1. 2014/15 APP AND BUDGET ESTIMATES FOR THE DEPARTMENT OF ARTS AND CULTURE PRESENTATION TO THE PC: ARTS AND CULTURE

2. PRESENTATION OUTLINE STRATEGIC OVERVIEW
Strategic posture
Mandate
Situational analysis
STRATEGIC GOALS, OBJECTIVES AND PROGRAMMES
Strategic goals
Strategic objectives
Linking goals, objectives and budget programmes
ENE and Outcome 14 MTSF Indicators
2013/14 BUDGET ESTIMATES
MTEF process: 2013/14 to 2015/16
Budget summary
Adjustments to 2013 MTEF Allocation
Budget allocation per Programme 2

3. STRATEGIC OVERVIEW

4. STRATEGIC POSTURE VISION MISSION VALUES STRATEGIC GOALS
We are a thriving arts, culture and heritage sector contributing to sustainable economic development, leveraging on partnerships for a socially cohesive nation
MISSION
We enhance job creation by preserving, protecting and developing arts, culture and heritage to sustain our democracy and build our nation.
VALUES
Accountability
Integrity
Results Driven
Professionalism
Humility
Batho Pele
STRATEGIC GOALS
Job Creation
Human capital development
Access to information
Linguistic diversity
Development, protection, preservation and promotion of arts, culture and heritage
Governance and accountability

5. ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN
SOCIAL COHESION AND NATION BUILDING
DAC is central in driving Chapter 15 of the NDP
DAC worked closely with the Presidency in developing the MTSF for the new Outcome 14: Nation Building and Social Cohesion.
Outcome 14 is under the stewardship of the Minister of Arts and Culture
Other relevant departments include Sports and Recreation, Justice, Women, Social Development, COGTA and SALGA
JOB CREATION AND ECONOMIC DEVELOPMENT
DAC re-engineered its strategic focus during Term of Office
This was informed by the government-wide re-orientation that put job creation and economic development at the centre of government priorities.
DAC adopted the Mzansi Goldern Economy strategy (MGE) whose primary objective is to chat the role of arts, culture and heritage in job creation & economic development.

6. ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN
Quality education and rural development
The NDP emphasizes the need to improve schooling and education as well as the need to improve quality of life in rural areas of South Africa.
Going into the medium term, the department will continue to make a visible contribution to quality education through ensuring that artists are placed in schools to improve the teaching of arts in basic education.
This will not only ensure that a substantial number of artist will be employed but will also increase interests in arts and improve audience development.
Building of arts, culture and heritage infrastructure in rural areas will continue to be the priority of the department as we move into the next medium term.
Such infrastructure include libraries, heritage monuments and arts centres.
Maintenance of the already built infrastructure will also be central to the department’s priorities.
Apart from developing and investing in our rural areas, such ventures will also create much-needed jobs, as employment of local people will be at the centre of such development.

7. ALIGNMENT WITH THE OUTCOMES OF THE MTSF
The 2013 July Cabinet Lekgotla approved 14 Outcomes for the Medium Term Strategic Framework.
Amongst these outcomes was Outcome 14: Nation Building and Social Cohesion.
The Minister of Arts and Culture was appointed by the President to be responsible for the coordination, implementation, monitoring and reporting on this outcome.
This Annual Performance Plan align itself with the National Development Plan and the MTSF  
Other outcomes that DAC contributes to include Outcome 1, Outcome 4 and Outcome 7.
The department’s contribution to these outcomes include issues of:
Artists in schools programme for outcome 1,
Job creation and economic development in outcome 4
Rural infrastructure which include libraries and legacy projects for outcome 7.

