managing museum and heritage services

32 285 85 338 57 979 (32%) The annual target for 2014/2015 was vastly inconsistent with target for 2012/2013 financial year, and was not rectified prior to printing of the APP, which would otherwise have resulted into the favourable 31% deviation.

To promote multilingualism, redress past linguistic imbalances and develop the previously marginalised languages

526 429 400 7% The FS Provincial Language Policy was approved and for departments to comply and due to more awareness, requests from departments increased and targets had to be adjusted to match the demands.



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Performance indicators

Sub-programme 2.2: Arts and Culture Performance Indicator Actual






Standardised performance indicators 2.2.1 Number of

structures supported

1 2 2 0%

2.2.2 Number of significant days hosted

2 1 1 0%

Non-standardised performance indicators 2.2.3 Number of

schools involved in arts & culture programmes

- 100 130 30% Initially 100 schools were planned for. The schools programme is however gathering popularity as more schools hear of it and would like to be involved in the programme. The growth of this programme could be facilitated, due to the creative scheduling of our EPWP fieldworkers. No additional funds were spent.

2.2.4 Number of correctional facilities involved in arts and culture programmes

- 5 5 0%

2.2.5 Number of workshops presented

- 2 2 0%

2.2.6 Number of cultural activities hosted

4 1 1 0%

2.2.7 Number of festivals supported

5 2 4 50% Initially the plan was to support only two festivals, Cherry Jazz and Vryfees. How-ever, a need was identified to support the other two festivals, Boertjiefees and Bloemshow, in order to increase the awareness on social cohesion and nation building.



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Sub-programme 2.3: Museum Services







2.3.1 Number of people visiting the facilities

33 688 35 000 50 481 44% Due to increased awareness campaigns about museums, to schools, educational institutions, and the general public.

2.3.2 Number of brochures and publications distributed

13 497 50 000 7 322 (85%) The number has decreased due to financial constraints

Non-standardised performance indicators

2.3.3 Number of museums managed by the department

11 11 11 0%

2.3.4 Number of exhibitions staged

45 28 61 44% Due to promotion of social cohesion and national identity, more internal exhibitions were held

2.3.5 Number of outreach projects conducted

42 28 59 (85%) Due to promotion of social cohesion and national identity, more internal exhibitions were held



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Sub-programme 2.4: Heritage Resource Services







2.4.1 Number of heritage places provisionally declared

7 5 - (100%) Achievement of target depends on applications from members of the public. No applications were received

2.4.2 Number of geographic names recommended

9 10 8 (80%) The process of declaration is a long one and thus entails Nomination, back ground research, consulting affected parties, public participation and gazetting. Due to the shortage of stuff, it is difficult to finalize the processes within a short space of time

2.4.3 Number of permit applications received

- 10 37 270% More applications were received from the public



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Sub-programme 2.5: Language Services







2.5.1 Number of language coordinating structures supported

2 2 2 0%


2.5.2 Number of documents edited

185 100 129 (86%) This indicator depends on requests from epartments. More requests than targeted were received from various Departments

2.5.3 Number of documents made accessible to persons with disabilities

8 48 51 21% More requests were received from Departments

2.5.4 Number of literature workshops held

3 4 3 (25%) One workshop was cancelled due to financial constraints

2.5.5 Number of documents translated

156 100 135 35% Translation depends largely on the requests made by other Departments. Therefore, more requests were received from departments

2.5.6 Number of interpreting sessions rendered

62 45 66 46%

2.5.7 Number of terminology lists published

2 4 4 0%

2.5.8 Number of persons empowered to communicate in Sign Language

20 10 10 0%



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Strategy to overcome areas of under performance

Request to fill critical posts will be done and adequate staff will ensure underperformance is addressed. Benchmarking with other provinces will be conducted so that we do not lose competent officials to other provinces that pay better salaries.

Changes to planned targets No changes were made to planned indicators and targets during the year. Sub-programme expenditure

2014/2015 2013/2014 Sub- Programme

Final Appropriation

Actual Expenditure

(Over)/ Under Expenditure

Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000 Management 2 125 2 125 - 432 432 -

Arts and Culture

104 292 104 292 - 82 154 82 132 22

Museum Service

27 679 27 679 - 37 330 37 329 1

Heritage Service

3 741 3 471 - 3 839 3 838 1

Language and Translation Service

3 976 3 976 - 3 654 3 569 85

Total 141 543 141 543

- 127 409 127 300

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4.2 Programme 3: Library and Archive Services


The purpose of the programme is the development, transformation and promotion of sustainable library and archive services through:

• The provision of library and information services to communities • The provision of technical and professional support services to community libraries • The promotion of a culture of reading and lifelong learning • Rendering of records management services to governmental bodies • Management of archival records at archive repositories



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Strategic Objectives

The programme consists of three sub-programmes with the following functions:

Sub-programme 3.1: Management

The purpose of this sub-programme is to provide strategic management and leadership to the programme through:

• Coordination of strategic planning • Management and coordination of programmes • Monitoring and evaluation of and reporting on programmes • Development and implementation of policies and standards • Provision of administrative support services

Sub-programme 3.2: Library Services

The purpose of this sub-programme is to provide library services which provide access to information, reading and learning resources and promote a culture of reading and lifelong learning through:

• Provision of technical and professional support services to affiliated libraries which includes collection management services, specialised information services, and development services

• Provision and maintenance of library infrastructure which includes buildings and ICT • Managing and monitoring services of public libraries • Provision of workplace training and support to library staff

Sub-programme 3.3: Archive Services

The purpose of the sub-programme is to provide records management and archive services which will ensure:

• Proper records management practices at government offices • Accountable management of archival records at archives repositories.



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Programme 3: Library and Archive Services

Strategic objectives Actual Achievement 2013/2014





Provision of library and information services which are free, equitable and accessible, rendered according to the different information, reading and learning needs of people and which promote a culture of reading, library use and lifelong learning

464 855 18 739 24 305 29.69% More library materials than planned were procured because of additional funds becoming available, from savings on other items. More staff than planned for attended capacity building projects.

Render archival and record management services which will provide for: -The acquisition, preservation and documentation of public and non-public records of national/provincial significance -Proper management and care of public records -Equitable access and use of archives

7 591 6 898 6 925 0.39% More services than planned for were rendered on request of governmental bodies



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Sub-programme 3.2: Library Services






Standardised performance indicators 3.2.1 Number of new

library material procured

33 491 18 000 23 538 31% Unforeseen delays with the appoint-ment of staff resulted in an under-expenditure on the compen-sation budget. In order to ensure that the grant be fully utilised in the province, the sub-sequent savings in the compensation budget was utilised for other projects. The budget alloca-tions were amended accordingly and approved through the adjustment budget process. Some of the savings were used to procure more library materials.

3.2.2 Number of monitoring visits to public libraries

604 654 644 (2%) 2 libraries were closed for renovation and could not be visited quarterly (Bloemfontein and RJR Masiea). One library was closed down and not visited for 2 quarters (Riebeeckstad School-Community).


capacity building programmed provided to public library staff

2 2 2 0%



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3.2.3 Number of capacity building programmed provided to public library staff

2 2 2 0%

3.2.4 Number of library workers attending capacity building programme

203 80 118 47% The target was exceeded because more staff than planned for requested to attend one workshop.

3.2.5 Number of promotional projects presented

3 3 3 0%








3.3.1 Number of records classification systems approved

11 10 11 10% A client office not planned for requested approval for a record classification system

3.3.2 Number of governmental bodies inspected

12 10 12 20% Two inspections not planned for were done on request of client offices.

3.3.3 Number of records managers trained

62 60 77 28% More staff than planned for requested to attend the training course.

3.3.4 Number of awareness and promotional projects/programmes rolled out to communities

1 1 1 0%

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3.2.3 Number of capacity building programmed provided to public library staff

2 2 2 0%

3.2.4 Number of library workers attending capacity building programme

203 80 118 47% The target was exceeded because more staff than planned for requested to attend one workshop.

3.2.5 Number of promotional projects presented

3 3 3 0%








3.3.1 Number of records classification systems approved

11 10 11 10% A client office not planned for requested approval for a record classification system

3.3.2 Number of governmental bodies inspected

12 10 12 20% Two inspections not planned for were done on request of client offices.

3.3.3 Number of records managers trained

62 60 77 28% More staff than planned for requested to attend the training course.

3.3.4 Number of awareness and promotional projects/programmes rolled out to communities

1 1 1 0%



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records appraisals done

6 5 7 40% Two appraisals were done additionally: 1 to ensure that one group of records could be transferred as a complete set to the Archives Repository and the second to prepare for an exhibition for Archives Week.

3.3.6 Number of oral history programmes conducted

1 2 2 0%

3.3.7 Number of documents restored

842 800 803 0.3% Records not planned for were restored before handing them to researchers

3.3.8 Number of disposal authorities issued

7 5 7 40% One additional disposal authority was issued to ensure that records belonging to the same group could be transferred as a unit; the second additional authority was issued in preparation for Archives Week.

3.3.9 Number of records data coded

5 000 6 000 6 000 0%

3.3.10 Number of meetings of the Record Managers Forum

4 3 3 0%

3.3.11 Number of meetings of the Provincial Archives Council

2 2 2 0%



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There was no significant under-performance during the year under review.

Changes to planned targets

No changes were made to planned indicators and targets during the year.

Sub-programme expenditure

2014/2015 2013/2014 Sub- Programme Final

Appropriation Actual Expenditure


Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000

Management 4 098 4 096 2 4 024 4 024 -

Library services 178 758 172 954 5 804 112 786 106 603 6 183

Archive services 4 315 4 313 2 5 275 5 275 -

Total 187 171 181 363 5 808 122 085 115 902 6 183



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4.3 Programme 4: Sport and Recreation

The National Sport and Recreation Plan (NSRP) was approved by Cabinet and must be implemented by all stakeholders. The Chief Directorate: Sport and Recreation does not operate in isolation, but needs to ensure that its functions also support the NSRP, that is to support “An Active and Winning Sporting Nation”. The NSRP is based on three core pillars being: (1) active nation (2) winning nation (3) enabling environment. These pillars are underpinned by transversal issues and utilizing sport as a tool to achieve national and global priorities.

The following functions aim to achieve this:

• To oversee effective management, coordination and efficient delivery of sport and recreation in the province

• To render high performance sport science and medical support services to: (1) improve provincial athletes’ performance, and (2) empower elite coaches with sport specific skills, technical as well as administrative knowledge

• To facilitate the development of multi-purpose sport and recreation facilities, provide sustainable recreation/mass participation programmes, assist with the establishment of structure thereby creating opportunities to all sport communities across age spectra in order to live a healthy and physically active life style

• To facilitate proper team delivery to inter-provincial schools competitions as well as promote active mass participation of all learners that will lead to the identification of talented athletes for a sustainable sport and recreation environment.

• Support the Free State Sport Confederation as the controlling body for organised sport in the Free State.

Strategic Objectives

The programme consists of four sub-programmes with the following functions:

• Management (Office of the Chief Directorate: Sport and Recreation) • Sport (Free State Sport Science Institute and Free State Sport Confederation) • Recreation (Community Sport) • School Sport (Sport and Talent Development)


The purpose of this sub-programme is to provide operational support to all service delivery components of the programme. The functions are:

• Manage and control all administrative activities in the Office of the Chief Director • Manage monitoring, evaluation and reporting • Manage and maintain the Chief Directorate: Sport and Recreation facility • Manage sport infrastructure projects • Audit community sport and recreation facilities and maintain data-base thereof



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Sub-programme 4.2: Sport

The purpose of this sub-programme is to provide high performance sport science services and capacity building programmes that support performance of athletes and empower coaches’ sport specific skills, technical and administrative knowledge within the sport development continuum to achieve excellence in sport. The functions are:

• To implement the Sport Science Outreach Programme – ‘ Taking Sport Science to Community’ • To provide specialised sport science, sport nutritional, conditional and injury rehabilitation

support programme to elite athletes • To provide high performance capacity building and training programmes to athletes and

coaches • To support the Free State Sport Confederation

Sub-programme 4.3: Recreation

The purpose of this programme is to deliver provincial mass participation and recreational sport programmes. The functions are:

• Provide institutional support services to civil society structures • Management of recreation and mass participation programmes • Audit community sport and recreation facilities and maintain data-base thereof • Coordinate and support club development programme • Coordinate community based capacity building programmes

Sub-programme 4.4: School Sport

The purpose of this sub-programme is to assist with the development of sport talent and successful delivery of provincial school sport teams to inter-provincial school sport competitions. The functions are:

• Support the roll-out of school sport leagues • Support school sport structures • Support the capacity building programmes for educators • Facilitate talent identification and development, including the management of district talent

development centres • Ensure successful delivery of school sport teams to all national and international school sport

competitions • Support to sport focus schools



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Programme 4: Sport and Recreation Strategic objectives Actual






Promote participation and mass participation opportunities in sport and recreation

- 13 11 (15%) 1. Reconciliation Challenge could not take place in December as planned due to the hosting of the International Beach Volleyball in December and also the availability of funds. However, with funds allowing, it is planned that the event will take place on 07 February 2015 2. Exchange programme with the Kingdom of Lesotho could not be implemented due to political instability in Lesotho

Increase equal opportunities for all South Africans to participate and excel in sport and recreation

- 18 18 0% N/A

Increase access to sport and recreation facilities

- - - - N/A

Develop talented athletes by providing them with opportunities to excel

- 208 128 (38%) Due to the fact that the structure of the Chief Directorate Sport & Recreation was not amended, only 120 selected athletes for the Sport Federations will be supported. Not all of the Federations in the programme have selected the requested number of athletes to be in the program



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Programme 4: Sport and Recreation Strategic objectives Actual






Adequately resource school sport and maximise access to sport, recreation and physical education in every school in South Africa

- 207 245 18% 1. Due to the need at the Sipho Mutsi Top Schools tournament, additional campaign was held.

2. Due to an increase in the number of codes at the National School Sport Championships more structures were supported.



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Non-Standardised performance indicators

4.1.1 Number of relevant information provided to Sport and Recreation sector by Chief Director’s Office

3 3 3 0%

4.1.2 Number of Programmes of Action with identified countries

2 2 1 (50%) Exchange programme with the Kingdom of Lesotho could not be implemented due to political instability in Lesotho

4.1.3 Number of programmes successfully implemented using sport as a mechanism for achieving peace and development

0 1 0 (100%) Reconciliation Challenge could not take place in December 2014 as planned due to the hosting of the International Beach Volleyball in December 2014 and also the unavailability of funds. However, with funds allowing, it is planned that the event will take place during February 2015

4.1.4 Number of special sport events acknowledged as “environmentally friendly”

New indicator 1 1 0%





Deviation from planned target to Actual




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4.2.1 Number of sustainable formal talent identification programmes implemented

6 6 6 0%

4.2.2 Number of talented athletes supported within a structured development programme by Sport Federations

- 200 120 (50%) Due to the fact that the structure of the Chief Directorate: Sport and Recreation was not amended, only 120 selected athletes for the Sport Federations will be supported. Not all of the Federations in the programme have selected the requested number of athletes to be in the programme

4.2.3 Number of functional Provincial Sport Councils established

1 1 1 0%

4.2.4 Number of affiliated Provincial Sport Federations supported

- 1 1 0%

4.2.5 Number of support programmes to improve the performance of athletes and coaches

1 2 2 0%

4.2.6 Number of research and modelling interventions made to improve and facilitate strategic and operational decision making within sport

- 2 0 (100%) Due to budget constraint the program was cancelled



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4.2.7 Number of recent resources secured and distributed to the sport sector

13 13 13 0%

4.2.8 Number of international workshops organised

- 1 1 0%

Sub-programme 4.3: Recreation







4.3.1 Number of sporting events acknowledged as environmentally friendly

2 2 2 0%

4.3.2 Number of awareness campaign actioned using sport as a tool for communicating environmental message

2 2 2 0%

4.3.3 Number of projects in support of government priorities

2 2 2 0%



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4.4.1 Number of recent resources secured and distributed to the sport sector

2 2 2 0%

4.4.2 Number of awareness campaigns actioned using sport as tool for communicating environmental messages

6 2 2 50% Due to the need at the Sipho Mutsi Top Schools Tournament, additional campaign was held.

4.4.3 Number of schools implementing Anti-doping Awareness Campaign

800 200 200 0%

4.4.4 Number of projects in support of government priorities

3 3 3 0%


There was no significant under-performance during the year under review.

Changes to planned targets

No changes were made to planned indicators and targets during the year.



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Sub-programme expenditure

2014/2015 2013/2014 Sub- Programme Final

Appropriation Actual Expenditure


Final Appropriation

Actual Expenditure


R’000 R’000 R’000 R’000 R’000 R’000

Management 2 572 2 563 9 2 327 2 196 131

Sport 202 652 201 720 932 171 310 168 789 2 521

Recreation 34 701 34 650 51 30 001 30 001 -

School Sport 26 563 26 496 67 29 713 29 704 9

Total 266 488 265 429 1 059 233 351 230 690 2 661

5. TRANSFER PAYMENTS

5.1. Transfer payments to public entities

There were no transfer payments to public entities during the year under review.



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5.2. Transfer payments to all organisations other than public entities The table below reflects the transfer payments made for the period 1 April 2014 to 31 March 2015:

Name of transferee Type of

organisation Purpose for which funds were used

Did the dept comply with 38(1)(j) of the PFMA?

Amount transferred (R’000)

Amount spent by entity

Reasons for the funds unspent by the entity

Pan South African Language Board (PanSALB)

Non-profit organisation

Promotion of FS languages

Yes 200 200

FS Geographical Names Committee (PGNC)


Consultation and renaming of streets

Yes 1 000 1000

FS Provincial Arts and Culture Council (PACC)


Promotion of arts and culture

Yes

8 820

8 820

Provincial Heritage Resource Authority

Non-profit organisation organisation

Preservation of FS Heritage

Yes 500 500

FS Sport Confederation Non-profit organisation

Coordination of all major sport bodies

Yes 25 224 25 224

NPI FS Arts and Culture Association


Support to artists Yes 500 500

VRYFEES Non-profit organisation

Support Afrikaans performing culture

Yes 200 200

Gaetsewe Group Non-profit organisation

Support of Golden Bean Awards

Yes 200 200

Bultfontein Landbou Genootskap


Creating opportunities for Free State artists, supporting creative industries and promoting social cohesion.

Yes 105 105

Cherry Jazz Non-profit organisation

Promotion opportunity for Free State and supporting creative industries.

Yes 200 200

ERASA Non-profit organisation

Supporting local business initiative and creating opportunities for Free State artists.

Yes 1 000 1 000

LECMA Non-profit organisation


Yes 359 359

Mangaung String Programme



Yes

500 500

New Vision Film Private enterprise Promotion of Films Yes

3 000 3 000



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The Transfer and Subsidies Policy of the Department is being implemented in terms of Section 38(1)(j) of the PFMA to ensure that all conditions of transfers are monitored such as:

− regular reporting by the entities − visits to the entities by the Programme − adequate financial management systems in place

6. CONDITIONAL GRANTS

6.1. Conditional grants and earmarked funds paid

None

6.2 Conditional grants and earmarked funds received

The table/s below details the conditional grants and ear marked funds received during for the period 1 April 2014 to 31 March 2015.

43





None



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None





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Conditional Grant 1: EPWP Arts and Crafts Programme

Department who transferred the grant National Department of Public Works

Purpose of the grant To create job opportunities in the Environmental and Culture Sector

Expected outputs of the grant 26 job opportunities created

Actual outputs achieved 25 job opportunities created

Amount per amended DORA (R’000) 2 131

Amount received (R’000) 2 131

Reasons if amount as per DORA was not received

N/A

Amount spent by the department (R’000)

2 131


N/A

Reasons for deviations on performance N/A

Measures taken to improve performance

Monthly and quarterly reports

Monitoring mechanism by the receiving department

Monthly and quarterly reports



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Conditional Grant 2: Social Sector EPWP Incentive Grant

Department who transferred the grant National Department of Public Works

Purpose of the grant To create job opportunities in the environmental and culture sector

Expected outputs of the grant To be completed

Actual outputs achieved To be completed


Amount received (R’000) 2 580

Reasons if amount as per DORA was not received

N/A

Amount spent by the department (R’000)

2 580


Delays with the implementation of infrastructure projects

Reasons for deviations on performance

Delays with the implementation of infrastructure projects


Appointment of Infrastructure Manager. Outsourcing project management to a CPM


Monthly monitoring visits and review of progress with projects



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Department/ Municipality to whom the grant has been transferred

Free State Department of Sport, Arts, Culture and Recreation

Purpose of the grant To transform rural and urban library infrastructure, facilities and services, primarily targeting previously disadvantaged communities

Expected outputs of the grant See table below

Actual outputs achieved See table below Amount per amended DORA (R’000) 124 721

Amount transferred (R’000) 124 721

Reasons if amount as per DORA not transferred

N/A

Amount spent by the department/ municipality (R’000)

119 141


Delays with the implementation of infrastructure projects and appointment of staff

Monitoring mechanism by the transferring department

Monitoring and evaluation staff appointed for each province. Monthly and quarterly reporting. Quarterly review meetings.


Appointment of Infrastructure Manager. Outsourcing project management to a CPM


Monthly monitoring visits and review of progress with projects



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Sub-programme Community Libraries






3.4.1 Number of municipalities assisted financially with library services

- 3 3 0%

3.4.2 Number of municipalities where the administration of public libraries are taken over by the Department

- 11 10 (0.9%) Negotiations with one municipality could not be concluded in time for staff to be appointed before end of March 2015

3.4.3 Number of new library buildings designed

- 3 3 0%

3.4.4 Number of new library buildings under construction

1 3 5 66% Construction at three sites started sooner than planned but one project (Clarens) was cancelled due to a dispute about project management between DSACR and DPW.

3.4.5 Number of buildings upgraded

2 2 2 0%

3.4.6 Number of buildings where alarm systems are provided and maintained

117 128 130 1% Two more libraries than planned were provided with burglar alarms because the municipality cancelled its service.

3.4.7 Number of libraries where electronic gates are provided and maintained

5 60 86 43% 26 Additional electronic systems were procured in terms of the amended business plan.



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3.4.8 Number of libraries where ICT is maintained

171 171 171 0%

3.4.9 Number of libraries where photocopiers are provided and maintained

141 142 142 0%

3.4.10 Number of libraries provided with furniture

- - - -

3.4.11 Number of new library materials procured: Public Libraries

52 713 28 000 62 813 124% Unforeseen delays with the appoint-ment of staff resulted in an under-expenditure on the com-pensation budget. In order to ensure that the grant be fully utilised in the pro-vince, the subsequent savings in the compen-sation budget was utilised for other projects. The budget allocations were amended accordingly and approved through the adjustment budget process. Some of the savings were used to procure more library materials.



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3.4.12 Number of new library materials procured: School Libraries

52 713 28 000 42 907 53% Unforeseen delays with the appoint-ment of staff resulted in an under-expenditure on the com-pensation budget. In order to ensure that the grant be fully utilised in the province, the subsequent savings in the com-pensation budget was utilised for other projects. The budget allocations were amended accordingly and approved through the adjustment budget process. Some of the savings were used to procure more library materials.

3.4.13 Number of capacity building programmes presented to public library staff

2 2 2 0%

3.4.14 Number of staff attending capacity building programmes

70 210 205 (2.3%) One workshop was attended by three more officials than planned and one by eight less than planned, resulting in the difference of five from the total target.



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3.4.15 Number of bursaries awarded and continued

16 15 19 13% The target was exceeded because 4 bursary holders who were suspended registered at their own cost for modules which they failed and thus remained part of the programme.

3.4.16 Number of additional staff appointed and maintained at public libraries

154 160 154 (4%) Vacant posts not filled as planned due to delays with recruitment process

3.4.17 Number of staff appointed and maintained at departmental level

16 26 18 (31%) Vacant posts not filled as planned due to delays with recruitment process

3.4.18 Number of projects to promote a culture of reading

1 1 1 0%

3.4.19 Number of toy library services established

- 6 6 0%

3.4.20 Number of dual-purpose (school) library services established

- 6 - (100%) Libraries ready for opening after March/April school holidays. Opening was delayed because of delays with appointment of staff.



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Conditional Grant: Sport & Recreation

Department/ Municipality to whom the grant has been transferred Free State Department of Sport, Arts, Culture and Recreation

Purpose of the grant To facilitate sport participation within communities and schools through selected sport and recreation activities, empowerment of communities and schools in conjunction with stakeholders and development of communities through sport

Expected outputs of the grant Increased and sustained participation in the sport and recreation development continuum (Citizens access sport and recreation activities)

Actual outputs achieved Increased and sustained participation in the sport and recreation development continuum (Citizens access sport and recreation activities)


Amount transferred (R’000) 40 318

Reasons if amount as per DORA not transferred NA

Amount spent by the department/ municipality (R’000) 40 190

Reasons for the funds unspent by the entity N/A

Monitoring mechanism by the transferring department Quarterly performance reports were submitted to Provincial

Treasury and Sport and Recreation South Africa (National Department)



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Sub-programme 4.5: Community Sport







4.5.1 Number of youth attending the annual youth camp

215 250 216 (13%) Some participants withdrew as a result of pressures of exams and other unforeseen circumstances

4.5.2 Number of tournaments and leagues stages to foster club development

4 4 4 0%

4.5.3 Number of affiliated clubs supported

150 150 150 0%

4.5.4 Number of provincial programmes implemented

1 3 3 0%

4.5.5 Number of sport and recreation projects implemented by the Sport Councils

24 24 32 33% There was a request from communities through Sport Councils to stage additional programmes

4.5.6 Number of people trained as part of the Community Sport

480 480 463 (4%) Due to academic commitments of some of the participants, they could not attend the training



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4.5.7 Number of people trained as part of the Club Development Programme

520 500 538 8% The demand for training was higher.

4.5.8 Number of hubs provided with equipment and attire

82 82 63 (23%) Only 63 hubs could be provided with equipment and attire due to the fact that some funding had to be allocated to the provincial indigenous games team and Provincial Golden Games Team.

4.5.9 Number of clubs provided with equipment and attire

150 150 150 0%

4.5.10 Number of staff appointed on a permanent basis within the 6% allocation

- 6 6 0%

4.5.11 Number of people actively participating in organised active recreation events

- 20 000 16 499 (18%) The target was initially planned inclusive of daily recreational activities. However, due to clarification from SRSA daily participation should not be included

4.5.12 Number of sustainable active recreation events organised and implemented

- 22 22 0%



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4.6.1 Number of learners supported to participate in National School Sport Competitions

450 670 832 24% Additional codes were added by SRSA after the planning phase. As a result more athletes participated.

4.6.2 Number of learners participating in School Sport Tournaments at a district level

2 250 5 450 6 736 24% An increase in the number of codes that participated due to a change in the National Games Blueprint as well as an increase in the participation levels of disability codes

4.6.3 Number of learners participating in School Sport Tournaments at a provincial level

- 2 650 3 407 29% An increase in the number of codes that participated due to a change in the National Games Blueprint as well as an increase in the participation levels of disability codes

4.6.4 Number of educators and volunteers trained to deliver School Sport Programmes

300 300 300 0%

4.6.5 Number of schools provided with equipment zand/or attire

136 136 136 0%

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4 4 4 0%


150 150 150 0%


1 3 3 0%







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4.6.6 Number of sport focus schools supported

5 5 5 0%

4.6.7 Number of provincial school sport structures supported

16 10 18 80% Due to an increase in the number of codes at the National School Sport Championships more structures were supported

4.6.8 Number of district school sport structures supported

- 40 52 30% Due to an increase in the number of codes at the National School Sport Championships more structures were supported

4.6.9 Number of school sport staff appointed on a long term or permanent basis within the 6% allocation

8 4 4 0%

4.6.10 Number of school sport coordinators remunerated

- 6 6 0%



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Sub-programme 4.7: District Academies







4.7.1 Number of athletes supported through an Athlete Support Programme

364 220 220 0%

4.7.2 Number of people trained to deliver the Sports Academy Programme

- 9 25 177% School sport personnel and interns were added to the training programme in order to increase the pool of people that deliver the academy programme. The training was in-house and therefore the addition of personnel had no cost implications

4.7.3 Number of Sport Academies supported

- 4 4 0%

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4 4 4 0%


150 150 150 0%


1 3 3 0%







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7. DONOR FUNDS

7.1. Donor Funds received

Donor assistance includes both cash and in-kind contributions, which are analysed below.

Donor Fund Macufe

Name of donor Standard Bank, National Department of Arts and Culture and National Lottery Fund

Full amount of the funding (R’000) 10 600

Period of the commitment 3 - 12 October 2015

Purpose of the funding MACUFE

Expected outputs MACUFE

Actual outputs achieved Successful MACUFE

Amount received in current period (R’000) 10 600

Amount spent by the department (R’000) 10 600

Reasons for the funds unspent N/A

Monitoring mechanism by the donor Reports to donors



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Donor Fund CATHSSETA

Name of donor CATHSSETA

Full amount of the funding (R’000) 333

Period of the commitment 1 April 2014 – 3 March 2015

Purpose of the funding Training of interns in sport administration and management

Expected outputs 15 fully qualified and competent sport administrators

Actual outputs achieved 15 fully qualified and competent sport administrators

Amount received in current period (R’000) 333

Amount spent by the department (R’000) 333

Reasons for the funds unspent N/A

Monitoring mechanism by the donor Reports to CATHSSETA



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Foreign donor funding

Name of donor European Union

Full amount of the funding (R’000) 12 000

Period of the commitment 2014/2015

Purpose of the funding To migrate from bar code based system of asset of library material to a Radio Frequency Identification system of stock management

Expected outputs Library material with RFID

Actual outputs achieved None

Amount received in current period (R’000) 12 000

Amount spent by the department (R’000) 0

Reasons for the funds unspent Late appointment of contractor

Monitoring mechanism by the donor Reports to donors



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CAPITAL INVESTMENT

8.1 Capital investment, maintenance and asset management plan Capital investment

a) With regard to the construction, upgrading and maintenance of the buildings, the baseline allocation

of funds for the MTEF period includes the following budgets inclusive of conditional grant:

2014/15 R229,357 million 2015/16 R190,829 million

2016/17 R155,334 million 2017/18 R136,351 million

b) The Capital Investment Plan was developed and will be updated annually to ensure that once

priorities have been determined, the funds from the conditional grant will be spent according to specific timeframes, which should minimise the rollover of funds to subsequent years.

c) The Infrastructure Programme is aligned with the Free State Growth and Development Plan. The Preferential Procurement System is applicable to the Department’s entire Infrastructure Programme and preference is given to local SMME’s and BBBEE compliant companies.

d) The following processes are being implemented on building construction projects to realize the objectives of the EPWP:

- where practical, enforcing labour-intensive construction methods to provide employment

opportunities to local unemployed people (e.g. manufacturing roof trusses on site); - providing training or skills development to the locally employed workers; - building cost-effective and quality assets. The main target groups for the above will be:

- women - youth between the ages of 18 and 35, and - persons with disabilities.

e) The User Asset Management Plan (U-AMP) was completed and submitted to the Department of

Public Works. This exercise highlighted the office accommodation needs and shortcomings. The U-AMP for 2016/17 will be updated during the 2015/16 financial year.

f) See table below for the progress report on the upgrading and maintenance of the buildings in the respective programmes



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2013/14 2014/15 Final

Appropriation Actual

Expenditure (Over) Under Expenditure

Final Appropriation

Actual Expenditure

(Over) Under Expenditure

Infrastructure Projects

R`000 R`000 R`000 R`000 R`000 R`000

New and replacement assets

40 211 34 194 6 017 75 303 70 615 4 653

Existing infrastructure assets

137 262 134 539 2 723 - - -

Upgrading and additions 131 227 128 562 2 665 150 085 148 018 2 067

Maintenance and repairs 6 035 5 977 58 6 060 6 060 -

Infrastructure transfer

- - - - - -

Current - - - - - -

Capital 6 104 6 103 1 - - -

Total 183 577 174 836 8 741 231 448 224 693 6 720

Note: The capital infrastructure include immovable assets as funded by the Library Service Conditional Grant Asset Management

• Asset Management have been progressing extremely well in the current financial year with the implementation of EXCO Resolution 6 of 2010.

• The following infrastructure projects have been completed in the current year:

− Kaizer Sebothelo Stadium − Sipho Mutsi Stadium − Bloemfontein Library Phase 2 − Seisa Ramabodu Sport Stadium

• The following Infrastructure Projects are currently in progress (list projects) and are expected to be completed as follows:

− Memel - Zamane Library January 2016 − Smithfield Mofulatshepe Library January 2016 − Luckhoff Library January 2016 − Arlington Library February 2016 − Wepener/Qibing Library June 2015 − Oranjeville Library June 2015 − Soutpan Library January 2016 − Botshabelo II Library August 2016 − Verkeerdevlei Library February 2016 − Bolokanang Library February 2016 − Hobhouse Library June 2015 − Tumahole Indoor Sport Centre February 2017



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− Sipho Mutsi Indoor Sport Centre July 2015 − Seisa Ramabodu Sport Stadium roof extension November 2015 − Wepener Library July 2015 − Bloemfontein Library Phase 3 October 2015

• Plans to close down or down-grade any current facilities

There are no plans to close down or downscale any current facilities

• Progress made on the maintenance of infrastructure

Maintenance of buildings was done through the assistance of Department of Public Works for the libraries throughout the province. The challenge still remains that of Business Partners and Warden Buildings whereby less maintenance is being done even though a number of letters were sent to DPW and meetings held between the two HODs for DSACR and DPW.

• The department had to do some minor maintenance and repairs due to the delays by PW. • Progress made in addressing the maintenance backlog during the period under review, has become

smaller the rate of progress according to plan

Asset management a) Assets under the control of the Department comprise of equipment (computer and office

equipment), music instruments, and library materials.

b) For 2014/15, library material are disclosed as part of the assets and comprises the major bulk of the assets. A policy on management of library materials as assets was developed in line with Chapter 12 of the National Treasury’s Reporting Framework.

c) Funds were utilised to maintain the necessary equipment on a priority basis.

d) The Asset Management Administration utilises the LOGIS system (and PROLIB system for library materials only), which centralises the asset register records of the Department. A full reconciliation of the asset register was done, and the assets in the Department were marked with unique numbers for easy identification from and to the asset register and for stocktaking purposes.

e) A full annual stocktaking and quarterly spot-checks of the assets under the Department’s control was conducted during the 2014/15 financial year and will be continued with during the 2015/16 financial year as per approved stocktaking plan.

f) Management of assets has improved and the implementation of EXCO Resolution 6 of 2010 and Section 45(e) of the PFMA have been complied, with efficient asset management principles. Redundant and obsolete assets were donated to different beneficiaries as identified by management and also as per requests from NGO’s, etc. Monthly reporting on asset management has become part of the Performance Agreements of SMS members and reports on compliance are provided at Financial Control Committee and Management meetings on a regular basis.

g) Losses were reported and such assets removed from the asset register. The process to determine

liability was followed and through the assistance of the Office of the State Attorney, some were recoverable losses and processes were followed to recover those losses.

h) New purchases, adjustments and disposals were done throughout the financial year to ensure that

the asset register is continually being updated. The asset reconciliations were done on a monthly basis to detect differences and to attend to them promptly.



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i) 90% of the departmental assets are in good to fair condition and 10% are redundant and obsolete assets.

j) Stocktakings were conducted at different departmental buildings/institutions in order to determine

whether all assets on the asset register are fully accounted for. Lack of reporting on movement of assets remains a challenge, which is being addressed on a continuous basis. Consideration is being given to decentralisation of certain LOGIS functions in order to capture movement of assets at district level on time.

k) In order to improve asset management and accountability in the Department, the Asset

Management Policy, Policy on the Management of Stocktakings and Guidelines for the Procurement of Office Furniture were also approved by the Head of the Department.

l) Visits were undertaken by officials of SCM to institutions/offices in the Department to monitor and report on the status of Asset Management at these institutions/offices and also to issue reports on Asset Management related matters.



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PART

CGOVERNANCE



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1. INTRODUCTION

Commitment by the department to maintain the highest standards of governance is fundamental to the management of public finances and resources. Users want assurance that the department has good governance structures in place to effectively, efficiently and economically utilize the state resources, which is funded by the tax payer.

2. RISK MANAGEMENT

The Risk Management Committee and Risk Management Unit were fully functional for the 2014/15 financial year, with the approved Risk Management Strategy, Risk Management Policy, Risk Management Committee Charter and Risk Implementation Plan being in place for the 2014/2015 financial year. Risk Workshops were arranged during which risk identification, inherent risk assessment, existing controls, residual risk assessments, action plans/mitigating strategies and then the updating of the risk register and risk profile, were done. The updated risk register, risk mitigating action plan and risk profile was approved by the Accounting Officer. The risk mitigating action plan was continuously monitored and updated. Quarterly Risk Management reports were presented in the Departments Audit Committee and an Internal Audit were conducted on Risk Management during the 2014/2015 financial year. The effectiveness of risk mitigating strategies is monitored by the Risk Management Committee. Provincial Treasury evaluated the Key performance of the Risk Management Unit and Risk Management Committee and at the end of March 2015 the Departments compliance was rated as 100%.

FRAUD AND PREVENTION

The Department have an approved Fraud Prevention and Fraud and Corruption Response Plan that was implemented and monitored by the Risk Management Committee as part of their responsibilities, during the 2014/2015 financial year.

The Fraud Prevention and Fraud and Corruption Response Plan stipulate the mechanisms in place to report fraud and corruption and which include the following:

a) Report to the Director within whose Directorate the possibility of fraud is identified. b) Incidents may also be reported by using the following hot-lines:

• Provincial Hotline • National anti-corruption Hotline • Public Protector RSA • Presidential Hotline

Reported cases are investigated by Labour Relations and where officials are founded to be guilty, appropriate steps are taken, depending on the type of misconduct.



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3. MINIMISING CONFLICT OF INTEREST

Section 30 of the Public Service Act, 1994, stipulates that public servants must place the whole of their time at the disposal of the State. Officials must not perform remunerative work outside their employment in the Public Service without approval of the relevant executing authority. The Code of Conduct also stipulates that a public servant does not, without approval, undertake remunerative work outside official duties. When considering a request to engage in outside employment it is first established whether the outside employment would interfere with the proper performance of official duties and whether it would give rise to conflict of interest as well he general availability of persons outside the public service to undertake the work Any secondary work should not place the official in conflict with her/his official duties. Such work must be performed entirely after hours. The work should not be of such a nature that the Department of Sport, Arts, and Culture or the Free State Provincial Government might be embarrassed in any way. To further more support the above mentioned it is also required from all Supply Chain Management Practitioners to disclose their business interest, inclusive of all Bid Committee members. During every Bid Meeting, all members have to sign a declaration form whereby they indicate any conflict of interest relating to the matters to be dealt with a per the agenda and in such cases, they are expected to recues themselves. To ensure that no employee of the department does business with the department, Supply Chain Management verifiers the ownership of the companies against the PERSAL system through the utilisation of ID numbers to detect if owners of such companies are not employed by the state. In instances where conflict of interest is being identified, Supply Chain Management requests an approval from the Accounting Officer/Executing Authority and advice is being sought from the Chief Financial Officer or Head of Department. The department also issued a Chief Financial Officer Circular indicating that no official will be allowed to do business with the department. An employee who does not comply with the prescriptions as stated above is guilty of misconduct as stated in the PSCBC Resolution No. 2 of 1999 (Disciplinary Code and Procedures) and may be charged as such.

4. CODE OF CONDUCT

The department makes use of Resolution 1 of 2003: Disciplinary Code and Procedure for the Public Service for the reporting, recording and management of misconduct cases. How the Code of Conduct and ethical behavior is fostered and internalized within the department: Presentation on the “Code of Conduct” and the distribution of the Code of Conduct leaflets forms part of the department’s Induction and Orientation process for new employees Briefing Sessions are also conducted for other employees The performance agreements of Senior Managers and Senior Management meetings are used to foster a culture of ethical behavior:



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Under the Core Management criteria of ‘People Management and Empowerment’ in the Performance Agreements of Senior Managers, the latter are assessed among others in their application of labour and employment legislation/ regulations within their respective line functions. The Code of Conduct also forms an integral part of the Performance Development and Management System for all officials on salary levels 1 – 12. The Department also holds a view of zero tolerance to any misconduct, fraud or corruption.