8. MANDATE
Constitution Of The Republic Of South Africa: Act XX Of 1996: Sections 16 And 30
National Film And Video Foundation Act, 1997
National Heritage Council Act, 1999
National Heritage Resources Act, 1999
National Library Of South Africa Act 1998
Pan South African Language Board Act 1995
South African Geographical Names Act 1995
South African Geographical Names Council Act 1998
South African Library For The Blind Act 1998
Cultural Institutions Act 1998
Culture Promotion Act, 1983
Heraldry Act 1962
Legal Deposit Act 1997
National Archives And Records Services Of South Africa Act 1996
National Arts Council Act, 1997
Promotion Of Access To Information Act, 2000
National Council For Library And Information Act 2001

9. UPDATED SITUATIONAL ANALYSIS
DAC has increasingly sought to support a number of emergent shifts in the arts, culture and heritage sector through the implementation of its policy and strategic intent.
DAC has recognised the need to move towards sector-wide integrated planning, a planning process that involved and recognise the environment, stakeholders and the sector at large
In adopting the integrated sector-wide strategic planning approach DAC will ensure:
Alignment of plans within the sector (DAC, Public Entities and Provincial Departments.)
Effective consultation of the arts, culture and heritage sector and taking into account genuine interests of stakeholders
A thorough analysis of the department’s strengths and weaknesses as well as the opportunities and treats presented by the outside environment 
The strategic challenges that DAC has identified as it began to consciously work on integrating the sector include (but not limited to):
The bias in the distribution of public funds, the geographical location of physical infrastructure, the dissemination of skills, the staffing, governance of institutions.
Lack of training opportunities for black South Africans, women and young people and almost no training for arts managers.
Infrastructure to support the creation and dissemination of the arts and culture is largely located within the centres of major cities.

10. PERFORMANCE DELIVERY ENVIRONMENT
Job Creation:
In the middle of the 2009/14 ToG DAC developed and approved the MGE strategy, which locates the arts and culture sector at the centre of economic development and job creation.
Since its adoption more than jobs have been created within the sector.
The department is working hard to achieve its target of creating jobs.
Support will continue to be provided to cultural events, cultural precincts, arts and culture seasons with other countries as part of MGE
Arts, culture and heritage infrastructure development will also central to job creation agenda.
Construction of new and maintenance of existing library infrastructure legacy Projects and other heritage infrastructure will continue to be part of infrastructure development.
As we move into the new financial year and the new term of office there is a need to improve statistical mapping and analysis of the contribution of arts, culture and heritage sector to the economy

11. PERFORMANCE DELIVERY ENVIRONMENT
Human Capital Development 
The department will continue with its contribution to human capital development. In 2014/15 the department plans to award 440 bursaries for heritage and language studies.
Going forward into the mid-term 900 bursaries are planned to be awarded.
This is good news for the sector as it will assist in availing skills in languages for the implementation of the language related legislations and to deal with skills deficit in the heritage sector.
The department will continue to work with the Department of Basic Education in the implementation of the Artists in Schools projects where artists are placed in schools to teach and expose young learners to various forms of art 
The remaining challenge is the ability to clearly map and identified the impact of bursaries by establishing the causal relations and identifying the tangibles.  
Language Matters
In the past year, legislation development included the Use of Official Languages Act and the South African Language Practitioners’ Council Act.
Going into the medium term, implementation and compliance monitoring of these legislative regimes will be at the centre of the work of the department.

12. UPDATED SITUATIONAL ANALYSIS
Arts, Culture And Heritage Development; Social Cohesion And Nation Building Agenda
The review of the White Paper on Arts, Culture and Heritage has meant an in-depth review of the sector.
It delves into the progress made in the sector since the advent of democracy and the approval of the 1996 White Paper.
The revised white paper on arts culture and heritage seek to strengthen and entrench the transformational agenda within the sector.
It seeks to align the arts, culture and heritage sector with the broader shifts in government policy and priorities and to elevate the sector’s contribution social cohesion, nation building and economic empowerment.
Arts and Culture Seasons are partnerships that South Africa, through the Department of Arts and Culture, forge with other countries, which provide a platform for:
Profiling and strengthen relations between SA and the other country
Fostering people to people contact and encouraging institutional collaboration
Showcasing and promoting SA arts, culture and heritage
Fostering skills transfer and development, arts education and residency programmes.
Promote market access and create demand for cultural goods, translating heritage and culture into economic gains.
Promote the sustainability of the sector.
South africa has concluded a successful arts and culture season with France where, in 2012,.
Arts and Culture Seasons with United Kingdom, China and Angola are planned for this financial year.
DAC has a government-wide responsibility of leading the social Cohesion And Nation Building programme.
DAC has to coordinate and monitore the implementation of the actions of outcome 14, coordinate and peckage the reporting to cabinet.
Within the department the Social Cohesion unit will ensure the roll-out of the programme for Social Cohesion Advocates and Community Conversations as well as the hosting of the Social Cohesion report back summit.
Developing and maintaining the Arts, Culture And Heritage Infrastructure should be intensified as it contributes in promotion, preserving and transforming the arts, culture and heritage; social cohesion and job creation.
Governance
The Department of Arts and Culture has continued to improve and sustain it governance structures and this has yielded a number of results including unqualified audit finding in the past several years in succession. It is acknowledged that a lot of work needs to be done to attain a clean audit opinion. Governance machinery of Public in Entities is also being strengthened. Improved monitoring and evaluation including site visits are planned for the next MTEF