5. HEALTH SAFETY AND ENVIRONMENTAL ISSUES

There is always a need for specific competencies in the Occupational Health and Safety. Partners and stakeholders will have to play a more strategic role in creating capacity within the organisation, specifically service providers should be contracted to ensure skills transfer whilst they deliver contracted services. Instances where a lack of capacity exists will have a negative impact on the community in terms of service delivery. Non-compliance of the Act could result in the increase of injury on duty for internal staff and third party claims from external clients. Challenges identified are to comply and implement the act without dedicated resources. The management team will have to take ownership of strategically considering their human resources needs instead of planning on an ad hoc basis. Employees need to support a culture of commitment, development and service delivery. Adhering to and implementing recommendations to improve occupational safety in the workplace.

6. PORTFOLIO COMMITTEES Section 142 of the Constitution mandates the Provincial Legislature to exercise oversight over the Provincial Executive by putting in place mechanism to ensure that all provincial organs of state in the province are accountable to it. The Portfolio Committee on Agriculture & Rural Development, Economic Development, Small Business, and Sport, Arts, and Culture held the following meetings with DSACR for the 2014/15 financial year to consider, amongst other, the Quarterly Non-Financial Performance Reports:

− 26 August 2014 − 04 November 2014 − 25 February 2015

The following oversight visits were also undertaken to the following Libraries facilities in October 2014

− Kroonstad Library − Viljoenskroon Library − Koppies Library



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The following challenges were raised by the Committee and below is the measures that the Department embarked upon:

(a) MACUFE

That the Department must holistically analyse the socio-economic impact of MACUFE in the Province Intervention The Department, jointly with the Provincial Treasury will finance the costs for the impact assessment appointing a total independent researcher to draw up the report.

(b) The FS Provincial Language Bill

There is no official Language Policy in the province

Intervention: The Bill timeframe for consultation lapsed subsequent to the general elections of 2014 • After the elections the Department re-submitted a draft policy to EXCO and the draft policy

was approved on the 5 November 2014. The bill was then resubmitted to Legislature for public hearings & consultations

• The Department tabled the Language Policy & Language Bill to the Portfolio Committee on the 26 August 2014

• The Department will be officially launching the Language Policy on 31 July 2015 (c) Social Cohesion & Nation Building

What is the department doing to promote, transform & provide Arts, Culture, Museums, Heritage & Language Services in order to contribute to nation building? Interventions • The Department successfully hosted the International Museum day in Xhariep to sensitise

communities in rural areas • The Department is partnering with existing social festivals to close the race gap such as the

Cherry Festival, FS Vryfees, etc as part of social cohesion • The Department hosted social cohesion community dialogues in the following areas:

o 10 September 2014 at Betlhehem, o 22 September 2014 at Ficksburg, o 25 September 2014 at Zastron, o 26 September 2014 at Sasolburg

• The Department assisted the municipalities in developing language policies and policies that enables them to embark on the process of name changes

(d) Turn Around Strategy For FSSSI

The Portfolio Committee acknowledged the good work made by the Department in that the Department went into an agreement with SASCOC to have a National Training Academy in the FS Province, but the committee raised concerns as to how the affected employees will be accommodated in the broader framework.

Intervention: The Department developed a turn-around strategy and consulted with all affected partners. The policy has been successfully signed off and finalised.



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7. SCOPA RESOLUTIONS

There were no new resolutions taken during 2014/2015, which would affect the department.

8. PRIOR MODIFICATIONS TO AUDIT REPORTS

Matters of non-compliance Financial year in which it first arose

Progress made in clearing/resolving the matter.

Information in the Asset Register is not updated timely.

2013/14 Task has started and asset teams engaged in various institutions to update their room lists until 31/03/2015.

Reviewer of payment voucher did not detect the problem on the request form

2013/14 Monthly reconciliations and IFS have been verified and corrected (Work in Progress)

The official authorising the payment did not detect that the payment was for a donation and not a transfer payment.

2013/14 Checklist available and implemented

Invoices are received and paid late. Funds were not available for processing payments.

2013/14 Invoices are still being send to the Chief Users and thus delays payments. All commitments older than 60 days to be verified and closed where applicable, steps to be taken by supervisors where applicable

Tenders were initiated by the Department of Public Works (DPW), hence it is difficult to obtain information from them as the department does not have control over the record keeping of the DPW.

2013/14 Copy of the contract for Seisa Ramabodu Sport Stadium has been received.

Officials of the department did not ensure proper procurement processes were followed by Department of Public Works.

2013/14 Enforced through the internal adjudication checklist

Officials did not take care to ensure that payment is only made for the services rendered and goods delivered.

2013/14 Guidelines issued to suppliers to break down their invoices as per quotations

Procurement: Less than three quotations were provided and approved deviations were not obtained.

2013/14 Full adherence to adjudication checklist and reporting on non-compliance on a monthly basis And more than three quotations are being requested and any deviation is being reported for approval by the Accounting Officer.

Procurement: Officials did not ensure that the original tax clearance certificates are obtained before transactions are concluded.

2013/14 All adjudications above R30 000 are being verified for original TCC

Procurement: The PPPFA requirements for allocating ownership points were not applied consistently in awarding quotations.

2013/14 All adjudications to be verified for PPPFA compliance as per checklist



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Procurement: The responsible officials were not aware that the regulation applies to quotations and not just to bids.

2013/14 Revised checklist implemented and to be monitored by senior officials. PW alerted at CFO Forum to ensure compliance at district office level.

Request for approval to perform work outside public office not submitted to the office of the HOD by all officials.

2013/14 Officials are informed that they should apply for approval and new appointees are also informed during the induction. Non-compliance when detected is handed over to Labour Relations.

Invoices are received late. Funds were not available for processing payments.

2013/14 Invoice tracking system being reviewed. Committed funds not to be shifted by the programmes

Adequate control measures not implemented regarding gifts, donations and sponsorships.

2013/14 Policy implemented. Quarterly reporting is being monitored.

Clarity on MCS was issued at a late stage for implementation.

2013/14 Checklist was drafted and implemented

Procurement contract not signed by both parties.

2013/14 All contracts concluded with department are signed including Infrastructure projects where DPW is involved.

Employees are spread out in the province; leave capturing is centralised in Bloemfontein. Leave processing on PERSAL is not reconciled by line managers to determine whether leave for absent staff has been recorded within a reasonable time.

2013/14 This can only be reported in March 2015 as the target date is 28 February 2015. Informal discussion with Library Services done. Other programmes still to be addressed.

Treasury required reporting on the implementation of previous quality assessment recommendations before the assessment can be done.

2013/14 Updated report submitted to the Provincial Traesury on 6 March 2015. Only one outstanding matter reported: Organisational & Efficiency study and Job Evaluations. However, this matter has been placed on hold pending the appointment of the Director: Internal Audit on 1 April 2015. The external quality assessment was performed by the IIA SA during 9-13 March 2015. According to the PT the final report has been received and will be distributed to the HOD and CAE.

The internal audit does not have adequate capacity to perform all audits as appropriate.

2013/14 The candidate that was supposed to be appointed as Director on 1 April 2015 withdrew because of accepting another offer. It is assumed that the position will be re-advertised. The IT Auditor was appointed with effect from 9 March 2015. The position of Internal Auditor now advertized with closing date for applications 17 April 2015. Current situation: 13 positions on the structure of which 6 are filled (2 Dep. Dir, 1 Asst. Dir, 1 Snr IT Auditor, 1 Auditor and 1 Admin. Official.



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The internal audit activity is not sufficiently staffed to execute all audits as planned.

2013/14 Review time for audit seniors increased in the Annual Internal Audit Plan for 2014-15 with a view to speed up the execution of audits. Time sheet summaries and progress report up to 31 March 2015 currently being compiled after progress can be evaluated again.

Inadequate implementation of the User Account Management Procedures on PERSAL and Salary System.

2013/14 Training has been attended. Reviews and sign-off are also done quarterly.

Lack of designed user account management on LOGIS.

2013/14 Training is being arranged with Provincial Treasury and awaiting dates from them. Policy to be reviewed.

Inadequate implementation of the user account management procedures on LOGIS system.

2013/14 Requests send to Provincial Treasury for training requirements. Access to the RACF is done by the System Controller. Policy implemented. Quarterly reporting are being monitored. Monthly and quarterly verification are being done by the System Controller.

Quarterly reports are not sufficiently reviewed.

2013/14 Quarterly Reports are monitored and reviewed by Programme Managers for verification before sign-off.

9. INTERNAL CONTROL UNIT

Internal Control is the responsibility of every manager within the directorates as there is no specific unit dealing with internal control. Check lists have been introduced which are aligned to Supply Chain Management prescripts to serve as input documents to assist with verification of compliance matters. Issues of non-compliance are listed in a deviations register and are being reported to the Accounting Officer on a quarterly basis for approval thereof and or referral to Liability Committee for further handling.

Internal control functions are performed by both sub-directorates: Financial Accounting and Budgeting. All transactions are checked before they are processed on the system. This includes journals, payments, receipts and subsistence and travel claims. There are various checklists, weekly and monthly control measures built in to prevent misallocations, fraudulent or incorrect transactions being processed. KCM is part of the control measures. Access to the system is limited to authorised personnel only; access to documents is also restricted. So far this works well in the absence of a dedicated internal control unit.

To support effective internal controls, proper Human Resource delegations have been implemented. To further enhance compliance to Human Resource Legislation, various checklists have been developed and implemented. Compulsory Leave Registers to be updated regularly by managers and monthly reconciliations done ensures leave management. The evaluation and maintenance of personnel information via CV reports ensures compliance to the National Minimum Information Requirements.



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10. INTERNAL AUDIT AND AUDIT COMMITTEES 10.1 INTERNAL AUDIT

Mandate

The Internal Audit Activity is an integral part of the Department and has been established in terms of section 38(1)(a)(ii) of the Public Finance Management Act, 1999 (Act 1 of 1999). It functions under relevant legislation and policies applicable to the Department.

Purpose and Responsibility

Internal Audit is an independent appraisal function to examine and evaluate the Department’s activities as a service to the Department. The objective of internal auditing is to assist management and other members of the Department in the effective discharge of their responsibilities. They are provided with information about the adequacy and effectiveness of risk management, internal controls, governance and performance. The objective therefore includes promoting effective control at reasonable cost. Internal auditors, however, have no responsibility or authority for activities they audit.

Scope of work

The internal audit activity must review and report that the Department’s network of control processes as designed, is adequate and functioning in a manner to ensure that:

- Financial, managerial and operating information is accurate, reliable and timely. - Employees’ actions are in compliance with policies, standards, procedures, instructions, code of

ethics and applicable laws, regulations and contractual obligations. - Resources and the Department’s interest are properly controlled and safeguarded from abuse and

losses of any kind. - Financial, human and other resources are acquired economically and in terms of all the relevant

regulations and used efficiently. - Managerial and strategic plans, programs, and objectives are achieved. - The risk management process is effective and efficient. Summary of internal audit work done

The Internal Audit Activity reviewed and raised findings and recommendations with regard to Skills Development and Staff Performance, Interim and Annual Financial Statements, Conditional Grants Received, Performance Information, Revenue Collection at Lejweleputswa Arts & Culture Centre, Risk Management, Accommodation, Transport & Telephone Expenditure and Transfer Payments.

10.2 AUDIT COMMITTEE

Mandate The Audit Committee is shared with the Department of Social Development. The Audit Committee is constituted in terms of sections 76(4) (d) and 77 of the Public Finance Management Act (Act 1 of 1999) as amended, read in conjunction with Treasury Regulation 3.1.

Summary of key activities and objectives of the Audit Committee

- Review of the interim and annual financial statements. - Review the effectiveness of the internal control system, including information technology security

and control.



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- Review the charter, annual audit plans, activities, staffing, and organizational structure of the internal audit activity, including its coordination with external auditors, internal audit reports and the responses of management to specific recommendations.

- Review the external auditors’ proposed audit scope and approach, including coordination of audit effort with internal audit.

- Review the effectiveness of the system for monitoring compliance with laws and regulations and the results of management’s investigation and follow-up (including disciplinary action) of any instances of non-compliance.

- Evaluate the adequacy and effectiveness of the risk management process and the maintenance and application of the fraud prevention plan.

- Report and make recommendations to the Accounting Officer and MEC; and in the annual report of the Department comment on the effectiveness of internal control, the quality of in-year management reports submitted in terms of the PFMA and the Division of Revenue Act, and its evaluation of the annual financial statements.

- Ensure that a combined assurance model is applied to provide a coordinated approach to all assurance activities and that the combined assurance is appropriate to address all the significant risks, including strategic risks facing the Department.

10.3 AUDIT COMMITTEE MEMBERS

The table below discloses relevant information on the audit committee members:

Name Qualifications Internal or external

If internal, position in

the department

Date appointed

Date Resigned /

Term Expired

No. of Meetings attended

Mr G Motloi (Former Chairperson)

B Com (Accounting) Management Development Programme (MDP)

External Not applicable

1 Jan 2011 31 Aug 2014 2

Ms T Mnqeta B Com (Accounting)


1 Aug 2013 31 Aug 2014 2

Prof S Perumal (Current Chairperson)

B Com (Honours) B Com (Masters) B Com (Doctor)


1 Sep 2014 Not applicable 2

Mr A Dzuguda (Second Term)

B Com (Honours) External Not applicable

1 Jan 2011 1 Sep 2014

31 Aug 2014 Not applicable

4

Mr L Shabe B Sc. Education B Tech (Business Administration) MBA Diploma in Bookkeeping


1 Sep 2014 Not applicable 2

Mr P Danster (Second Term)

B Proc External Not applicable

1 Jan 2011 1 Sep 2014

31 Aug 2014 26 Dec 2014 (Passed away)

2



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11. AUDIT COMMITTEE REPORT Audit Committee Report We are pleased to present our report for the financial year ended 31 March 2015. Audit Committee responsibility The Audit Committee complied with its responsibilities arising from section 38(1)(a)(ii) of the Public Finance Management Act, 1999 and Treasury Regulation 3.1. The Committee adopted an appropriate formal terms of reference as its Charter, has regulated its affairs in compliance with this charter and discharged all its responsibilities as contained therein. The effectiveness of internal control The Audit Committee reviewed the findings of the Internal Audit Activity which was based on the risk assessments conducted in the Department. Internal audit work completed during the year under review: ▪ Reviews of performance information ▪ Reviews of the interim and annual financial statements ▪ Risk management ▪ Skills Development and Staff Performance ▪ Conditional Grants Received ▪ Revenue collection at the Lejweleputswa Arts & Culture Centre ▪ Accommodation, Transport & Telephone Expenditure ▪ Transfer Payments

Areas of concern highlighted by Internal Audit have since been corrected or are in the process of being addressed, also evidencing Management’s commitment towards continuous improvement. In-Year Management and Monthly / Quarterly Reports The Department reported monthly and quarterly to the Treasury as is required by the PFMA. Progress with correcting issues previously raised by the Auditor-General We have reviewed the Department’s implementation plan for audit issues raised in the previous year and we are satisfied that most of the matters have been adequately resolved. One issue that has not yet been fully resolved is currently receiving attention. Evaluation of Financial Statements We have reviewed and considered the annual financial statements prepared by the Department.



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Auditor-General’s Report The Audit Committee accepts the conclusion of the Auditor-General on the annual financial statements for 2014-15 and is of the opinion that the audited annual financial statements be accepted and read together with the report of the Auditor-General. ______________ Prof S Perumal Chairperson of the Audit Committee Department of Sport, Arts, Culture and Recreation Date: 27 July 2015



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DHUMAN RESOURCEMANAGEMENT



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INTRODUCTION

Human Resource Management in the departments is playing a strategic partnership role by providing an enabling environment to Managers to fulfil their roles and to ensure that the department reaches its goals. Aligning all HR practices with the Strategic Plan and Annual Performance Plans 1. OVERVIEW OF HUMAN RESOURCES Human Resource Priorities for the year under review and the impact of these priorities. To ensure that the department will be able to implement its mandate the following objective have been set: • Promote sound management in the department by developing management power and functions. • Establish accountability for performance and corruption in the department. • Organizing flexible work and employment practices. • Developing a representative and committed workforce. • Development through performance management, intergraded training and education and career

paths. • Empower and develop employees • Management of discipline Workforce planning framework and key strategies to attract and recruit a skilled and capable workforce The Department will utilise it Human Resource Plans and Transformation Policies to set targets for achieving specified employment equity objectives, in particular for achieving race, gender and disability equity, as well as for obtaining the skills necessary to meet the department’s operational needs. In making appointments and filling posts in the Department, due consideration are given to equality and the other democratic values and principles enshrined in the Constitution. Retaining skilled staff is therefore, the main challenge that employers currently face. Staff retention is about finding the best employee for the job and finding ways of keeping these employees within the department. It involves a range of ideas and human resource practices that should all be seen as interlinked. To meet this challenge, employers are becoming more proactive and are increasingly applying innovative, creative and experimental solutions to retain staff, including offering: • Competitive remuneration; • More generous service benefits • Additional training and development opportunities • More flexible working arrangements and benefit In the midst of this, the Department ensures that it is able to attract and retain. To ensure the retaining of Women and People with Disabilities the Department will introduce measures on non-discrimination and sexual harassment in the workplace and will execute regular investigation to establish whether all parts of the departmental buildings are accessible to those with disabilities.



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Whenever an employee submits his/her resignation, attempts will be made to retain them by apply for approval to set the salary notch/level of a post at a higher notch/level in term of Public Service Regulation 1.V C.3 or consider the horizontally deployment of the employee in an attempt to deal with the employees career development expectation, if applicable Department will provide employees with ongoing opportunities to attend training which will support their work performance and career development. Bursaries will be granted to employees to improve their level of education. Employees will be granted special leave for developmental purposes. Employee Performance Management Framework Performance Management is aimed at improving performance by directing attention to key areas of activity, which are identified through strategic planning processes. It seeks to establish clear links between organizational development and culture change, the delivery of quality services and the personal and professional development of jobholders at work. The philosophy of performance management is to form a common bond of ownership amongst all jobholders. To create an environment where all individuals are being developed, motivated and inspired to deliver a quality service based on effective performance. The objective of this policy on performance management is to provide a corporate framework to manage and secure effective and efficient organizational performance in meeting customer needs. In order to achieve individual excellence and achievement, the Free State Provincial Government has the following objectives for performance management:

• To establish a performance and learning culture in the Public Service; • To ensure that all jobholders know and understand what is expected of them; • To promote contact and interaction about performance between jobholders and their supervisors; • To identify and manage jobholders’ development needs and meet those needs where possible; • To evaluate performance fairly and objectively; • To reward good performance; • To improve service delivery; and • To manage unacceptable performance.

Employee Wellness Programme The general wellness of employees is addressed through the implementation of the Employee Health and Wellness (EHWP) Strategy. The Department also participates in the Provincial EHW Committee towards continuously updating its departmental policies and implementation strategies and to ensure that the Department complies with national imperatives in this regard. Employee Assistance Programmes refer to all the strategies action plans and methods used to promote the physical, emotional and mental health of employees to ensure a productive workforce. Prominent among the challenges characterising today’s working environment are deterioration in work performance and availability due to poor physical and emotional health habits, a limited pool of talent and rising costs in the provision of health related benefits. The face of the workplace has changed dramatically over the past decade. An increasingly empowered and diverse workforce, technological advancements, increased competition and globalisation have created a new workplace reality that is substantially different to that of the past. Helping employees maintain their health and well-being is both a moral and a hard business issue.



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Highlight achievements • The roll-out of the takeover of Public Libraries in municipalities • The successful implementation of those CATHSSETA learnerships which are applicable to the

performance areas of the Department. • Successful maintenance of Zero Tolerance towards fraud and corruption can be seen with the

increase of investigations done by Employee Relations Unit. Challenges faced by the Department Due to the higher demand which is placed on the department it is forever faced with financial constraints to ensure that all expectations are met. The lack of capacity is furthermore placing a weakening pressure on the achievements of targets. The Department is regularly faced with various cost containment measures which has the effect of slowing down of recruitment. Future HR plans/goals • A proper review of the departmental organizational structure to ensure proper alignment with

Departmental Strategic plan. • Review Employment Equity Target which will ensure to address imbalances within the designated

groups. • A properly defined Affirmative Action Plan will be supporting the Employment Equity Plan. These plans

will mainly focus on the risks and weakness of the Department as identified in the Departmental Strategic Plan.

• An age analysis of the Department will give direction to the succession planning priories.

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Highlight achievements • The roll-out of the takeover of Public Libraries in municipalities • The successful implementation of those CATHSSETA learnerships which are applicable to the

performance areas of the Department. • Successful maintenance of Zero Tolerance towards fraud and corruption can be seen with the

increase of investigations done by Employee Relations Unit. Challenges faced by the Department Due to the higher demand which is placed on the department it is forever faced with financial constraints to ensure that all expectations are met. The lack of capacity is furthermore placing a weakening pressure on the achievements of targets. The Department is regularly faced with various cost containment measures which has the effect of slowing down of recruitment. Future HR plans/goals • A proper review of the departmental organizational structure to ensure proper alignment with

Departmental Strategic plan. • Review Employment Equity Target which will ensure to address imbalances within the designated

groups. • A properly defined Affirmative Action Plan will be supporting the Employment Equity Plan. These plans

will mainly focus on the risks and weakness of the Department as identified in the Departmental Strategic Plan.

• An age analysis of the Department will give direction to the succession planning priories.



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3. Human Resources oversight statistics

3.1. Personnel related expenditure

Table 3.1.1 Personnel expenditure by programme for the period 1 April 2014 and 31 March 2015

Programme Total expenditure (R’000)

Personnel expenditure (R’000)

Training expenditure (R’000)

Professional and special services expenditure (R’000)

Personnel expenditure as a % of total expenditure

Average personnel cost per employee (R’000)

Administration 73 632 56 504 502 0 76.7 72

Cultural Affairs 141 543 47 284 564 0 33.4 60 Library & Archive Services 181 363 60 546 329 0 33.3 77

Sport & Recreation 265 429 32 913 220 0 12.4 42

TOTAL 661 967 197 247 1 615 0 29.8 250

Table 3.1.2 Personnel costs by salary band for the period 1 April 2014 and 31 March 2015

Salary band Personnel expenditure (R’000)

% of total personnel cost including goods and services

No. of employees Average personnel cost per employee (R’000)

Lower skilled (Levels 1-2) 12 317 3.3 124 99 331 Skilled (Levels 3-5) 52 038 14 304 171 178 Highly skilled production (Levels 6-8) 55 192 14.9 235 234 860 Highly skilled supervision (Levels 9-12) 51 678 13.9 100 516 780 Senior management (Levels 13-16) 18 559 5 18 1 031 056 Contract (Levels 1-2) 428 0.1 0 0 Contract (Levels 3-5) 90 0 1 90 000 Contract (Levels 6-8) 1 000 0.3 3 333 333 Contract (Levels 9-12) 1 154 0.3 2 577 000 Contract (Levels 13-16) 2 402 0.6 2 1 201 000 Abnormal Appointment 2 389 0.6 118 20 246

TOTAL 197 247 53.1 907 217 472



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Table 3.1.3 Salaries, Overtime, Home Owners Allowance and Medical Aid by programme for the period 1 April 2014 and 31 March 2015

Salaries Overtime Home Owners Allowance Medical Aid Programme

Amount (R’000

Salaries as a % of personnel cost including goods and services

Amount (R’000)

Overtime as a % of personnel cost including goods and services

Amount (R’000)

HOA as a % of personnel cost including goods and services

Amount (R’000)

Medical aid as a % of personnel cost including goods and services

Administration 37 888 52 42 0.1 1 246 1.7 2 352 3.2 Cultural Affairs 31 704 27.1 816 0.7 1 930 1.6 3 176 2.7 Library & Archive Services 43 469 39.7 59 0.1 2 841 2.6 3 924 3.6 Sport & Recreation 23 522 32.5 0 0 871 1.2 1 392 1.9

TOTAL 136 583 36.8 917 0.2 6 888 1.9 10 844 2.9 Table 3.1.4 Salaries, Overtime, Home Owners Allowance and Medical Aid by salary band for the period 1 April 2014 and 31 March 2015

Salaries Overtime

Home Owners Allowance Medical Aid Salary band

Amount (R’000

Salaries as a % of personnel cost including goods and services

Amount (R’000)

Overtime as a % of personnel cost including goods and services

Amount (R’000)

HOA as a % of personnel cost including goods and services

Amount (R’000)

Medical aid as a % of personnel cost including goods and services

Lower skilled (Levels 1-2)

7 937 35.5 130 0.6 1 015 4.5 1 473 6.6

Skilled (Levels 3-5)

36 081 48 233 0.3 3 075 4.1 4 533 6

Highly skilled production (Levels 6-8)

31 440 32.8 343 0.4 1 797 1.9 3 050 3.2

Highly skilled supervision (Levels 9-12)

39 605 53.1 211 0.3 721 1 1 449 1.9

Senior management (Levels 13-16)

14 732 16.6 0 0 257 0.3 297 0.3

Contract (Levels 1-2)

428 98.4 0 0 0 0 0 0


68 74.7 0 0 7 7.7 4 4.4


825 41.3 0 0 16 0.8 38 1.9


952 19.2 0 0 0 0 0 0


2 127 44.3 0 0 0 0 0 0

Abnormal Appointment

2 388 100 0 0 0 0 0 0

TOTAL 136 583 36.8 917 0.2 6 888 1.9 10 844 2.9



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3.2. Employment and Vacancies

Table 3.2.1 Employment and vacancies by programme as on 31 March 2015

Programme Number of posts on approved establishment

Number of posts filled

Vacancy Rate Number of employees additional to the establishment

Administration 176 142 19.3 1 Cultural Affairs 229 195 14.9 2 Library & Archive Services 529 349 34 0 Sport & Recreation 134 103 23.1 0 TOTAL 1 068 789 26.1 3 Table 3.2.2 Employment and vacancies by salary band as on 31 March 2015

Salary band Number of posts on approved establishment

Number of posts filled

Vacancy Rate Number of employees additional to the establishment

Lower skilled (Levels 1-2) 220 134 39.1 0 Skilled (Levels 3-5) 397 295 25.8 2 Highly skilled production (Levels 6-8) 311 234 24.8 0 Highly skilled supervision (Levels 9-12) 109 100 8.3 0 Senior management (Levels 13-16) 23 18 21.7 1 Contract (Levels 3-5) 1 1 0 0 Contract (Levels 6-8) 3 3 0 0 Contract (Levels 9-12) 2 2 0 0 Contract (Levels 13-16) 2 2 0 0 TOTAL 1 068 789 26.1 3



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Table 3.2.3 Employment and vacancies by critical occupations as on 31 March 2015

Critical Occupations Number of Posts

Number of Posts filled

Vacancy Rate

Number of posts filled additional to the establishment

Administrative related 53 48 9.4 0 Archivists curators and related professionals 26 19 26.9 0 Auxiliary and related workers 14 14 0 0 Building and other property caretakers 122 70 42.6 0 Cleaners in offices workshops hospitals etc. 48 42 12.5 0 Client inform clerks(switchb, recept inform clerks) 9 8 11.1 0 Communication and information related 8 8 0 0 Computer programmers 3 3 0 0 Dieticians and nutritionists 1 1 0 0 Financial and related professionals 10 9 10 0 Financial clerks and credit controllers 18 14 22.2 0 Food services aids and waiters 11 11 0 0 Head of department/chief executive officer 1 1 0 0 Health sciences related 1 1 0 0 Historians and political scientists 3 3 0 0 Human resources & org development & relate prof 3 3 0 0 Human resources clerks 25 15 40 0 Human resources related 7 6 14.3 0 Information technology related 1 1 0 0 Language practitioners interpreters & other communication, 18 13 27.8 0 Librarians and related professionals 170 94 44.7 0 Library mail and related clerks 175 142 18.9 0 Light vehicle drivers 6 6 0 0 Logistical support personnel 3 3 0 0 Material-recording and transport clerks 11 9 18.2 0 Medical technicians/technologists 11 10 9.1 0 Messengers porters and deliverers 3 3 0 0 Other admin & related clerks and organisers 117 70 40.2 2 Other admin & related clerks and organisers, Temporary 1 1 0 0 Other administrative policy and related officers 145 123 15.2 0 Other information technology personnel 12 11 8.3 0 Other occupations 2 2 0 0 Quantity surveyors & related prof not class elsewhere 1 1 0 0 Risk management and security services 2 2 0 0 Secretaries & other keyboard operating clerks 1 1 0 0 Security officers 5 5 0 0 Senior managers 21 16 23.8 1 TOTAL 1 068 789 26.1 3



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3.3. Filling of SMS Posts

Table 3.3.1 SMS post information as on 31 March 2015

SMS Level Total number of funded SMS posts

Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant

Director-General/ Head of Department 1 1 100% 0 0% Salary Level 16 0 0 0 0 0 Salary Level 15 0 0 0 0 0 Salary Level 14 5 4 80% 1 20% Salary Level 13 17 13 76.5% 4 23.5% TOTAL 23 18 78.3% 5 21.7% Table 3.3.2 SMS post information as on 30 September 2015


Total number of SMS posts filled

% of SMS posts filled

Total number of SMS posts vacant

% of SMS posts vacant

Director-General/ Head of Department 1 1 100% 0 0% Salary Level 16 0 0 0 0 0 Salary Level 15 0 0 0 0 0 Salary Level 14 5 4 80% 1 20% Salary Level 13 17 13 76.5% 4 23.5% TOTAL 23 18 78.3% 5 21.7%

Table 3.3.3 Advertising and filling of SMS posts for the period 1 April 2013 and 31 March 2014

Advertising Filling of Posts SMS Level Number of vacancies per level

advertised in 6 months Number of vacancies per level filled in 6 months of becoming vacant

Number of vacancies per level not filled in 6 months but filled in 12 months

Head of Department n/a n/a n/a Salary Level 16 n/a n/a n/a Salary Level 15 n/a n/a n/a Salary Level 14 0 0 0 Salary Level 13 5 0 1 TOTAL 5 0 1



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Table 3.3.4 Reasons for not having complied with the filling of funded vacant SMS - Advertised within 6 months and filled within 12 months after becoming vacant for the period 1 April 2014 and 31 March 2015

Reasons for vacancies not advertised within six months Resolution 34/2014

Reasons for vacancies not filled within twelve months Director: Internal Audit – no suitable candidate Chief Director: Library and Archive Services Director: Archive Services Director: Arts and Culture – re-advertised – filled 01/02/2015

Table 3.3.5 Disciplinary steps taken for not complying with the prescribed timeframes for filling SMS posts within 12 months for the period 1 April 2014 and 31 March 2015

Reasons for vacancies not advertised within six months n/a

Reasons for vacancies not filled within six months n/a

3.4. Job Evaluation

Table 3.4.1 Job Evaluation by Salary band for the period 1 April 2014 and 31 March 2015

Posts Upgraded Posts downgraded Salary band Number of posts on approved establishment

Number of Jobs Evaluated

% of posts evaluated by salary bands

Number % of posts evaluated

Number % of posts evaluated

Lower Skilled (Levels1-2) 220 0 0 0 0 0 Contract(Levels 3-5) 1 0 0 0 0 0 Contract(Levels 6-8) 3 0 0 0 0 0 Contract (Levels 9-12) 2 0 0 0 0 0 Contract (Band A) 1 0 0 0 0 0 Contract (Band D) 1 0 0 0 0 0 Skilled (Levels 3-5) 397 10 2.5 10 100 0 0 Highly skilled production (Levels 6-8) 311 31 10 31 100 0 0 Highly skilled supervision (Levels 9-12) 109 0 0 0 0 0 Senior Management Service Band A 17 0 0 0 0 0 Senior Management Service Band B 5 0 0 0 0 0 0 Senior Management Service Band C 0 0 0 0 0 0 0 Senior Management Service Band D 1 0 0 0 0 0 0 TOTAL 1 068 41 3.8 41 100 0 0



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Table 3.4.2 Profile of employees whose positions were upgraded due to their posts being upgraded for the period 1 April 2014 and 31 March 2015

Gender African Asian Coloured White TOTAL Female 24 0 0 2 26 Male 14 0 0 1 15 TOTAL 38 0 0 3 41

Employees with a disability 0 Table 3.4.3 Employees with salary levels higher than those determined by job evaluation by occupation for the period 1 April 2014 and 31 March 2015

Occupation Number of employees

Job evaluation level Remuneration level

Reason for deviation

Total number of Employees whose salaries exceeded the grades determine by job evaluation None

Table 3.4.4 Profile of employees who have salary levels higher than those determined by job evaluation for the period 1 April 2014 and 31 March 2015

Gender African Asian Coloured White TOTAL Female 0 0 0 0 0 Male 0 0 0 0 0 TOTAL 0 0 0 0 0

Employees with a disability 0 0 0 0 0 3.5. Employment Changes Table 3.5.1 Annual turnover rates by salary band for the period 1 April 2014 and 31 March 2015 Salary band Number of employees at

beginning of period-1 April 2014

Appointments and transfers into the department

Terminations and transfers out of the department

Turnover rate

Lower skilled ( Levels 1-2) 93 41 7 7.5 Skilled (Levels3-5) 321 36 10 3.1 Highly skilled production (Levels 6-8) 176 19 5 2.8 Highly skilled supervision (Levels 9-12) 104 1 4 3.8 Senior Management Service Bands A 13 0 2 15.4 Senior Management Service Bands B 4 0 0 0 Senior Management Service Bands D 1 1 1 100 Contract(Levels 1-2) 10 0 10 100 Contract(Levels 3-5) 0 1 0 0 Contract(Levels 6-8) 3 2 2 66.7 Contract(Levels 9-12) 1 1 0 0 Contract(Band A) 1 0 0 0 Contract(Band D) 1 0 0 0 TOTAL 728 102 41 5.6



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Table 3.5.2 Annual turnover rates by critical occupation for the period 1 April 2014 and 31 March 2015

Critical occupation Number of employees at beginning of period-April 2014



Turnover rate

Administrative related 43 1 1 2.3 Archivists curators and related professionals 17 1 0 0 Auxiliary and related workers 14 0 0 0 Building and other property caretakers 34 37 2 5.9 Cleaners in offices workshops hospitals etc. 45 1 2 4.4 Client inform clerks(switchb recept inform clerks) 8 0 0 0 Communication and information related 10 0 1 10 Computer programmers. 3 0 0 0 Dieticians and nutritionists, 1 0 0 0 Diplomats 0 1 0 0 Financial and related professionals 9 0 0 0 Financial clerks and credit controllers 14 0 0 0 Food services aids and waiters 9 3 1 11.1 Head of department/chief executive officer 1 0 0 0 Health sciences related 1 0 0 0 Historians and political scientists 2 0 0 0 Human resources & org development & relate prof 2 0 0 0 Human resources clerks 17 0 2 11.8 Human resources related 6 0 0 0 Information technology related 1 0 0 0 Language practitioners interpreters & other communication 16 0 0 0 Librarians and related professionals 68 30 4 5.9 Library mail and related clerks 133 11 5 3.8 Light vehicle drivers 7 2 1 14.3 Logistical support personnel 1 0 0 0 Material-recording and transport clerks 9 2 1 11.1 Medical technicians/technologists 11 0 1 9.1 Messengers porters and deliverers 3 1 0 0 Other admin & related clerks and organisers 99 1 15 15.2 Other admin & related clerks and organisers, Temporary 1 0 0 0 Other administrative policy and related officers 95 9 2 2.1 Other information technology personnel. 11 0 0 0 Other occupations 5 2 1 20 Quantity surveyors & related prof not class elsewhere 1 0 0 0 Risk management and security services 2 0 0 0 Secretaries & other keyboard operating clerks 5 0 0 0 Security officers 5 0 0 0 Senior managers 18 0 2 11.1 Social sciences related 1 0 0 0 TOTAL 728 102 41 5.6



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Table 3.5.3 Reasons why staff left the department for the period 1 April 2014 and 31 March 2015

Termination Type Number % of Total Resignations Death 4 9.8 Resignation 12 29.3 Expiry of contract 12 31.7 Dismissal – operational changes 0 0 Dismissal – misconduct 4 9.8 Dismissal – inefficiency 0 0 Discharged due to ill-health 0 0 Retirement 4 9.8 Transfer to other Public Service Departments 4 9.8 Other 0 0 Total 41 100 Total number of employees who left as a % of total employment 5.6%

24

Table 3.5.2 Annual turnover rates by critical occupation for the period 1 April 2014 and 31 March 2015

Critical occupation Number of employees at beginning of period-April 2014



Turnover rate

Administrative related 43 1 1 2.3 Archivists curators and related professionals 17 1 0 0 Auxiliary and related workers 14 0 0 0 Building and other property caretakers 34 37 2 5.9 Cleaners in offices workshops hospitals etc. 45 1 2 4.4 Client inform clerks(switchb recept inform clerks) 8 0 0 0 Communication and information related 10 0 1 10 Computer programmers. 3 0 0 0 Dieticians and nutritionists, 1 0 0 0 Diplomats 0 1 0 0 Financial and related professionals 9 0 0 0 Financial clerks and credit controllers 14 0 0 0 Food services aids and waiters 9 3 1 11.1 Head of department/chief executive officer 1 0 0 0 Health sciences related 1 0 0 0 Historians and political scientists 2 0 0 0 Human resources & org development & relate prof 2 0 0 0 Human resources clerks 17 0 2 11.8 Human resources related 6 0 0 0 Information technology related 1 0 0 0 Language practitioners interpreters & other communication 16 0 0 0 Librarians and related professionals 68 30 4 5.9 Library mail and related clerks 133 11 5 3.8 Light vehicle drivers 7 2 1 14.3 Logistical support personnel 1 0 0 0 Material-recording and transport clerks 9 2 1 11.1 Medical technicians/technologists 11 0 1 9.1 Messengers porters and deliverers 3 1 0 0 Other admin & related clerks and organisers 99 1 15 15.2 Other admin & related clerks and organisers, Temporary 1 0 0 0 Other administrative policy and related officers 95 9 2 2.1 Other information technology personnel. 11 0 0 0 Other occupations 5 2 1 20 Quantity surveyors & related prof not class elsewhere 1 0 0 0 Risk management and security services 2 0 0 0 Secretaries & other keyboard operating clerks 5 0 0 0 Security officers 5 0 0 0 Senior managers 18 0 2 11.1 Social sciences related 1 0 0 0 TOTAL 728 102 41 5.6



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Table 3.5.4 Promotions by critical occupation for the period 1 April 2014 and 31 March 2015

Occupation Employees 1 April 2014

Promotions to another salary level

Salary level promotions as a % of employees by occupation

Progression to another notch within a salary level

Notch progression as a % of employees by occupation

Administrative related 43 1 2.3 23 53.5 Archivists curators and related professionals 17 0 0 4 23.5 Auxiliary and related workers 14 0 0 5 35.7 Building and other property caretakers 34 0 0 27 79.4 Cleaners in offices workshops hospitals etc. 45 0 0 34 75.6 Client inform clerks(switchb recept inform clerks) 8 0 0 4 50 Communication and information related 10 1 10 8 80 Computer programmers. 3 0 0 3 100 Dieticians and nutritionists 1 0 0 1 100 Diplomats 0 0 0 0 0 Financial and related professionals 9 1 11.1 6 66.7 Financial clerks and credit controllers 14 1 7.1 9 64.3 Food services aids and waiters 9 0 0 2 22.2 Head of department/chief executive officer 1 0 0 0 0 Health sciences related 1 0 0 1 100 Historians and political scientists 2 0 0 0 0 Human resources & org development & relate prof 2 0 0 2 100 Human resources clerks 17 0 0 11 64.7 Human resources related 6 0 0 5 83.3 Information technology related 1 0 0 1 100 Language practitioners interpreters & other communication 16 0 0 10 62.5 Librarians and related professionals 68 4 5.9 48 70.6 Library mail and related clerks 133 1 0.8 110 82.7 Light vehicle drivers 7 0 0 3 42.9 Logistical support personnel 1 0 0 1 100 Material-recording and transport clerks 9 0 0 8 88.9 Medical technicians/technologists 11 0 0 7 63.6 Messengers porters and deliverers 3 0 0 1 33.3 Other admin & related clerks and organisers 99 1 1 37 37.4 Other admin & related clerks and organisers, Temporary 1 0 0 0 0 Other administrative policy and related officers 95 3 3.2 52 54.7 Other information technology personnel. 11 0 0 9 81.8 Other occupations 5 0 0 0 0 Quantity surveyors & related prof not class elsewhere 1 0 0 1 100 Risk management and security services 2 0 0 1 50 Secretaries & other keyboard operating clerks 5 0 0 0 0 Security officers 5 0 0 3 60 Senior managers 18 1 5.6 10 55.6 Social sciences related 1 0 0 0 0 TOTAL 728 14 1.9 447 61.4