13. UPDATED SITUATIONAL ANALYSIS
Arts, Culture And Heritage Development; Social Cohesion And Nation Building Agenda
South africa has concluded a successful arts and culture season with France where, in 2012,.
Arts and Culture Seasons with United Kingdom, China and Angola are planned for this financial year.
DAC has a government-wide responsibility of leading the social Cohesion And Nation Building programme.
DAC has to coordinate and monitore the implementation of the actions of outcome 14, coordinate and peckage the reporting to cabinet.
Within the department the Social Cohesion unit will ensure the roll-out of the programme for Social Cohesion Advocates and Community Conversations as well as the hosting of the Social Cohesion report back summit.
Developing and maintaining the Arts, Culture And Heritage Infrastructure should be intensified as it contributes in promotion, preserving and transforming the arts, culture and heritage; social cohesion and job creation.
Governance
DAC has continued to improve and sustain its governance structures and this has yielded a number of results i
Governance machinery of Public in Entities is also being strengthened.
Improved monitoring and evaluation including site visits are planned for the next MTEF

14. ORGANISATIONAL ENVIRONMENT
The strategic shifts brought by hosting the Social Cohesion Summit and adoption of MGE resulted in the strategic reorientation of the department.
Because of this organizational machinery had to be revisited so as to ensure that human capital is organized such that there is alignment with the strategy.
In 2012, Minister approved a revised organizational structure whose implementation has been continuing in a phased approach.
The Macro Structure got prominent focus in the 2013/14 financial year. 
National Treasury approved the revised budget programme structure and the implementation of this started this financial year 
The department will continue to provide on-going professional development to its employees in order to ensure development of individual talent for better individual and team contribution to the improvement of the delivery machinery of the department.

15. STRATEGIC GOALS, OBJECTIVES AND PROGRAMMES

16. STRATEGIC GOALS The following are the strategic goals of the DAC
Job Creation: Create 150,000 decent jobs in arts, culture and heritage March 2016.
Human Capital Development: Implement targeted programs that are geared towards human capital development in the arts, culture and heritage sector by 2014
Access to information: Enhance access by citizens and public institutions to accurate, reliable and timely information in their language of choice though the provision of archives, libraries, and language services
Linguistic diversity: Entrench linguistic diversity in a manner that facilitates equitable cultural expression by citizens and communities
Development, protection, preservation and promotion of arts, culture and heritage: Enhance capacity of the sector through equitable and sustainable development, protection and preservation of arts, culture and heritage (through policy development, legislative promulgation and implementation)
Governance and accountability: Align of public sector art, culture and heritage institutions around a shared vision, common mandate and strong governance and accountability

17. LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
PROGRAMME NAME
STRATEGIC GOAL
STRATEGIC OBJECTIVES
Programme 1
Administration
Enhance governance and accountability
Maintain an effective and efficient Ministry and Administration.
Develop systems, processes and controls to ensure operational efficiency and effectiveness
Provide for a capable and skilled public oriented workforce.
Enhance access to information
Promote the public profile of DAC and its programmes.

18. LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
PROGRAMME NAME
STRATEGIC GOAL
STRATEGIC OBJECTIVES
Programme 2
Institutional Governance
Development, protection, preservation and promotion of arts, culture and heritage
Build and sustain continental and international relations and partnerships
Mainstreaming of targeted groups in the arts, culture and heritage sector
Implement the social cohesion programme and coordinate outcome 14 MTSF
Governance and accountability
Strengthen institutional development and governance of DAC Institutions
Moniotor and evaluate the DAC Annual Performance Plan and Strategic Plan
Provide oversight on implementation of Infrastructure programme

19. LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
PROGRAMME NAME
STRATEGIC GOAL
STRATEGIC OBJECTIVES
Programme 3
Arts And Culture Promotion And Development
Job Creation
Implementation of the MGE objectives in support of job creation, social cohesion and sector development
Human capital development
Development of an informed and empowered sector and society on value that arts, culture and language play
Access to information
Development and sustainance of effective and efficient partnerships to create collaborative approach to the development of the arts sector and social cohesion
Linguistic diversity
Ensure that all official languages have equal status and that people are empowered to communicate in the language of choice
Development, protection, preservation and promotion of arts, culture and heritage
Creation of a holistic enabling environment for growth, transformation and social cohesion

20. LINKING GOALS, OBJECTIVES AND BUDGET PROGRAMMES
PROGRAMME NAME
STRATEGIC GOAL
STRATEGIC OBJECTIVES
Programme 4
Heritage Preservation And Promotion
Job Creation
Implement programmes for socio-economic development.
Human capital development
Build capacity in the heritage sector
Develop, protect, preserve and promote arts culture and heritage
Strengthening strategic partnerships internally and externally to preserve and promote South Africa heritage
Regulate the management of records across the public service
Transform South Africa’s heritage, archives and library sector
Promote nation building and social cohesion
Provide adequate and modern infrastructure for archives, museums and libraries

21. INDICATORS ESTIMATES OF EXPENDITURE ESTIMATES (ENE) INDICATORS &
OUTCOME 14 MTSF INDICATORS

22. SELECTED INDICATORS FOR ESTIMATE OF NATIONAL EXPENDITURE
In total the DAC APP has 23 programme performance indicators with 94 annual target
In the following templates only “Estimate of National Expenditure Indicators” and “MTSF Outcome 14 Indicators” have been captured
These indicators are part of the APP and they measure some of the annual targets of the APP
They have been selected because of their high impact nature in tracking progress made by DAC to national Outcomes
The National Treasury and the DPMEP requires that the Department reports on these ENE and Outcome 14 Indicators every quarter
It is recommended that these ENE and Outcome 14 indicators form the basis for our quarterly reporting to the Portfolio and Select Committees
This will assist in streamlining reporting and allows for consistency

23. ESTIMATE OF NATIONAL EXPENDITURE INDICATORS
2014/15 TARGET
PROGRAMME
DAC STRATEGIC GOALS
GOVERNMENT OUTCOME
Number of community conversations held per year 45
Institutional Governace
Development, protection, preservation and promotion of arts, culture and heritage
Outcome 14
Number of artist placed in schools per year
240
Human capital development
Job Creation
Outcome 12
Outcome 4
Number of cultural events hosted per year 22
Arts Culture Promotion & Development
Number of jobs created in cultural events per year
28 200
Number of language practice bursaries awarded per year
320
Number of heritage studies bursaries awarded per year
120

24. ESTIMATE OF NATIONAL EXPENDITURE INDICATORS
2013/14 TARGET
PROGRAMME
DAC STRATEGIC GOALS
GOVERNMENT OUTCOME
Number of poles and flags installed in schools
15 000
Arts Culture Promotion & Development
Development, protection, preservation and promotion of arts, culture and heritage
Job Creation
Outcome 4
Outcome 14
Number of handheld flags distributed per year
Number of community libraries upgraded per year 45
Outcome 12
Number of new community libraries built 17

25. OUTCOME 14 MTSF INDICATORS

26. Fostering Constitutional Values
Key Action
Indicator
2019 Target
2014/15 Target
Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools
Preamble of the Constitution said in school assemblies (ALL Schools)
100% compliance
Preamble of the Constitution said in school assemblies 6000 schools (25% compliance)
All Schools fly the national flag
75% of Schools fly the national flag
Booklet and Poster (Frame) of national symbols and orders distributed to all schools
50% of schools have booklet and poster for national Symbols and Orders
Use National Days as a platform for promoting Constitutional Values
Number of national days hosted and celebrated
7 national days hosted and celebrated