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Table 3.5.5 Promotions by salary band for the period 1 April 2014 and 31 March 2015

Salary Band Employees 1 April 2014

Promotions to another salary level

Salary bands promotions as a % of employees by salary level

Progressions to another notch within a salary level

Notch progression as a % of employees by salary bands

Lower skilled (Levels 1-2)

93 0 0 63 67.7

Skilled (Levels 3-5)

321 6 1.9 212 66

Highly skilled production (Levels 6-8)

176 5 2.8 97 55.1

Highly skilled supervision (Levels 9-12)

104 1 1 65 62.5

Senior Management Service Bands A

13 2 15.4 10 76.9

Senior Management Service Bands B

4 0 0 0 0

Senior Management Service Bands D

1 0 0 0 0

Contract (Level1-2)

10 0 0 0 0


Contract (Level 6-8)

3 0 0 0 0


1 0 0 0 0


2 0 0 0 0

TOTAL 728 14 1.9 447 61.4



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3.6. Employment Equity

Table 3.6.1 Total number of employees (including employees with disabilities) in each of the following occupational categories as on 31 March 2015

Male Female Occupational category African Coloured Indian White African Coloured Indian White

TOTAL

Legislators, senior officials and managers

9 0 0 3 4 0 0 2 18

Professionals 54 5 0 9 68 4 0 31 171 Technicians and associate professionals

98 3 0 8 67 5 0 18 199

Clerks 89 1 0 3 143 7 0 9 252 Service and sales workers

4 0 0 1 1

0 0 1 7

Skilled agriculture and fishery workers

0 0 0 0 0 0 0 0 0

Craft and related trades workers

0 0 0 0 0 0 0 0 0

Plant and machine operators and assemblers

5 0 0 0 0 0 0 0 5

Elementary occupations

34 1 0 0 73 1 0 0 109

Other 12 0 0 0 16 0 0 0 28 TOTAL 305 10 0 24 372 17 0 61 789 Employees with disabilities 6 0 0 3 2 0 0 3 14



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Table 3.6.2 Total number of employees (including employees with disabilities) in each of the following occupational bands as on 31 March 2015

Male Female Occupational band African Coloured Indian White African Coloured Indian White

TOTAL

Top Management 0 0 0 0 1 0 0 0 1 Senior Management 8 0 0 3 4 0 0 2 17 Professionally qualified and experienced specialists and mid-management

39 4 0 13 23 1 0 20 100

Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents

97 4 0 5 86 7 0 35 234

Semi-skilled and discretionary decision making

114 2 0 3 165 7 0 4 295

Unskilled and defined decision making

42 0 0 0 90 2 0 0 134

Contract (Top Management)

1 0 0 0 0 0 0 0 1

Contract (Senior Management)

1 0 0 0 0 0 0 0 1

Contract(Professionally qualified)

1 0 0 0 1 0 0 0 2

Contract (Skilled technical)

1 0 0 0 2 0 0 0 3

Contract (Semi-skilled)

1 0 0 0 0 0 0 0 1

TOTAL 305 10 0 24 372 17 0 61 789



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Table 3.6.3 Recruitment for the period 1 April 2014 to 31 March 2015

Occupational band Male Female TOTAL African Coloured Indian White African Coloured Indian White

Top Management 0 0 0 0 1 0 0 0 1 Senior Management 0 0 0 0 0 0 0 0 0 Professionally qualified and experienced specialists and mid-management 0 0 0 0 1 0 0 0 1 Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents 7 1 0 1 7 0 0 3 19 Semi-skilled and discretionary decision making 14 0 0 0 21 0 0 1 36 Unskilled and defined decision making 7 0 0 0 34 0 0 0 41 Contract(Professionally qualified) 0 0 0 0 1 0 0 0 1 Contract(Skilled-technical) 1 0 0 0 1 0 0 0 2 Contract(Semi-skilled) 1 0 0 0 0 0 0 0 1 TOTAL 30 1 0 1 66 0 0 4 102 Employees with disabilities 0 0 0 0 0 0 0 0 0

Table 3.6.4 Promotions for the period 1 April 2014 to 31 March 2015

Occupational band Male Female TOTAL African Coloured Indian White African Coloured Indian White

Top Management 0 0 0 0 0 0 0 0 0 Senior Management 4 0 0 1 4 0 0 3 12 Professionally qualified and experienced specialists and mid-management 27 5 0 3 17 0 0 14 66 Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents 48 3 0 2 37 3 0 9 102 Semi-skilled and discretionary decision making 83 2 0 2 122 6 0 3 218 Unskilled and defined decision making 25 0 0 0 36 2 0 0 63 TOTAL 187 10 0 8 216 11 0 29 461



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Table 3.6.5 Terminations for the period 1 April 2014 to 31 March 2015

Male Female Occupational band African Coloured Indian White African Coloured Indian White

TOTAL

Top Management 1 0 0 0 0 0 0 0 1 Senior Management 0 0 0 0 1 0 0 1 2 Professionally qualified and experienced specialists and mid-management

1 0 0 0 2 0 0 1 4

Skilled technical and academically qualified workers, junior management, supervisors, foreman and superintendents

4 0 0 0 4 0 0 1 9

Semi-skilled and discretionary decision making

6 1 0 0 3 0 0 0 10

Unskilled and defined decision making

2 0 0 0 1 0 0 0 3

Contract(Skilled technical) 2 0 0 0 0 0 0 0 2 Contract(unskilled) 4 0 0 0 6 0 0 0 10 TOTAL 20 1 0 0 19 0 0 3 41 Employees with Disabilities 0 0 0 0 1 0 0 0 1 Table 3.6.6 Disciplinary action for the period 1 April 2014 to 31 March 2015

Male Female Disciplinary action African Coloured Indian White African Coloured Indian White

TOTAL

Demotion 0 0 0 0 1 0 0 0 1 Suspension without salary for one month

1 0 0 0 0 0 0 0 1

Suspension without salary for two months

1 0 0 0 3 0 0 0 4

Discharged(abscondment) 3 0 0 0 1 0 0 0 4



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Table 3.6.7 Skills development for the period 1 April 2014 to 31 March 2015

Male Female Occupational category African Coloured Indian White African Coloured Indian White

TOTAL

Legislators, senior officials and managers 5 2 0 3 4 1 0 0 15 Professionals 18 5 0 3 46 0 0 3 75 Technicians and associate professionals 10 0 0 0 10 2 0 0 22 Clerks 26 4 0 4 41 5 0 9 89 Service and sales workers 6 0 0 0 4 0 0 0 10 Skilled agriculture and fishery workers 2 0 0 0 6 0 0 0 8 Craft and related trades workers 0 0 0 0 0 0 0 0 0 Plant and machine operators and assemblers 1 0 0 0 0 0 0 0 1 Elementary occupations 1 0 0 0 18 0 0 0 19 TOTAL 69 11 0 10 139 8 0 12 239 Employees with disabilities 0 0 0 0 0 0 0 0 0

3.7. Signing of Performance Agreements by SMS Members

Table 3.7.1 Signing of Performance Agreements by SMS members as on 31 July 2014


Total number of SMS members

Total number of signed performance agreements

Signed performance agreements as % of total number of SMS members

Director-General / Head of Department 1 1 100% 100% Salary Level 16 0 0 0 0 Salary Level 15 0 0 0 0 Salary Level 14 5 4 100% 100% Salary Level 13 17 13 100% 100% TOTAL 23 18 100% 100% Table 3.7.2 Reasons for not having concluded Performance agreements for all SMS members as on 31 July 2014

Reasons N/A

Table 3.7.3 Disciplinary steps taken against SMS members for not having concluded Performance agreements as on 31 July 2014

Reasons N/A



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3.8. Performance Rewards

Table 3.8.1 Performance Rewards by race, gender and disability for the period 1 April 2014 to 31 March 2015

Beneficiary Profile Cost Race and Gender Number of

beneficiaries Number of employees

% of total within group

Cost (R’000)

Average cost per employee

African Male 49 305 16 1 025 20 918 Female 53 372 14.2 793 14 962 Asian Male 0 0 0 0 0 Female 0 0 0 0 0 Coloured Male 5 10 50 131 26 200 Female 2 17 11.8 63 31 500 White Male 8 24 33.3 435 54 375 Female 25 61 41 617 24 680 TOTAL 142 789 18 3 065 21 521 Employees with disabilities 2 14 14.3 196 98 000 Table 3.8.2 Performance Rewards by salary band for personnel below Senior Management Service for the period 1 April 2014 to 31 March 2015

Beneficiary Profile Cost Salary band Number of


% of total within salary bands

Total Cost (R’000)


Total cost as a % of the total personnel expenditure

Lower Skilled (Levels 1-2)

5 124 4 28 5 600 0.13%

Skilled (level 3-5)

21 304 6.9 175 8 333 0.23%

Highly skilled production (level 6-8)

58 235 24.7 755 13 017 0.79%

Highly skilled supervision (level 9-12)

43 100 43 1 325 30 814 1.78%


0 1 0 0 0 0%


0 3 0 0 0 0%


0 2 0 0 0 0%

Periodical remuneration

0 118 0 0 0 0%

TOTAL 127 887 14.3 2 283 17 976 0.61%



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Table 3.8.3 Performance Rewards by critical occupation for the period 1 April 2014 to 31 March 2015

Beneficiary Profile Cost Critical occupation Number of


% of total within occupation


Average Cost per employee

Administrative related 14 48 29.2 457 32 643 Archivists curators and related professionals 3 19 15.8 47 15 667 Auxiliary and related workers 0 14 0 0 0 Building and other property caretakers 1 70 1.4 7 7 000 Cleaners in offices workshops hospitals etc. 5 42 11.9 28 5 600 Client inform clerks(switchb recept inform clerks) 0 8 0 0 0 Communication and information related 2 8 25 58 29 000 Computer programmers. 1 3 33.3 14 14 000 Dieticians and nutritionists 1 1 100 36 36 000 Financial and related professionals 8 9 88.9 243 30 375 Financial clerks and credit controllers 8 14 57.1 105 13 125 Food services aids and waiters 0 11 0 0 0 Head of department/chief executive officer 0 1 0 0 0 Health sciences related 0 1 0 0 0 Historians and political scientists 0 3 0 0 0 Human resources & org development & related prof 3 3 100 89 29 667 Human resources clerks 9 15 60 102 11 333 Human resources related 5 6 83.3 155 31 000 Information technology related 1 1 100 47 47 000 Language practitioners interpreters & other communication 4 13 30.8 76 19 000 Librarians and related professionals 6 94 6.4 79 13 167 Library mail and related clerks 13 142 9.2 121 9 308 Light vehicle drivers 1 6 16.7 7 7 000 Logistical support personnel 0 3 0 0 0 Material-recording and transport clerks 11 9 11.1 4 4 000 Medical technicians/technologists 3 10 30 79 26 333 Messengers porters and deliverers 1 3 33.3 12 12 000 Other admin & related clerks and organisers 9 70 12.9 96 10 667 Other admin & related clerks and organisers, temp 0 1 0 0 0 Other administrative policy and related officers 22 123 17.9 290 13 182 Other information technology personnel. 5 11 45.5 88 17 600 Other occupations 0 2 0 0 0 Quantity surveyors & related prof not class elsewhere 0 1 0 0 0 Risk management and security services 1 2 50 43 43 000 Secretaries & other keyboard operating clerks 0 1 0 0 0 Security officers 0 5 0 0 0 Senior managers 15 16 93.8 782 52 133 TOTAL 142 789 18 3 065 21 585



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Table 3.8.4 Performance related rewards (cash bonus), by salary band for Senior Management Service for the period 1 April 2014 to 31 March 2015

Beneficiary Profile Cost Salary band Number of


% of total within salary bands



Total cost as a % of the total personnel expenditure

Band A 12 14 85.7 466 38 833 3.4 Band B 3 4 75 316 105 333 6.3 Band C 0 0 0 0 0 0 Band D 0 2 0 0 0 0 TOTAL 15 20 75 782 52 133.3 4.1

3.8. Foreign Workers

Table 3.9.1 Foreign workers by salary band for the period 1 April 2014 and 31 March 2015

01 April 2014 31 March 2015 Change Salary band Number % of total Number % of total Number % Change

Lower skilled 0 0 0 0 0 0

Highly skilled production (Levels 6-8) 0 0 0 0 0 0 Highly skilled supervision (Levels 9-12) 0 0 0 0 0 0 Contract (Levels 9-12) 0 0 0 0 0 0 Contract (Level 13-16) 0 0 0 0 0 0 TOTAL 0 0 0 0 0 0

Table 3.9.2 Foreign workers by major occupation for the period 1 April 2014 and 31 March 2015

01 April 2014 31 March 2015 Change Major occupation

Number % of total Number % of total Number % Change 0 0 0 0 0 0 0 0 0 0 0 0



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3.9. Leave utilisation

Table 3.10.1 Sick leave for the period 1 January 2014 to 31 December 2014

Salary band Total days % Days with Medical certification

Number of Employees using sick leave

% of total employees using sick leave

Average days per employee

Estimated Cost (R’000)

Lower Skills (Level 1-2) 523 88 75 14.1 7 209 Skilled (levels 3-5) 1 745 88.7 205 38.5 9 1 009 Highly skilled production (levels 6-8) 1 351 82.8 161 30.3 8 1 274 Highly skilled supervision (levels 9 -12) 530 85.3 76 14.3 7 931 Top and Senior management (levels 13-16) 68 95.6 10 1.9 7 201 Contract(Levels 1-2) 7 57.1 3 0.6 2 2 Contract(Levels 9-12) 4 75 1 0.2 4 11 Contract(Levels 13-16) 1 0 1 0.2 1 6 TOTAL 4 229 86.3 532 100 8 3 643

Table 3.10.2 Disability leave (temporary and permanent) for the period 1 January 2014 to 31 December 2014

Salary band Total days % Days with Medical certification

Number of Employees using disability leave

% of total employees using disability leave

Average days per employee

Estimated Cost (R’000)

Lower skilled (Levels 1-2) 33 100 2 7.1 17 14 Skilled (Levels 3-5) 524 100 16 57.1 33 326 Highly skilled production (Levels 6-8) 201 100 8 28.6 25 190 Highly skilled supervision (Levels 9-12) 32 100 1 3.6 32 48 Senior management (Levels 13-16) 24 100 1 3.6 24 91 TOTAL 814 100 28 100 29 669



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Table 3.10.3 Annual Leave for the period 1 January 2014 to 31 December 2014

Salary band Total days taken Number of Employees using annual leave

Average per employee

Lower skilled (Levels 1-2) 1 944.92 20 97 Skilled (Levels 3-5) 6 084 21 289 Highly skilled production (Levels 6-8) 5 016.52 22 228 Highly skilled supervision (Levels 9-12) 2 310 23 100 Senior management (Levels 13-16) 437 23 19 Contract (Levels 6-8) 115 14 8 Contract (Levels 9-12) 37 19 2 Contract (Levels 13-16) 36 18 2 TOTAL 15 980.44 22 738 Table 3.10.4 Capped leave for the period 1 January 2014 to 31 December 2014

Salary band Total days of capped leave taken

Number of Employees using capped leave

Average number of days taken per employee

Average capped leave per employee as on 31 December 2015

Lower skilled (Levels 1-2) 0 0 0 0 Skilled (Levels 3-5) 0 0 0 0 Highly skilled production (Levels 6-8) 1 1 1 27 Highly skilled supervision (Levels 9-12) 5 1 1 5 Senior management (Levels 13-16) 22 1 1 22 TOTAL 28 3 9 39

Table 3.10.5 Leave pay-outs for the period 1 April 2014 and 31 March 2015

Reason Total amount (R’000)

Number of employees Average per employee (R’000)

Leave pay-out for 2014/15 due to non-utilisation of leave for the previous cycle 0 0 0 Capped leave pay-outs on termination of service for 2014/15 273 18 15 167 Current leave pay-out on termination of service for 2014/15 127 12 10 583 TOTAL 400 30 13 333

3.10. HIV/AIDS & Health Promotion Programmes

Table 3.11.1 Steps taken to reduce the risk of occupational exposure

Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any)

Key steps taken to reduce the risk



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Table 3.11.2 Details of Health Promotion and HIV/AIDS Programmes (tick the applicable boxes and provide the required information)

Question Yes No Details, if yes

1. Has the department designated a member of the SMS to implement the provisions contained in Part VI E of Chapter 1 of the Public Service Regulations, 2001? If so, provide her/his name and position.

X Ms P Loftie-Eaton

Director: HR Management

2. Does the department have a dedicated unit or has it designated specific staff members to promote the health and well-being of your employees? If so, indicate the number of employees who are involved in this task and the annual budget that is available for this purpose.

X X Only one official and no budget

3. Has the department introduced an Employee Assistance or Health Promotion Programme for your employees? If so, indicate the key elements/services of this Programme.

X Counselling and referral services, Health promotion, life skills

4. Has the department established (a) committee(s) as contemplated in Part VI E.5 (e) of Chapter 1 of the Public Service Regulations, 2001? If so, please provide the names of the members of the committee and the stakeholder(s) that they represent.

X

5. Has the department reviewed its employment policies and practices to ensure that these do not unfairly discriminate against employees on the basis of their HIV status? If so, list the employment policies/practices so reviewed.

X In process

6. Has the department introduced measures to protect HIV-positive employees or those perceived to be HIV-positive from discrimination? If so, list the key elements of these measures.

X Policy not approved yet

7. Does the department encourage its employees to undergo Voluntary Counselling and Testing? If so, list the results that you have you achieved.

X Policy not approved yet

8. Has the department developed measures/indicators to monitor & evaluate the impact of its health promotion programme? If so, list these measures/indicators.

X



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3.12. Labour Relations

Table 3.12.1 Collective agreements for the period 1 April 2014 and 31 March 2015

Subject matter Date Total number of Collective agreements None

Table 3.12.2 Misconduct and disciplinary hearings finalised for the period 1 April 2014 and 31 March 2015

Outcomes of disciplinary hearings Number % of total Correctional counselling 0 0 Verbal warning 0 0 Written warning 0 0 Final written warning 0 0 Suspended without pay 5 71.44 Fine 0 0 Demotion 1 14.28 Dismissal 0 0 Not guilty 1 14.28 Case withdrawn 0 0 TOTAL 7 100

Table 3.12.3 Types of misconduct addressed at disciplinary hearings for the period 1 April 2014 and 31 March 2015

Type of misconduct Number % of total Fraud 2 28.58 Theft 0 0 Absenteeism 1 14.28 False statement in investigation 1 14.28 Misappropriation of funds 1 14.28 Insubordination/display disrespect 0 0 Put name of the department in disrepute 0 0 Victimisation 0 0 Fail to carry lawful order or routine instruction 2 28.58 Insolence 0 0 TOTAL 7 100

Table 3.12.4 Grievances logged for the period 1 April 2014 and 31 March 2015

Grievances Number % of Total Number of grievances resolved 15 88.24 Number of grievances not resolved 2 11.76 TOTAL number of grievances lodged 17 100



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Table 3.12.5 Disputes logged with Councils for the period 1 April 2014 and 31 March 2015

Disputes Number % of Total Number of disputes upheld 1 14.29 Number of disputes dismissed 4 57.14 TOTAL number of disputes lodged 5 100 Table 3.12.6 Strike actions for the period 1 April 2014 and 31 March 2015

Total number of persons working days lost 0 Total costs working days lost 0 Amount recovered as a result of no work no pay (R’000) 0 Table 3.12.7 Precautionary suspensions for the period 1 April 2014 and 31 March 2015

Number of people suspended 4 Number of people suspension exceeded 30 days 14 Average number of days suspended 127 Cost of suspension(R’000) R499 733.10 3.13. Skills development

Table 3.13.1 Training needs identified for the period 1 April 2014 and 31 March 2015

Training needs identified at start of the reporting period Occupational category Gender Number of employees as at 1 April 2014

Learnerships Skills Programmes & other short courses

Other forms of training

TOTAL

Female 7 0 7 3 10 Legislators, senior officials and managers Male 13 0 3 2 5

Female 86 3 16 11 30 Professionals Male 62 2 7 7 16 Female 74 7 8 5 20 Technicians and associate

professionals Male 91 6 9 8 23 Female 176 0 27 14 41 Clerks Male 110 0 18 5 23 Female 2 0 0 1 1 Service and sales workers Male 5 0 0 2 2 Female 0 0 5 0 5 Skilled agriculture and fishery

workers Male 0 0 2 0 2 Female 0 0 0 0 0 Craft and related trades

workers Male 0 0 0 0 0 Female 0 0 0 0 0 Plant and machine operators

and assemblers Male 7 0 0 0 0 Female 53 0 6 2 8 Elementary occupations Male 42 0 0 0 0

Other Female 0 0 0 0 0 Male 0 0 0 0 0

Female 398 10 69 36 115 Sub Total Male 330 8 39 24 71

TOTAL 728 18 108 60 186



129

Table 3.13.2 Training provided for the period 1 April 2014 and 31 March 2015

Training provided within the reporting period Occupational category Gender Number of employees as at 1 April 2014

Learnerships Skills Programmes & other short courses

Other forms of training

TOTAL

Female 7 0 5 0 5 Legislators, senior officials and managers Male

13 0 10 0 10 Female 86 15 34 0 49 Professionals Male 62 8 18 0 26 Female 74 0 12 0 12 Technicians and associate

professionals Male 91 0 10 0 10 Female 176 5 50 0 55 Clerks Male 110 8 26 0 34 Female 2 0 4 0 4 Service and sales workers Male 5 0 6 0 6 Female 0 0 6 0 6 Skilled agriculture and fishery

workers Male 0 0 2 0 2 Female 0 0 0 0 0 Craft and related trades

workers Male 0 0 0 0 0 Female 0 0 0 0 0 Plant and machine operators

and assemblers Male 7 0 1 0 1 Female 53 0 18 0 18 Elementary occupations Male 42 0 1 0 1

Other Female 0 0 0 0 0 Male 0 0 0 0 0

Female 398 20 129 0 149 Sub Total Male 330 16 74 0 90

TOTAL 728 36 203 0 239

3.14 Injury on duty

Table 3.14.1 Injury on duty for the period 1 April 2014 and 31 March 2015

Nature of injury on duty Number % of total Required basic medical attention only 0 0 Temporary Total Disablement 0 0 Permanent Disablement 0 0 Fatal 0 0 TOTAL 0 0



130

3.15 Severance Packages

Table 3.15.1 Granting of employee initiated severance packages for the period 1 April 2014 and 31 March 2015

Salary band Number of applications received

Number of applications referred to the MPSA

Number of applications supported by MPSA

Number of packages approved by department

Lower skilled (Levels 1-2) 0 0 0 0 Skilled Levels 3-5) 0 0 0 0 Highly skilled production (Levels 6-8) 0 0 0 0 Highly skilled supervision(Levels 9-12) 0 0 0 0 Senior management (Levels 13-16) 0 0 0 0 TOTAL 0 0 0 0



131

PART

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132

REPORT OF THE AUDITOR-GENERAL FOR THE YEAR ENDED 31 MARCH 2015

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tio

n

Actu

al

Ex

pe

nd

itu

re

Va

ria

nce

E

xp

en

dit

ure

a

s %

of

fin

al

ap

pro

pri

ati

on

Fin

al

Ap

pro

pri

ati

on

A

ctu

al

Ex

pe

nd

itu

re

R'0

00

R'0

00

R'0

00

R'0

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R'0

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R'0

00

%R

'000

R'0

00

1.

Ma

na

ge

me

nt

3,0

40

(470)

2

2,5

72

2,5

63

9

99.7

%

2,3

25

2,1

94

2.

Sp

ort

1

95,3

06

93

7,2

53

202,6

52

2

01,7

20

9

32

99.5

%

171,3

10

1

68,7

89

3.

Re

cre

ati

on

34,7

74

(169)

96

3

4,7

01

34,6

50

51

99.9

%

30,0

01

30,0

01

4.

Sch

oo

l S

po

rt

2

4,9

95

546

1,0

22

2

6,5

63

26,4

96

67

99.7

%

29,5

84

29,5

75

258,1

15

-

8,3

73

266,4

88

265,4

29

1,0

59

99.6

%233,2

20

230,5

59

Eco

no

mic

cla

ssif

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tio

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urr

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t p

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ts

7

1,9

57

(1,1

03)

1,2

02

7

2,0

56

72,0

01

55

99.9

%

72,4

46

72,3

15

Com

pensation o

f em

plo

yees

33,2

85

(670)

298

3

2,9

13

32,9

13

-

100.0

%

29,2

47

29,2

47

Sala

ries a

nd w

ages

29,1

94

(1,0

63)

298

2

8,4

29

28,4

53

(24)

100.1

%

25,1

51

25,1

51

Socia

l contr

ibutions

4,0

91

393

-

4,4

84

4,4

60

24

99.5

%

4,0

96

4,0

96

Goods a

nd s

erv

ices

38,6

72

(433)

904

3

9,1

43

39,0

88

55

99.9

%

43,1

99

43,0

68

Adm

inis

trative

fees

3

706

-

709

710

(1)

100.1

%

78

8

0

Adve

rtis

ing

362

(

8)

-

354

320

34

90.4

%

331

329

Min

or

assets

154

(59)

-

95

2

8

67

29.5

%

258

302

Cate

ring:

Depart

menta

l activi

ties

1,5

77

(84)

-

1,4

93

1,4

71

22

98.5

%

1,8

12

1,7

98

Com

munic

ation (

G&

S)

668

112

45

825

930

(1

05)

112.7

%

1,0

03

1,0

95

Com

pute

r serv

ices

8

4

(13)

-

71

6

5

6

91.5

%

142

7

1

Consultants

: B

usin

ess a

nd a

dvi

sory

serv

ices

-

-

-

-

-

-

-

4

3

Contr

acto

rs

5,1

73

(710)

202

4,6

65

4,6

48

17

99.6

%

7,4

63

7,3

27

Agency a

nd s

upport

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uts

ourc

ed s

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ices

1,4

51

(966)

-

485

481

4

99.2

%

748

778

Ente

rtain

ment

8

-

-

8

7

1

87.5

%

13

9

Fle

et

serv

ices (

inclu

din

g g

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rnm

ent

moto

r tr

ansport

)

4

43

720

-

1,1

63

1,3

18

(1

55)

113.3

%

982

997

Inve

nto

ry:

Clo

thin

g m

ate

rial and a

ccessories

4,3

94

133

512

5,0

39

5,0

32

7

99.9

%

3,7

78

3,7

78

Inve

nto

ry:

Mate

rials

and s

upplies

4,0

73

(246)

-

3,8

27

3,8

14

13

99.7

%

3,5

71

3,5

71

Consum

able

supplies

439

(17)

1

423

349

74

82.5

%

221

201

Consum

able

: S

tationery

, printing a

nd o

ffic

e s

upplies

422

152

-

574

553

21

96.3

%

206

200

Opera

ting leases

555

490

144

1,1

89

1,1

93

(4)

100.3

%

836

1,0

87

Pro

pert

y p

aym

ents

1,0

11

446

-

1,4

57

1,3

81

76

94.8

%

1,0

21

942

Tra

nsport

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vided:

Depart

menta

l activi

ty

5,4

92

(771)

-

4,7

21

4,7

09

12

99.7

%

6,5

74

6,5

48

Tra

vel and s

ubsis

tence

11,7

99

(288)

-

1

1,5

11

11,5

42

(31)

100.3

%

12,5

90

12,4

93

Tra

inin

g a

nd d

eve

lopm

ent

181

(118)

-

63

6

1

2

96.8

%

28

2

8

Opera

ting p

aym

ents

371

98

-

469

474

(5)

101.1

%

1,4

49

1,3

39

Venues a

nd facilitie

s

11

(10)

-

1

1

-

100.0

%

68

6

8

Renta

l and h

irin

g

1

-

-

1

1

-

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%

23

2

4

Tra

nsfe

rs a

nd

su

bsid

ies

33,4

46

1,0

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-

3

4,4

46

34,4

46

-

100.0

%

35,6

79

35,6

68

Pro

vinces a

nd m

unic

ipalities

4,0

00

-

-

4,0

00

4,0

00

-

100.0

%

11,1

04

11,1

03

Munic

ipalities

4,0

00

-

-

4,0

00

4,0

00

-

100.0

%

11,1

04

11,1

03

Munic

ipal bank a

ccounts

4,0

00

-

-

4,0

00

4,0

00

-

100.0

%

11,1

04

11,1

03

Non-p

rofit

institu

tions

29,4

17

1,0

00

-

3

0,4

17

30,4

17

-

100.0

%

24,5

21

24,5

12

Household

s

29

-

-

29

2

9

-

100.0

%

54

5

3

Socia

l benefits

2

3

-

-

23

2

3

-

100.0

%

28

2

7

Oth

er

transfe

rs t

o h

ousehold

s

6

-

-

6

6

-

100.0

%

26

2

6

Pa

ym

en

ts f

or

ca

pit

al

asse

ts

152,7

12

100

7,1

69

159,9

81

1

58,9

77

1,0

04

99.4

%

124,9

77

1

22,4

58

Buildin

gs a

nd o

ther

fixed s

tructu

res

1

52,5

80

(19)

7,1

59

159,7

20

1

58,7

88

9

32

99.4

%

124,1

10

1

21,5

91

Buildin

gs

1

52,5

80

(19)

7,1

59

159,7

20

1

58,7

88

9

32

99.4

%

124,1

10

1

21,5

91

Machin

ery

and e

quip

ment

132

119

10

261

189

72

72.4

%

867

867

Tra

nsport

equip

ment

-

-

-

-

-

-

-

324

6

5

Oth

er

machin

ery

and e

quip

ment

132

119

10

261

189

72

72.4

%

543

802

Pa

ym

en

t fo

r fi

na

ncia

l a

sse

ts

-

3

2

5

5

-

100.0

%

118

118

258,1

15

-

8,3

73

266,4

88

265,4

29

1,0

59

99.6

%233,2

20

230,5

59

Su

b p

rog

ram

me


142

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12NOTES TO THE APPROPRIATION STATEMENT for the year ended 31 March 2015

FS: SPORT, ARTS, CULTURE AND RECREATION VOTE 12

NOTES TO THE APPROPRIATION STATEMENT

for the year ended 31 March 2015

- 1 -

1. Detail of transfers and subsidies as per Appropriation Act (after Virement):

Detail of these transactions can be viewed in the note on Transfers and subsidies, and Annexure 1 (A-H) to the Annual Financial Statements.

2. Detail of specifically and exclusively appropriated amounts voted (after Virement): Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3. Detail on payments for financial assets Detail of these transactions per programme can be viewed in the note to Payments for financial assets to the Annual Financial Statements.

4. Explanations of material variances from Amounts Voted (after Virement): 4.1 Per programme: Final


Expenditure Variance

R’000 Variance as a

% of Final Appropriation

R’000 R’000 R’000 %

Library and Archives Services 187 171 181 363 5 808 3% The bulk of the underspending is due to infrastructure projects that were not completed as a result of late delivery of materials; a main contractor reported having experienced cash flow challenges; and delays in actual commencement of works due to community riots.

Sport and Recreation 266 810 265 762 1 048 0% The underspending is due to a ring-fenced infrastructure project that was not yet implemented.

4.2 Per economic classification: Final Appropriation

Actual Expenditure

Variance Variance as a % of Final

Appropriation R’000 R’000 R’000 %

Payments for capital assets Buildings and other fixed structures 222 387 215 667 6 720 3% The bulk of the underspending is due to infrastructure projects that were not completed as a result of late delivery of materials; a main contractor reported having experienced cash flow challenges; and delays in actual commencement of works due to community riots.




- 1 -

1. Detail of transfers and subsidies as per Appropriation Act (after Virement):

Detail of these transactions can be viewed in the note on Transfers and subsidies, and Annexure 1 (A-H) to the Annual Financial Statements.

2. Detail of specifically and exclusively appropriated amounts voted (after Virement): Detail of these transactions can be viewed in note 1 (Annual Appropriation) to the Annual Financial Statements.

3. Detail on payments for financial assets Detail of these transactions per programme can be viewed in the note to Payments for financial assets to the Annual Financial Statements.

4. Explanations of material variances from Amounts Voted (after Virement): 4.1 Per programme: Final


Expenditure Variance

R’000 Variance as a


R’000 R’000 R’000 %

Library and Archives Services 187 171 181 363 5 808 3% The bulk of the underspending is due to infrastructure projects that were not completed as a result of late delivery of materials; a main contractor reported having experienced cash flow challenges; and delays in actual commencement of works due to community riots.

Sport and Recreation 266 810 265 762 1 048 0% The underspending is due to a ring-fenced infrastructure project that was not yet implemented.

4.2 Per economic classification: Final Appropriation

Actual Expenditure

Variance Variance as a % of Final

Appropriation R’000 R’000 R’000 %

Payments for capital assets Buildings and other fixed structures 222 387 215 667 6 720 3% The bulk of the underspending is due to infrastructure projects that were not completed as a result of late delivery of materials; a main contractor reported having experienced cash flow challenges; and delays in actual commencement of works due to community riots.

143




- 2 -

4.3 Per conditional grant: Final


Expenditure Variance Variance as a


R’000 R’000 R’000 % Community Library Services Grant 124 721 119 141 5 580 4% The bulk of the underspending is due to infrastructure projects that were not completed as a result of late delivery of materials; a main contractor reported having experienced cash flow challenges; and delays in actual commencement of works due to community riots.

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12NOTES TO THE APPROPRIATION STATEMENT for the year ended 31 March 2015

144


STATEMENT OF FINANCIAL PERFORMANCE


- 3 -

Note 2014/15 2013/14 R'000 R'000 REVENUE Annual appropriation 1 668 843 550 768 Departmental revenue 2 - - Aid assistance 3 333 131 TOTAL REVENUE 669 176 550 899 EXPENDITURE Current expenditure Compensation of employees 4 197 247 173 980 Goods and services 5 174 059 154 488 Aid assistance 3 333 131 Total current expenditure 371 639 328 599 Transfers and subsidies Transfers and subsidies 7 58 525 42 786 Total transfers and subsidies 58 525 42 786 Expenditure for capital assets Tangible assets 8 231 935 170 091 Intangible assets 8 8 12 Total expenditure for capital assets 231 943 170 103 Payments for financial assets 6 193 375 TOTAL EXPENDITURE 662 300 541 863 SURPLUS/(DEFICIT) FOR THE YEAR 6 876 9 036

Reconciliation of Net Surplus/(Deficit) for the year Voted funds 6 876 9 036

Annual appropriation 9 284 Conditional grants 6 867 8 752

Aid assistance 3 - - SURPLUS/(DEFICIT) FOR THE YEAR 6 876 9 036 Comparative figures were restated for aid assistance received from CATHSSETA as follows: REVENUE - Decrease in Annual Appropriation (131) - Increase in Aid assistance 131 EXPENDITURE - Decrease in Goods and Services (131) - Increase in Aid Assistance 131

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12STATEMENT OF FINANCIAL PERFORMANCE for the year ended 31 March 2015

145


STATEMENT OF FINANCIAL POSITION

as at 31 March 2015

- 4 -

Note 2014/15 2013/14 R'000 R'000 ASSETS Current assets 6 993 9 236

Cash and cash equivalents 9 6 333 7 424 Prepayments and advances 10 262 295 Receivables 11 398 1 517

TOTAL ASSETS 6 993 9 236 LIABILITIES Current liabilities 6 942 9 171

Voted funds to be surrendered to the Revenue Fund 12 6 876 9 036 Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund

13 66 130

Payables 14 - 5 Aid assistance unutilised 3 - -

TOTAL LIABILITIES 6 942 9 171 NET ASSETS 51 65 Represented by:

Recoverable revenue 51 65 TOTAL 51 65

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12STATEMENT OF FINANCIAL POSITION for the year ended 31 March 2015

146


STATEMENT OF CHANGES IN NET ASSETS


- 5 -

Note 2014/15 2013/14 R'000 R'000 Recoverable revenue Opening balance 65 213 Transfers: (14) (148)

Irrecoverable amounts written off 6.1 (5) - Debts revised - (106) Debts recovered (included in departmental receipts)

(22) (87)

Debts raised 13 45 Closing balance 51 65 TOTAL 51 65

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12STATEMENT OF CHANGE IN NET ASSETS for the year ended 31 March 2015

147

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12CASH FLOW STATEMENT for the year ended 31 March 2015


CASH FLOW STATEMENT


- 6 -

Note 2014/15 2013/14 R'000 R’000 CASH FLOWS FROM OPERATING ACTIVITIES Receipts 689 377 566 493

Annual appropriated funds received 1.1 668 843 550 768 Departmental revenue received 2 20 158 15 498 Interest received 2.3 43 96 Aid assistance received 3 333 131

Net decrease in working capital 1 147 990 Surrendered to Revenue Fund (29 301) (23 930) Current payments (371 639) (328 599) Payments for financial assets (193) (375) Transfers and subsidies paid (58 525) (42 786) Net cash flow available from operating activities 15 230 866 171 793 CASH FLOWS FROM INVESTING ACTIVITIES Payments for capital assets 8 (231 943) (170 103) Proceeds from sale of capital assets 2.4 - 4 Net cash flows from investing activities (231 943) (170 099) CASH FLOWS FROM FINANCING ACTIVITIES Increase/(decrease) in net assets (14) (148) Net cash flows from financing activities (14) (148) Net increase/(decrease) in cash and cash equivalents (1 091) 1 546

Cash and cash equivalents at beginning of period 7 424 5 878 Cash and cash equivalents at end of period 16 6 333 7 424 Comparative figures were restated for aid assistance received from CATHSSETA as follows: Annual appropriation funds received – decrease (131) Aid assistance received - increased 131 Departmental revenue received – decrease (131) Surrendered to Revenue Fund – decrease (131)

148


ACCOUNTING POLICIES


- 7 -

Summary of significant accounting policies The financial statements have been prepared in accordance with the following policies, which have been applied consistently in all material aspects, unless otherwise indicated. The historical cost convention has been used, except where otherwise indicated. Management has used assessments and estimates in preparing the annual financial statements. These are based on the best information available at the time of preparation. Where appropriate and meaningful, additional information has been disclosed to enhance the usefulness of the financial statements and to comply with the statutory requirements of the Public Finance Management Act (PFMA), Act 1 of 1999 (as amended by Act 29 of 1999), and the Treasury Regulations issued in terms of the PFMA and the annual Division of Revenue Act.

1 Basis of preparation The financial statements have been prepared in accordance with the Modified Cash Standard.

2 Going concern The financial statements have been prepared on a going concern basis.

3 Presentation currency Amounts have been presented in the currency of the South African Rand (R) which is also the functional currency of the department.

4 Rounding Unless otherwise stated financial figures have been rounded to the nearest one thousand Rand (R’000).

5 Foreign currency translation Cash flows arising from foreign currency transactions are translated into South African Rand using the exchange rates prevailing at the date of payment/receipt.

6 Comparative information

6.1 Prior period comparative information Prior period comparative information has been presented in the current year’s financial statements. Where necessary figures included in the prior period financial statements have been reclassified to ensure that the format in which the information is presented is consistent with the format of the current year’s financial statements.

6.2 Current year comparison with budget A comparison between the approved, final budget and actual amounts for each programme and economic classification and detail items per economic classification is included in the appropriation statement.