27. Equal Opportunities, Inclusion And Redress
Key Action
Indicator
2019 Target
2014/15 Target
Promote heritage and culture: Ensure government invests in the cultural and creative industries,
heritage infrastructure in rural areas built and maintained
2 heritage sites build/year & 100% maintenance of existing rural infrastructure
2 heritage sites built
100% maintenance of existing rural infrastructure
National Cultural Institute of South Africa (NaCISA) established
1 National Cultural Institute of South Africa (NaCISA) established
Launch of NACISA and a Sod turning ceremony done
Sourcing Enterprise and the Art Bank of South Africa
1 Sourcing Enterprise and the Art Bank of South Africa
Feasibility and Business plan finalized for Sourcing Enterprise
1st phase of Art Bank implemented as per approved business plan
Cultural Observatory established
1 cultural observatory established
Cultural Observatory IT infrastructure established & 1 Mapping study conducted
Number of libraries built
95 libraries built
17 libraries built

28. Equal Opportunities, Inclusion And Redress
Key Action
Indicator
2019 Target
2014/15 Target
Number of Community Arts Centres built
1 CAC/ward
Finalization of strategy and concepts to roll-out CAC/ward programme
Number of projects completed for liberation heritage routes
12 projects completed for liberation heritage routes
2 projects completed for the liberation heritage route completed
National heroes celebrated and related artwork for healing promoted
2 movies produced on African civilizations such as Mapungubwe
Conceptualization and commissioning done
1 move/year that dramatizes the lives of other liberation heroes such as Steve Biko, Mangaliso Sobukwe, Mantantise
1 movie that dramatizes the lives of other liberation heroes produced

29. Equal Opportunities, Inclusion And Redress
Key Action
Indicator
2019 Target
2014/15 Target
Build non-racialism through community dialogues and hosting of national summit on Action Plan to combat racism, racial discrimination, xenophobia and related intolerance
Number of Community Conversations on social cohesion and nation building conducted
150 Community conversations held
18 Community conversations held
Social Cohesion report back Summit hosted and Social Cohesion Advocates programme rolled-out
Social Cohesion Report Back Summit hosted in 2014 and 50 public platforms for Social Cohesion Advocates
Social Cohesion Report Back Summit hosted and 10 public platforms for Social Cohesion Advocates
Promote social cohesion in schools
Number of Artist placed in schools
2000 Artist placed in schools
240 Artist placed in schools
Transform the utilization of currently marginalised languages
Implementation of the “Use of Official Languages Act” and the “South African Language Practitioners Council Bill”
At least one African language included in all official correspondence depending on province.
Finalise the processes of the South African Language Practitioners Bill

30. 2013/14 BUDGET ESTIMATES AND LINK TO OTHER PLANS

31. BUDGET SUMMARY TOTALS PER FINANCIAL YEAR
Programmes
2014/15
2015/16
2016/17
R’000
Administration
228,266
239,818
253,636
Institutional Governance
99,808
104,732
110,626
Arts and Culture Promotion and Development
1,032,876
1,091,135
1,139,566
Heritage Promotion and Preservation
2,163,798
2,536,150
2,681,395
Grand Total
3,524,748
3,971,835
4,185,223 4

32. BUDGET SUMMARY TOTALS PER ECONOMIC CLASSIFICATION
2014/15
2015/16
2016/17
R’000
Compensation
209,910
222,950
237,883
Goods & Services
480,355
499,354
537,732
Conditional Grant (Community Libraries)
1,016,210
1,340,562
1,411,612
Departmental Agencies & Accounts (Public Entities)
1,643,440
1,724,002
1,815,954
Higher Education Institutions
12,470
14,239
14,453
Foreign Govn & International Organisations
3,009
3,197
3,403
Public Corporations
2,400
2,500
Non-Profit Institutions
121,901
129,222
123,628
Households (Project funding)
27,655
28,071
29,910
Capital Assets
7,398
7,738
8,148
Grand Total
3,524,748
3,971,835
4,185,223 5

33. 2014/15 : WHERE FUNDS WILL BE SPENT6

34. 2014/15 : HOW FUNDS WILL BE SPENT7

35. 2014/15 : HOW FUNDS WILL BE SPENT WITHIN DAC8

36. 2014 ENE BASELINE REDUCTIONS
2014/15
2015/16
2016/17
R’000
Goods and Services : Mzansi Golden Economy
(2,409)
(2,539)
(2,675)
National Arts Council of South Africa: Operations
(950)
(1,001)
(1,054)
Grand Total
(3,359)
(3,540)
(3,729) 9