7 Revenue

7.1 Appropriated funds Appropriated funds comprises of departmental allocations as well as direct charges against the revenue fund (i.e. statutory appropriation). Appropriated funds are recognised in the statement of financial performance on the date

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12ACCOUNTING POLICIES for the year ended 31 March 2015

149



ACCOUNTING POLICIES


- 8 -

the appropriation becomes effective. Adjustments made in terms of the adjustments budget process are recognised in the statement of financial performance on the date the adjustments become effective. The net amount of any appropriated funds due to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.

7.2 Departmental revenue Departmental revenue is recognised in the statement of financial performance when received and is subsequently paid into the relevant revenue fund, unless stated otherwise. Any amount owing to the relevant revenue fund at the reporting date is recognised as a payable in the statement of financial position.

7.3 Accrued departmental revenue Accruals in respect of departmental revenue (excluding tax revenue) are recorded in the notes to the financial statements when: • it is probable that the economic benefits or service potential associated with the

transaction will flow to the department; and • the amount of revenue can be measured reliably. The accrued revenue is measured at the fair value of the consideration receivable. Accrued tax revenue (and related interest and / penalties) is measured at amounts receivable from collecting agents.

8 Expenditure

8.1 Compensation of employees

8.1.1 Salaries and wages Salaries and wages are recognised in the statement of financial performance on the date of payment.

8.1.2 Social contributions Social contributions made by the department in respect of current employees are recognised in the statement of financial performance on the date of payment. Social contributions made by the department in respect of ex-employees are classified as transfers to households in the statement of financial performance on the date of payment.

8.2 Other expenditure Other expenditure (such as goods and services, transfers and subsidies and payments for capital assets) is recognised in the statement of financial performance on the date of payment. The expense is classified as a capital expense if the total consideration paid is more than the capitalisation threshold.

8.3 Accrued expenditure payable Accrued expenditure payable is recorded in the notes to the financial statements when the goods are received or, in the case of services, when they are rendered to the department.


ACCOUNTING POLICIES


- 9 -

Accrued expenditure payable is measured at cost.

8.4 Leases

8.4.1 Operating leases Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment. The operating lease commitments are recorded in the notes to the financial statements.

8.4.2 Finance leases Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment. The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions. Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of: • cost, being the fair value of the asset; or • the sum of the minimum lease payments made, including any payments made to

acquire ownership at the end of the lease term, excluding interest.

9 Aid Assistance

9.1 Aid assistance received Aid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value. Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position.

9.2 Aid assistance paid Aid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.

10 Cash and cash equivalents Cash and cash equivalents are stated at cost in the statement of financial position. Bank overdrafts are shown separately on the face of the statement of financial position. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

11 Prepayments and advances Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash. Prepayments and advances are initially and subsequently measured at cost. Prepayments and advances are expensed when the goods and services are delivered

150



ACCOUNTING POLICIES


- 9 -

Accrued expenditure payable is measured at cost.

8.4 Leases

8.4.1 Operating leases Operating lease payments made during the reporting period are recognised as current expenditure in the statement of financial performance on the date of payment. The operating lease commitments are recorded in the notes to the financial statements.

8.4.2 Finance leases Finance lease payments made during the reporting period are recognised as capital expenditure in the statement of financial performance on the date of payment. The finance lease commitments are recorded in the notes to the financial statements and are not apportioned between the capital and interest portions. Finance lease assets acquired at the end of the lease term are recorded and measured at the lower of: • cost, being the fair value of the asset; or • the sum of the minimum lease payments made, including any payments made to

acquire ownership at the end of the lease term, excluding interest.

9 Aid Assistance

9.1 Aid assistance received Aid assistance received in cash is recognised in the statement of financial performance when received. In-kind aid assistance is recorded in the notes to the financial statements on the date of receipt and is measured at fair value. Aid assistance not spent for the intended purpose and any unutilised funds from aid assistance that are required to be refunded to the donor are recognised as a payable in the statement of financial position.

9.2 Aid assistance paid Aid assistance paid is recognised in the statement of financial performance on the date of payment. Aid assistance payments made prior to the receipt of funds are recognised as a receivable in the statement of financial position.

10 Cash and cash equivalents Cash and cash equivalents are stated at cost in the statement of financial position. Bank overdrafts are shown separately on the face of the statement of financial position. For the purposes of the cash flow statement, cash and cash equivalents comprise cash on hand, deposits held, other short-term highly liquid investments and bank overdrafts.

11 Prepayments and advances Prepayments and advances are recognised in the statement of financial position when the department receives or disburses the cash. Prepayments and advances are initially and subsequently measured at cost. Prepayments and advances are expensed when the goods and services are delivered


ACCOUNTING POLICIES


- 10 -

and invoices/claims submitted.

12 Receivables

Receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.

13 Impairment of financial assets Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements.

14 Payables Payables are recognised in the statement of financial position at cost.

14 Capital Assets

15.1 Immovable capital assets Immovable capital assets are initially recorded in the notes to the financial statements at cost. Immovable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the immovable asset is recorded by another department in which case the completed project costs are transferred to that department.

15.2 Movable capital assets Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Where the cost of movable capital assets cannot be determined accurately, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1. All assets acquired prior to 1 April 2005 may be recorded at R1. Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment. Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the movable asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

15.3 Intangible assets Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition. Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project. Where the cost of intangible assets cannot be determined accurately, the intangible capital assets are measured at fair value and where fair value cannot be determined; the

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ACCOUNTING POLICIES


- 10 -

and invoices/claims submitted.

12 Receivables

Receivables are recognised in the statement of financial position at cost plus accrued interest, where interest is charged, less amounts already settled or written-off.

13 Impairment of financial assets Where there is an indication of impairment of a financial asset, an estimation of the reduction in the recorded carrying value, to reflect the best estimate of the amount of the future economic benefits expected to be received from that asset, is recorded in the notes to the financial statements.

14 Payables Payables are recognised in the statement of financial position at cost.

14 Capital Assets

15.1 Immovable capital assets Immovable capital assets are initially recorded in the notes to the financial statements at cost. Immovable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the immovable asset is recorded by another department in which case the completed project costs are transferred to that department.

15.2 Movable capital assets Movable capital assets are initially recorded in the notes to the financial statements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date of acquisition. Where the cost of movable capital assets cannot be determined accurately, the movable capital assets are measured at fair value and where fair value cannot be determined; the movable assets are measured at R1. All assets acquired prior to 1 April 2005 may be recorded at R1. Movable capital assets are subsequently carried at cost and are not subject to depreciation or impairment. Subsequent expenditure that is of a capital nature is added to the cost of the asset at the end of the capital project unless the movable asset is recorded by another department/entity in which case the completed project costs are transferred to that department.

15.3 Intangible assets Intangible assets are initially recorded in the notes to the financial statements at cost. Intangible assets acquired through a non-exchange transaction are measured at fair value as at the date of acquisition. Internally generated intangible assets are recorded in the notes to the financial statements when the department commences the development phase of the project. Where the cost of intangible assets cannot be determined accurately, the intangible capital assets are measured at fair value and where fair value cannot be determined; the

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ACCOUNTING POLICIES


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21 Events after the reporting date Events after the reporting date that are classified as adjusting events have been accounted for in the financial statements. The events after the reporting date that are classified as non-adjusting events after the reporting date have been disclosed in the notes to the financial statements.

22 Agent-Principal arrangements Agent-principal agreements are disclosed where the department has agency-principal relationships where goods and services such as travelling arrangements, event management and infrastructure project management are rendered by the agents with the department as the principal. The terms vary from agent to agent and are disclosed in note 28 in more detail.

23 Recoverable revenue Amounts are recognised as recoverable revenue when a payment made in a previous financial year becomes recoverable from a debtor in the current financial year. Amounts are either transferred to the Provincial Revenue Fund when recovered or are transferred to the statement of financial performance when written-off.

24 Inventories (Effective from 1 April 2016) At the date of acquisition, inventories are recorded at cost price in the notes to the financial statements. Where inventories are acquired as part of a non-exchange transaction, the cost of inventory is its fair value at the date of acquisition. Inventories are subsequently measured at the lower of cost and net realisable value or the lower of cost and replacement value.


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NOTES TO THE ANNUAL FINANCIAL STATEMENTS


- 14 -

1. Annual Appropriation

1.1 Annual Appropriation Included are funds appropriated in terms of the Appropriation Act (and the Adjustments Appropriation Act) for Provincial Departments (Voted funds):

2014/15 2013/14 Programmes

Final

Appropriation

Actual Funds

Received

Funds not requested/

not received

Appropriation received

R’000 R’000 R’000 R’000 Administration 73 641 73 641 - 68 054 Cultural Affairs 141 543 141 543 - 127 409 Library and Archives Services

187 171 187 171 - 122 085

Sport & Recreation 266 488 266 488 - 233 220 Total 668 843 668 843 - 550 768 Total of final Annual Appropriation

669 176 550 899

Less: Aid assistance included in Annual Appropriation

(333) (131)

Total 668 843 550 768

1.2 Conditional grants 2014/15 2013/14 Note R’000 R’000 Total grants received 46 360 256 272 255 Provincial grants included in Total Grants received 190 506 167 287

It should be noted that the Conditional grants are included in the amount per the Final Appropriation in Note 1.1.

2. Departmental revenue Sales of goods and services other than capital assets 2.1 9 420 9 508 Fines, penalties and forfeits 2.2 78 32 Interest, dividends and rent on land 2.3 43 96 Sales of capital assets 2.4 - 4 Transactions in financial assets and liabilities 2.5 60 198 Transfer received 2.6 10 600 5 760 Total revenue collected 20 201 15 598 Less: Own revenue included in appropriation 13 20 201 15 598 Departmental revenue collected - - Included in Departmental revenue is R700 000 received from the Department of Arts and Culture for MACUFE to be ring-fenced for the 2015/16 Adjustment Budget.

Comparative figures were restated for aid assistance received from CATHSSETA as follows: - Transfers received - decrease (131) - Own revenue included in appropriation – decrease (131)

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12NOTES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2015

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2.1 Sales of goods and services other than capital assets Note 2014/15 2013/14 R’000 R’000 Sales of goods and services produced by the department 9 420 9 508

Sales by market establishment 9 420 9 508 Total 2 9 420 9 508

2.2 Fines, penalties and forfeits Penalties 78 32 Total 2 78 32

2.3 Interest, dividends and rent on land

Interest 43 96 Total 2 43 96

2.4 Sale of capital assets Tangible assets - 4

Machinery and equipment 25 - 4 Total - 4

2.5 Transactions in financial assets and liabilities Stale cheques written back - 6 Other Receipts including Recoverable Revenue 60 192 Total 2 60 198

2.6 Transfers received Annexure

1H Other governmental units 3 700 2 500 Public corporations and private enterprises 6 900 3 260 Total 2 10 600 5 760

3. Aid assistance

Transferred from statement of financial performance - - Closing Balance - -


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3.1 Analysis of balance by source 2014/15 2013/14 Note R’000 R’000 Aid assistance from other sources - - Closing balance 3 - -

3.2 Analysis of balance

Aid assistance unutilised - - Closing balance 3 - -

3.3 Prior period error Relating to 2013/14

Aid assistance received from CATHSSETA included in Appropriation Total

- 131

Aid assistance expenditure not disclosed separately - (131) Closing balance 3 - -

4. Compensation of employees 4.1 Salaries and Wages

Basic salary 138 969 121 310 Performance award 3 113 1 739 Service Based 197 200 Compensative/circumstantial 1 980 1 637 Other non-pensionable allowances 24 373 22 423 Total 168 632 147 309

4.2 Social contributions

Employer contributions Pension 17 720 15 808 Medical 10 842 10 822 UIF 1 - Bargaining council 52 41 Total 28 615 26 671

Total compensation of employees 197 247 173 980 Average number of employees 815 710

1. Included in the Total Compensation of employees amount above is an amount of R1.835 million (2013/14 R1.735 million) paid to the two (2013/14: one) members of the Legislature.


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2. 5. Goods and services Note 2014/15 2013/14 R’000 R’000 Administrative fees 7 932 5 214 Advertising 2 433 2 399 Minor assets 5.1 22 514 12 241 Bursaries (employees) 131 201 Catering 2 116 2 797 Communication 4 552 4 879 Computer services 5.2 9 575 8 851 Consultants: Business and advisory services 329 484 Legal services 194 - Contractors 56 399 50 098 Agency and support / outsourced services 546 1 298 Entertainment 35 62 Audit cost – external 5.3 3 609 3 221 Fleet services 4 608 4 199 Inventory 5.4 9 754 7 703 Consumables 5.5 8 171 7 513 Operating leases 6 880 4 902 Property payments 5.6 9 197 8 498 Rental and hiring 5 85 Transport provided as part of the departmental activities 5 127 6 778 Travel and subsistence 5.7 17 598 19 452 Venues and facilities 475 1 656 Training and development 617 319 Other operating expenditure 5.8 1 262 1 638 Total 174 059 154 488 Included in Contractors is an amount of R40.007 million paid to a service provider for the coordinating of the MACUFE event.

5.1 Minor assets

Tangible assets 22 010 12 075 Heritage assets 31 73 Machinery and equipment 21 979 12 002

Intangible assets 504 166 Software 274 166 Services and operating rights 230 - Total 5 22 514 12 241

Included in Services and operating rights are ebooks of R230 000 5.2 Computer services

SITA computer services 7 519 7 170 External computer service providers 2 056 1 681 Total 5 9 575 8 851


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5.3 Audit cost – external Note 2014/15 2013/14 R’000 R’000 Regularity audits 3 609 3 221 Total 5 3 609 3 221

5.4 Inventory

Clothing material and accessories 5 704 3 910 Food and food supplies 195 187 Materials and supplies 3 855 3 606 Total 5 9 754 7 703

5.5 Consumables

Consumable supplies 1 778 1 663 Uniform and clothing 23 57 Household supplies 917 942 Building material and supplies 542 36 Communication accessories 2 1 IT consumables 76 329 Other consumables 218 298

Stationery, printing and office supplies 6 393 5 850 Total 5 8 171 7 513

5.6 Property payments Municipal services 36 223 Property maintenance and repairs 4 751 4 519 Other 4 410 3 756 Total 5 9 197 8 498

5.7 Travel and subsistence

Local 16 572 19 292 Foreign 1 026 160 Total 5 17 598 19 452

5.8 Other operating expenditure

Professional bodies, membership and subscription fees 524 166 Resettlement costs 82 72 Other 656 1 400 Total 5 1 262 1 638


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6. Payments for financial assets Note 2014/15 2013/14 R’000 R’000 Debts written off 6.1 193 375 Total 193 375

6.1 Debts written off Recoverable revenue written off Staff debt written off 5 - Total 5 - Other debt written off Staff debt written off - 375 Supplier debt written off 115 - Ex-employee debt written off 73 - Total 188 375 Total debt written off 6 193 375

3. 7. Transfers and subsidies Note Provinces and municipalities 30, 1A 11 962 13 103 Public corporations and private enterprises Annex 1D 3 000 - Non-profit institutions Annex 1F 43 236 29 249 Households Annex 1G 327 434 Total 58 525 42 786

4. 8. Expenditure for capital assets Tangible assets 231 935 170 091

Buildings and other fixed structures 27 215 667 162 756 Machinery and equipment 25 16 268 7 335

Intangible assets 8 12

Software 26 8 12

Total 231 943 170 103 The following amounts have been included as project costs in Expenditure for capital assets:

Goods and services 215 667 162 756 Total 215 667 162 756


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8.1 Analysis of funds utilised to acquire capital assets – 2014/15 Voted funds Aid

assistance Total

R’000 R’000 R’000 Tangible assets 231 935 - 231 935

Buildings and other fixed structures 215 667 - 215 667 Machinery and equipment 16 268 - 16 268

Intangible assets

8

-

8

Software 8 - 8 Total 231 943 - 231 943

8.2 Analysis of funds utilised to acquire capital assets – 2013/14 Tangible assets 170 091 - 170 091

Buildings and other fixed structures 162 756 - 162 756 Machinery and equipment 7 335 - 7 335

Intangible assets 12 - 12

Software 12 - 12 Total 170 103 - 170 103

8.3 Finance lease expenditure included in Expenditure for capital assets

Note 2014/15 2013/14 R’000 R’000 Tangible assets

Machinery and equipment 430 412

Total 430 412 9. Cash and cash equivalents

Consolidated Paymaster General Account 6 228 7 319 Cash on hand 105 105 Total 6 333 7 424

10. Prepayments and advances Advances paid 10.1 262 295 Total 262 295


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10.1 Advances paid Note 2014/15 2013/14

10 R’000 R’000 Other institutions 262 295 Total 262 295

5. 11. Receivables 2014/15 2013/14

Note

Less than one year

One to three years

Older than three

years Total

Total

R’000 R’000 R’000 R’000 R’000 Claims recoverable

11.1

Annex 4

106

1

-

107

1 164

Recoverable expenditure

11.2 17 - - 17 -

Staff debt 11.3 156 17 101 274 353 Total 279 18 101 398 1 517

11.1 Claims recoverable Note 2014/15 2013/14

R’000 R’000 National departments - 2 Provincial departments 21 1 068 Public entities 85 1 Private enterprises 1 93 Total 11 107 1 164

11.2 Recoverable expenditure (disallowance accounts) Salary reversal account 15 - Salary Pension 2 - Total 11 17 -


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11.3 Staff debt

Note 2014/15 2013/14 R’000 R’000

Bursaries 23 39 Telephone Debt 4 23 Salary Debt 103 291 Tax Debt 1 - Ex-employee Debt 110 - Employee Debt 33 - Total 11 274 353

11.4 Impairment of receivables Estimate of impairment of receivables 101 6 Total 11 101 6 All receivables over three years, and where the debtors did not acknowledge their amounts due, are disclosed as impairment of receivables.

12. Voted funds to be surrendered to the Revenue Fund Opening balance 9 036 7 720 Transfer from statement of financial performance (as restated)

6 876 9 036

Paid during the year (9 036) (7 720) Closing balance 6 876 9 036

6. 13. Departmental revenue and NRF Receipts to be surrendered to the Revenue Fund Opening balance 130 742 Own revenue included in appropriation 20 201 15 598 Paid during the year (20 265) (16 210) Closing balance 66 130 Compartive figures were restated for aid assistance received from CATHSSETA as follows: Own revenue included in appropriation (131) Paid during the year – decrease (131)

7. 14. Payables – current Clearing accounts 14.1 - 5 Total - 5





- 23 -

14.1 Clearing accounts Note 2014/15 2013/14 R’000 R’000 Salary Income Tax - 5 Total 14 - 5

8. 15. Net cash flow available from operating activities Net surplus as per Statement of Financial Performance 6 876 9 036 Add back non cash/cash movements not deemed operating activities

223 990 162 757

(Increase)/decrease in receivables – current 1 119 (644) Decrease in prepayments and advances 33 1 629 Increase/(decrease) in payables – current (5) 5 Proceeds from sale of capital assets - (4) Expenditure on capital assets 231 935 170 103 Surrenders to Revenue Fund (29 301) (23 930) Own revenue included in appropriation 20 201 15 598 Net cash flow generated by operating activities 230 866 171 793 Compartive figures were restated for aid assistance received from CATHSSETA as follows: Surrenders to Revenue Fund (131) Own revenue included in appropriation – decrease (131)

16. Reconciliation of cash and cash equivalents for cash flow purposes Consolidated Paymaster General account 6 228 7 319 Cash on hand 105 105 Total 6 333 7 424

17. Contingent liabilities and contingent assets 17.1 Contingent liabilities

Liable to Claims against the department Annex 3B 70 70 Intergovernmental payables (unconfirmed balances) Annex 5 12 202 Total 82 272 Comparative figures were restated for Intergovernmental payables by the increase of R104 000. There are no certainties regarding the outcomes of the claims. However, in the event that the claims become payable, the department will reprioritize some of its funds to meet the claims. Once the intergovernmental payables have been confirmed, they will become payable and then be paid.

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14.1 Clearing accounts Note 2014/15 2013/14 R’000 R’000 Salary Income Tax - 5 Total 14 - 5

8. 15. Net cash flow available from operating activities Net surplus as per Statement of Financial Performance 6 876 9 036 Add back non cash/cash movements not deemed operating activities

223 990 162 757

(Increase)/decrease in receivables – current 1 119 (644) Decrease in prepayments and advances 33 1 629 Increase/(decrease) in payables – current (5) 5 Proceeds from sale of capital assets - (4) Expenditure on capital assets 231 935 170 103 Surrenders to Revenue Fund (29 301) (23 930) Own revenue included in appropriation 20 201 15 598 Net cash flow generated by operating activities 230 866 171 793 Compartive figures were restated for aid assistance received from CATHSSETA as follows: Surrenders to Revenue Fund (131) Own revenue included in appropriation – decrease (131)

16. Reconciliation of cash and cash equivalents for cash flow purposes Consolidated Paymaster General account 6 228 7 319 Cash on hand 105 105 Total 6 333 7 424

17. Contingent liabilities and contingent assets 17.1 Contingent liabilities

Liable to Claims against the department Annex 3B 70 70 Intergovernmental payables (unconfirmed balances) Annex 5 12 202 Total 82 272 Comparative figures were restated for Intergovernmental payables by the increase of R104 000. There are no certainties regarding the outcomes of the claims. However, in the event that the claims become payable, the department will reprioritize some of its funds to meet the claims. Once the intergovernmental payables have been confirmed, they will become payable and then be paid.

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- 24 -

17.2 Contingent assets Note 2014/15 2013/14 R’000 R’000 Nature of contingent asset Department of Arts and Culture (DAC): Donation for Mine Dance Festival to be allocated to the department via 2015/16 Adjustment Budget

700 2 500

Total 700 2 500 18. Commitments

Current expenditure Approved and contracted 410 981 410 981 Capital expenditure Approved and contracted 203 186 331 868 Approved but not yet contracted 133 077 233 447 336 263 565 315 Total Commitments 336 673 566 296 The capital expenditure commitments of R313.879 million (2013/14: R565.231 million) run over a period of three years.

19. Accruals and payables not recognised Listed by economic classification

30 Days 30+ Days Total Total Goods and services 1 145 21 1 166 537 Capital assets 30 901 129 849 160 750 31 408 Total 32 046 129 870 161 916 31 945 Note 2014/15 2013/14 R’000 R’000 Listed by programme level Programme 1: Administration 902 395 Programme 2: Cultural Affairs 43 74 Programme 3: Library and Archive Services 114 15 Programme 4: Sport and Recreation 160 857 31 461 Total 161 916 31 945 Included in the amount of R161.916 million is the following payments for the construction of the Seisa Ramabodu Stadium which was budgeted over the MTEF period as follows: 2015/16: R87.992 million 2016/17: R56.221 million 2017/18: R25 million Confirmed balances with other departments Annex 5 11 96 Confirmed balances with other government entities Annex 5 732 730 Total 743 826


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20. Employee benefits Note 2014/15 2013/14 R’000 R’000 Leave entitlement 8 528 7 452 Service bonus (Thirteenth cheque) 6 019 4 986 Performance awards 1 202 1 156 Capped leave commitments 4 700 4 501 Other 44 264 Total 20 493 18 359

Other represent long service awards which are envisaged to be paid to the identified employees during the 2015/16 financial year.

Included in the total leave entitlement amount is R260 413 being leave taken by officials more than they are entitled to on a pro-rata basis for the full leave cycle.

21. Lease commitments 21.1 Operating leases expenditure

2014/15

Specialised

military equipment

Land

Buildings and other

fixed structures

Machinery

and equipment

Total R’000 R’000 R’000 R’000 R’000 Not later than 1 year - - - 5 413 5 413 Later than 1 year and not later than 5 years

- - - 7 003 7 003

Later than five years - - - 223 223 Total lease commitments - - - 12 639 12 639

2013/14

R’000 R’000 R’000 R’000 R’000 Not later than 1 year - - - 2 917 2 917 Later than 1 year and not later than 5 years

- - - 5 878 5 878

Later than five years - - - 5 5 Total lease commitments - - - 8 800 8 800 Represent rental of vehicles from Government Motor Transport and photocopiers.


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21.2 Finance leases expenditure

2014/15

Specialised

military equipment

Land

Buildings and other

fixed structures

Machinery

and equipment

Total R’000 R’000 R’000 R’000 R’000 Not later than 1 year - - - 1 373 1 373 Later than 1 year and not later than 5 years

- - - 1 023 1 023

Later than five years - - - - - Total lease commitments - - - 2 396 2 396 2013/14 Not later than 1 year - - - 1 068 1 068 Later than 1 year and not later than 5 years

- - - 1 868 1 868

Later than five years - - - - - Total lease commitments - - - 2 936 2 936

Represent cellphones and 3G’s that are leased from the service providers with which the department has a 24 months contract.

22. Accrued departmental revenue

Note 2014/15 2013/14 R’000 R’000 Sale of capital assets 3 - Total 3 -

22.1 Analysis of accrued departmental revenue Opening balance - - Add: Amount recognised 3 - Closing balance 3 -


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23. Irregular expenditure 23.1 Reconciliation of irregular expenditure

Note 2014/15 2013/14 R’000 R’000 Opening balance 589 6 755 Add: Irregular expenditure – relating to current year 93 540 Less: Prior year amounts condoned (358) (6 701) Less: Current year amounts condoned - (5) Irregular expenditure awaiting condonation 324 589 Analysis of awaiting condonation per age classification

Current year 93 529 Prior years 231 60 Total 324 589 Not included in the above is possible irregular expenditure by a service provider, being investigated by the department, to determine compliance with the PFMA – which is currently in the process of being reviewed by the department. Comparative figure were re-stated by R571 000 that was incorrectly classified as Irregular Expenditure in 2013/14 (See note 23.4 below).

23.2 Details of irregular expenditure – current year

Incident Disciplinary steps taken/criminal

proceedings 2014/15

R’000 Non-compliance with SCM Processes Still under investigation 93 Total 93

23.3 Details of irregular expenditure condoned

Incident Condoned by (condoning authority) 2014/15 R’000

Non-compliance with Instruction Note 31, but actual expenditure incurred before commencement of Instruction Note

Liability Committee 4

Non-compliance with the BCV petty cash policy

Accounting Officer 148

Non-compliance with SCM processes Accounting Officer 206 Total 358


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23.4 Prior period error Note 2013/14 R’000 Nature of prior period error: relating to 2013/14 - Accommodation limits of VIP protectors classified

due to Provincial Treasury Instruction Note 31 (16)

- Tax clearance certificate in place before payments to the supplier

- Accommodation expenditure incurred prior to Provincial Treasury Instruction Note 31

(550)

(5)

Total 22 (571) 24. Fruitless and wasteful expenditure 24.1 Reconciliation of fruitless and wasteful expenditure

Note 2014/15 2013/14 R’000 R’000 Opening balance 2 000 2 368 Fruitless and wasteful expenditure – relating to current year

- 774

Less: Amounts resolved (1 996) (1 142) Fruitless and wasteful expenditure awaiting resolution 4 2 000 Comparative figures for fruitless and wasteful expenditure – relating to current year was thus restated by The decrease of R120 000 (see note 24.3 below).

24.2 Analysis of awaiting resolution per economic classification

Current 4 2 000 Total 4 2 000

24.3 Prior period error 2013/14

R’000 Relating to 2013/14 120

GMT vehicle rental without utilisation 120 Total 120

25. Key management personnel No. of

Individuals 2014/15 2013/14

R’000 R’000 Political office bearers 2 1 835 1 735 Officials:

Level 15 to 16 1 1 727 1 634 Level 14 (incl. CFO if at a lower level) 5 4 858 4 607

Total 8 420 7 976


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26. Movable Tangible Capital Assets

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Opening

balance Additions Disposals Closing

Balance R’000 R’000 R’000 R’000 HERITAGE ASSETS 216 - - 216 Heritage assets 216 - - 216 MACHINERY AND EQUIPMENT

67 900 14 599 1 303 81 196

Transport assets 10 - - 10 Computer equipment 15 127 5 784 995 19 916 Furniture and office equipment 8 843 779 57 9 565 Other machinery and equipment 43 920 8 036 251 51 705 TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

68 116 14 599 1 303 81 412

26.1 Additions

ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Cash Non-cash (Capital

Work in Progress

current costs and

finance lease

payments)

Received current, not

paid (Paid

current year,

received prior year)

Total

R’000 R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT 16 268 84 (1 753) - 14 599 Transport assets 1 323 - (1 323) - - Computer equipment 5 706 78 - - 5 784 Furniture and office equipment 773 6 - - 779 Other machinery and equipment 8 466 - (430) - 8 036 TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

16 268 84 (1 753) - 14 599


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26.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Sold for cash

Transfer out or

destroyed or

scrapped

Total disposals

Cash Received

Actual

R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT - 1 303 1 303 - Computer equipment - 995 995 - Furniture and office equipment - 57 57 - Other machinery and equipment - 251 251 - TOTAL DISPOSAL OF MOVABLE TANGIBLE CAPITAL ASSETS

- 1 303 1 303 -

26.3 Movement for 2013/14 MOVEMENT IN TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014 Opening

balance Prior

period error

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000 R’000 HERITAGE ASSETS 216 - - - 216 Heritage assets 216 - - - 216 MACHINERY AND EQUIPMENT

61 122 90 7 285 597 67 900

Transport assets 10 - 65 65 10 Computer equipment 10 422 (26) 4 971 240 15 127 Furniture and office equipment 8 325 (16) 545 11 8 843 Other machinery and equipment 42 365 132 1 704 281 43 920 TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

61 338 90 7 285 597 68 116


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26.3.1 Prior period error Note 2013/14 R’000 Nature of prior period error Relating to 2013/14: 90 Computer equipment (price changes) (26) Office furniture (price changes) (16) Machinery and Equipment (mainly re-instatement of previously lost items)

132

Total 90

26.4 Minor assets

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2015

Specialised military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000 Opening balance

- 889 1 566 157 217 - 159 672

Additions - 512 44 22 303 - 22 859 Disposals - (3) (20) (4 051) - (4 074) TOTAL MINOR ASSETS

- 1 398 1 590 175 469 - 178 457

Included in total minor assets (machinery and equipment) is library material to a value of R146.315 million (2013/14: R127.594 million). No provision is made for projected losses of library material between the stocktaking dates and 31 March 2015, which are projected to amount to R1.536 million (2013/14: R1.632 million). Number of R1 minor assets

- - 498 999 - - 498 999

Number of minor assets at cost

- 4 272 13 856 2 524 084 - 2 542 212

TOTAL NUMBER OF MINOR ASSETS

- 4 272 512 855 2 524 084 - 3 041 211

Included in total number of minor assets (machinery and equipment) is 2 486 365 (2013/14: 2 366 525 library materials items. No provision is made for projected losses of library materials between the stocktaking dates and 31 March 2015, which is projected to comprise 33 799 (2013/14: 33 884) items.


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- 32 -

MOVEMENT IN MINOR ASSETS PER THE ASSET REGISTER FOR THE YEAR ENDED AS AT 31 MARCH 2014

Specialised military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000 Opening balance

- 483 1 481 145 041 - 147 005

Prior period error

- (7) 4 1 554 - 1 551

Additions - 413 82 13 417 - 13 912 Disposals - - 1 2 795 - 2 796 TOTAL MINOR ASSETS

- 889 1 566 157 217 - 159 672

26.5 Movable assets written off

MOVABLE ASSETS WRITTEN OFF FOR THE YEAR ENDED AS AT 31 MARCH 2015

Specialised

military assets

Intangible assets

Heritage assets

Machinery and

equipment

Biological assets

Total

R’000 R’000 R’000 R’000 R’000 R’000 Assets written off

- - 20 3 876 - 3 896

TOTAL MOVABLE ASSETS WRITTEN OFF

-

-

20

3 876

-

3 896 MOVABLE ASSETS WRITTEN OFF FOR THE YEAR ENDED AS AT 31 MARCH 2014 Assets written off

- - - 3 511 - 3 511

TOTAL MOVABLE ASSETS WRITTEN OFF

-

-

-

3 511

-

3 511


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- 33 -

27. Intangible Capital Assets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Opening


Balance R’000 R’000 R’000 R’000 SOFTWARE 1 601 8 - 1 609 TOTAL INTANGIBLE CAPITAL ASSETS

1 601 8 - 1 609

27.1 Additions to intangible capital assets per asset register for the year ended 31 March 2015

Cash Non-cash (Developme

nt Work-in-Progress

current costs)


paid (Paid

current year,


Total

R’000 R’000 R’000 R’000 R’000 Software 8 - - - - Total additions to intangibles 8 - - - 8

27.2 Movement for 2013/14

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014 Opening

balance Prior

period error


R’000 R’000 R’000 R’000 R’000 SOFTWARE 1 589 - 12 - 1 601 TOTAL INTANGIBLE CAPITAL ASSETS

1 589 - 12 - 1 601


173




- 34 -

28. Immovable Tangible Capital Assets MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Opening


Balance R’000 R’000 R’000 R’000 BUILDINGS AND OTHER FIXED STRUCTURES

- - - -

Non-residential buildings - - - - TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS

- - - -

28.1 Additions

ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Cash Non-cash (Capital

Work in Progress

current costs and

finance lease

payments)


paid (Paid

current year,


Total

R’000 R’000 R’000 R’000 R’000 BUILDING AND OTHER FIXED STRUCTURES

215 667 - (345 009) 129 342 -

Non-residential buildings 215 667 - (345 009) 129 342 - TOTAL ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS

215 667

-

(345 009)

129 342

-

Non-cash transactions relate to payments for infrastructure projects during the previous financial year which are included in the immovable assets transferred out (as part of disposals) to Department of Public Works and municipalities during the current year.





- 34 -

28. Immovable Tangible Capital Assets MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Opening


Balance R’000 R’000 R’000 R’000 BUILDINGS AND OTHER FIXED STRUCTURES

- - - -

Non-residential buildings - - - - TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS

- - - -

28.1 Additions

ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015 Cash Non-cash (Capital

Work in Progress

current costs and

finance lease

payments)


paid (Paid

current year,


Total

R’000 R’000 R’000 R’000 R’000 BUILDING AND OTHER FIXED STRUCTURES

215 667 - (345 009) 129 342 -

Non-residential buildings 215 667 - (345 009) 129 342 - TOTAL ADDITIONS TO IMMOVABLE TANGIBLE CAPITAL ASSETS

215 667

-

(345 009)

129 342

-

Non-cash transactions relate to payments for infrastructure projects during the previous financial year which are included in the immovable assets transferred out (as part of disposals) to Department of Public Works and municipalities during the current year.

174




- 35 -

28.2 Disposals DISPOSALS OF IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Sold for cash

Transfer out or

destroyed or

scrapped

Total disposals

Cash Received

Actual

R’000 R’000 R’000 R’000 BUILDINGS AND OTHER FIXED STRUCTURES

- - - -

Non-residential buildings - - - - TOTAL DISPOSALS OF IMMOVABLE TANGIBLE CAPITAL ASSETS

-

-

-

-

28.3 Movement for 2013/14 MOVEMENT IN IMMOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2014 Opening

balance Prior

period error


R’000 R’000 R’000 R’000 R’000 BUILDINGS AND OTHER FIXED STRUCTURES

-

-

-

-

-

Non-residential buildings - - - - - TOTAL IMMOVABLE TANGIBLE CAPITAL ASSETS

-

-

-

-

-

28.4 S42 Immovable assets

Assets subjected to transfer in terms of S42 of the PFMA – 2014/15

Number of assets

Value of assets

R’000 BUILDINGS AND OTHER FIXED STRUCTURES

8 82 929

Dwellings Non-residential buildings 8 82 929 Other fixed structures TOTAL 8 82 929


175




- 36 -

Assets subjected to transfer in terms of S42 of the PFMA – 2013/14 BUILDINGS AND OTHER FIXED STRUCTURES

4 19 778

Dwellings Non-residential buildings 4 19 778 Other fixed structures TOTAL 4 19 778

29. Agent-principal arrangements

29.1 Department acting as the principal

2014/15 2013/14 R’000 R’000 E’tsho Civils 28 290 25 279 Free State Travel 8 903 12 107 Free state Sport Confederation 25 224 23 347 Peo Sheer Squared - 42 737 Independent Development Trust (advance payment) 1 153 23 983 Total 63 570 127 453 • E’tsho Civils is the appointed Construction Project Manager (CPM) for all Infrastructure Projects

for a period of three years. • Free State Travel is responsible for all travel arrangements of the Department for a period of

three years. • Free State Sport Confederation was established to coordinate and support all major sport

bodies in the province from year to year. It is a non-profit institution. • Peo Sheer Squared (PSS) was appointed as an event management company specifically for

MACUFE. The contract was for a period of three years. • Independent Development Trust (IDT) is a public entity appointed to assist both the department

and Department of Public Works to implement certain infrastructure projects on behalf of the department. Management fees are levied by IDT which are paid by Public Works. This agreement remains in force until the specific infrastructure projects have been concluded.

30. Financial sustainability

In the current financial year the departmental accruals have increased to R161.596 million, out of which an accrual for construction at the Seisa Ramabodu Sport Stadium amounts to R160.750 million. Taking into account the bank balance of R6.333 million and the 2015/16 commitment of R87.992 million for the construction of the stadium alone, the department’s financial position becomes vulnerable to any cost escalations on the project, as well as to any new budget restrictions which may occur during the 2015/16 financial year.


176

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119

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Pro

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164

506

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190

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167

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177

FS: S

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31

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STA

TEM

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7 00

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4 96

2 11

962

11

962

-

-


178

FREE STATE: SPORT, ARTS, CULTURE AND RECREATION VOTE 12ANNEXURE TO THE FINANCIAL STATEMENTS for the year ended 31 March 2015

FS: S

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241

Fezi

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ANNEXURE 7 MOVEMENT IN CAPITAL WORK IN PROGRESS MOVEMENT IN CAPITAL WORK IN PROGRESS FOR THE YEAR ENDED 31 MARCH 2015 Opening

balance Current

Year Capital

WIP

Completed Assets

Closing balance

R’000 R’000 R’000 R’000 MACHINERY AND EQUIPMENT - 1 323 - 1 323 Transport assets - 1 323 - 1 323 BUILDINGS AND OTHER FIXED STRUCTURES 332 991 345 009 (63 151) 614 849 Non-residential buildings 332 991 345 009 (63 151) 614 849 TOTAL 332 991 346 332 (63 151) 616 172

Completed assets of R63.151 million (2013/14: R19.778 million) represent assets transferred out, as they are ready for use to Department of Public Works in terms of Section 42 of the PFMA. MOVEMENT IN CAPITAL WORK IN PROGRESS FOR THE YEAR ENDED 31 MARCH 2014 Opening

balance Prior

period error

Current Year

Capital WIP

Completed Assets

Closing balance

R’000 R’000 R’000 R’000 R’000 BUILDINGS AND OTHER FIXED STRUCTURES

158 605 31 408 162 756 (19 778) 332 991

Non-residential buildings 158 605 31 408 162 756 (19 778) 332 991 TOTAL 158 605 31 408 162 756 (19 778) 332 991

Period error of R31.408 million represent the accruals for the outstanding payments of the Seisa Ramabodu Sport Stadium as at 31 March 2014, which should have been added to the Capital Work in Progress.

Unaudited

192

ANNEXURE 8A INTER-ENTITY ADVANCES PAID (note 14)

ENTITY

Confirmed balance outstanding

Unconfirmed balance outstanding TOTAL

31/03/2015 31/03/2014 31/03/2015 31/03/2014 31/03/2015 31/03/2014 R’000 R’000 R’000 R’000 R’000 R’000

OTHER ENTITIES Independent Development Trust (IDT)

262 295 - - 262 295

262 295 - - 262 295

Unaudited

193

194

195

196

197

198

199

200

ANNUALREPORT

20142015

PR241/2015 ISBN: 978-0-621-43858-1

Free State Department of Sport, Arts, Culture & RecreationAnnual Report 2014/2015

Free State D

epartment of S

port, Arts, C

ulture & R

ecreation I Annual R

eport 2014/2015

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ANNUAL 2014 REPORT 2015 - Provincial Government · 2016-03-10 · ANNUAL REPORT 2014/15 . 8. 9 3. FOREWORD BY THE MEC . We present this annual report at the time when our country