37. EARMARKED/RING-FENCED FUNDS
2014/15
2015/16
2016/17
R’000
Community Library Services (National)
23,615
28,695
32,467
Pan South African Language Board
83,497
87,338
91,967
Capital Works: Infrastructure at Public Entities
540,083
564,927
594,869
National Film & Video Foundation: Development of local film industry
62,466
65,339
68,802
Bursaries for Heritage Professionals
4,770
4,989
5,253
Mzansi Golden Economy Strategy Projects
267,644
279,839
294,668
Community Library Services Grant
1,016,210
1,340,562
1,411,612
Grand Total
1,998,285
2,371,689
2,499,638 10

38. SUMMARY OF BUDGET PER PROGRAMME AND ECONOMIC CLASSIFICATION11

39. PROGRAMME 1: ADMINISTRATION
Economic Classification
2014/15
2015/16
2016/17
R’000
Compensation of Employees
81,583
86,604
92,445
Goods and Services (Departmental Activities)
52,747
54,957
57,726
Office Accommodation (Goods & Services)
86,538
90,519
95,317
Payments for Capital Assets
7,398
7,738
8,148
Total
228,266
239,818
253,636 12

40. PROGRAMME 2: INSTITUTIONAL GOVERNANCE
Economic Classification
2014/15
2015/16
2016/17
R’000
Compensation
28,379
30,079
31,998
Goods & Services
47,302
49,416
52,053
Foreign Govnments & International Organisations
1,909
1,997
2,103
Non-Profit Institutions
21,718
22,740
23,972
Households (Project funding)
500
Grand Total
99,808
104,732
110,626 13

41. PROGRAMME 3: ARTS AND CULTURE PROMOTION AND DEVELOPMENT
Economic Classification
2014/15
2015/16
2016/17
R’000
Compensation
46,169
49,132
52,500
Goods & Services
221,168
228,903
248,980
Departmental Agencies & Accounts
643,717
684,265
711,001
Higher Education Institutions
7,700
9,250
9,200
Public Corporations
2,400
2,500
Non-Profit Institutions
84,599
89,572
86,053
Households (Project funding)
27,123
27,513
29,332
Grand Total
1,032,876
1,091,135
1,139,566 14

42. PROGRAMME 4: HERITAGE PROMOTION AND PRESERVATION
Economic Classification
2014/15
2015/16
2016/17
R’000
Compensation
53,779
57,135
60,940
Goods & Services
72,600
75,559
83,656
Provinces and Municipalities (Conditional Grant)
1,016,210
1,340,562
1,411,612
Departmental Agencies & Accounts
999,723
1,039,737
1,104,953
Higher Education Institutions
4,770
4,989
5,253
Foreign Governments & International Organisations
1,100
1,200
1,300
Non-Profit Institutions
15,584
16,910
13,603
Households (Project funding) 32 58 78
Grand Total
2,163,798
2,536,150
2,681,395 15

43. ALLOCATIONS TO PUBLIC ENTITIES16

44. Arts Institutions Playhouses 2014/15 R ’000 2015/16 R’000 2016/17
Artscape (Subsidy)
50,755
53,090
55,904
Artscape (Capital Transfer)
47,950 -
Market Theatre (Subsidy)
27,810
29,089
30,631
Market Theatre (Capital Transfer)
29,000
28,000
Performing Arts Centre of The Free State (Subsidy)
37,690
39,424
41,513
Performing Arts Centre of The Free State (Capital Transfer)
15,348
21,332
12,692
Playhouse Company (Subsidy)
43,085
45,076
47,465
Playhouse Company (Capital Transfer)
19,400
36,200
46,100
State Theatre (Subsidy)
45,028
47,099
49,595
State Theatre (Capital Transfer)
14,080
13,854
10,150
Windybrow Theatre (Subsidy)
10,703
11,195
11,788 17

45. Arts Institutions Arts Institutions 2014/15 R ’000 2015/16 R’000
2016/17
R’000
National Arts Council
91,865
96,089
101,182
National Arts Council ( Capital Transfer)
11,000
12,000
15,000
National Cultural Industries Skills Academy
10,000
12,100
Business Arts of South Africa
7,312
7,648
8,053
National Film and Video Foundation Total Allocation
121,588
131,721
142,907
National Film and Video Foundation - Development of local film
industry
62,466
65,339
68,802
National Film and Video Foundation (Subsidy)
49,122
51,382
54,105
National Film and Video Foundation (Capital Transfer)
20,000 18

46. Heritage Institutions Heritage Institutions
2014/15
R ’000
2015/16
R’000 
2016/17
R’000
Afrikaanse Taalmuseum
5,308
5,597
5,894
Afrikaanse Taalmuseum ( Capital Transfer)
6,000
7,637 -
Engelenburg House Art Collection
289
302
318
Freedom Park Trust
70,470
73,712
77,619
Freedom Park Trust ( Capital Transfer)
2,000
9,131
8,166
Iziko Museums of Cape Town
65,331
68,336
71,958
Iziko Museums of Cape Town ( Capital Transfer)
40,847
50,100
40,000
Luthuli Museum
8,890
9,329
9,848
Luthuli Museum (Capital Transfer)
2,083
2,800
18,359
KwaZulu-Natal Museum
17,376
18,175
19,138
KwaZulu-Natal Museum ( Capital Transfer)
8,356
12,103
16,181
National Heritage Council
55,917
58,475
61,574
National Museum
41,085
43,333
45,630

47. Heritage Institutions Heritage Institutions
2014/15
R ’000
2015/16
R’000 
2016/17
R’000
National Museum (Capital Transfer)
11,430
16,500
22,500
Nelson Mandela Museum
20,124
21,143
22,264
Nelson Mandela Museum ( Captial Transfer)
4,414
550 -
Robben Island Museum
65,414
68,419
72,045
Robben Island Museum (Capital Transfer)
29,110
33,167
52,396
South African Heritage Resources Agency
46,417
48,552
51,125
South African Heritage Resources Agency (Capital Transfer)
1,000
5,950
3,900
National English Literary Museum
8,657
9,055
9,535
National English Literary Museum ( Capital Transfer)
39,872
32,000
20,000
Voortrekker/Msunduzi Museum
11,935
12,484
13,146
Voortrekker/Msunduzi Museum (Capital Transfer)
13,028
2,000
War Museum of the Boer Republics
8,613
9,121
9,604
War Museum of the Boer Republics ( Capital Transfer)
856
William Humphreys Art Gallery
5,960
6,234
6,564
William Humphreys Art Gallery ( Capital Transfer)
500
2,500

48. Heritage Institutions
2014/15
R ’000
2015/16
R’000 
2016/17
R’000
Ditsong Museum
66,350
69,402
73,080
Ditsong Museum ( Capital Transfer)
28,745
4,089
3,000
Libraries
National Library of South Africa
72,387
75,716
79,729
National Library of South Africa ( Capital Transfer)
5,451
4,143
2,513
Blind South Africa
6,795
7,108
7,485
Blind South Africa ( Capital Transfer)
1,345 -
4,750
South African Library for the Blind
16,612
17,376
18,297
South African Library for the Blind ( Capital Transfer)
2,165
4,645
5,250
Constitutional Institution
The Pan South African Language Board (PanSALB)
83,497
87,338
91,967

49. 2014/15 KEY HIGHLIGHTS
The re-classification of Transfer Payments implemented by Treasury;
No additional funding allocated to the Department in the 2014/15 ENE;
Cost containment measure to be implement over the medium term;
Commitment register: committed projects and goods and services transactions;
List of Transfers for committed projects will be provided by the Budget Office to the relevant Programmes;
Alignment of budget to Annual Performance Plan (APP);
The Department to provide the documented process following the call for proposals, the criteria applied at each phase of the process as well as any conditions set to National Treasury.

50. WAY FORWARD Currently finalising the annual report
Have started the process of rolling out the sector-wide strategic planning process
Consultations with the sector will start from the 10th July 2014
Strategic planning retreat is planned for the last week of July 2014
First draft of the Strategic Plan and APP will be ready by 30 August 2014
The second draft in November and the final drafts in February 2015

51. NGIYABONGA KAKHULU