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www.statetheatre.co.za. PRESENTATION TO PARLIAMENT. PORTFOLIO COMMITTEE ON ARTS AND CULTURE (24 October 2012). CONTENT. Overview Vital Statistics Background Strategic Performance Statistics Operational Indicators Human Resources Information Technology Governance and Audit Report
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www.statetheatre.co.za PRESENTATION TO PARLIAMENT PORTFOLIO COMMITTEE ON ARTS AND CULTURE (24 October 2012)
CONTENT Overview Vital Statistics Background Strategic Performance Statistics Operational Indicators Human Resources Information Technology Governance and Audit Report Financial Performance Key Focus Areas Conclusion
This presentation is intended to provide the Portfolio Committee with an overview of the performance of the South African State Theatre in 2011 – 2012 as contained in its Annual Report for the same period and includes: Background to the Annual Report Statistical Information Findings of the Audit Report Financial Performance Key Focus Areas 1. OVERVIEW
Budget R71 827 041 Revenue R25 155 498 OPEX Grant Funding R37 199 594 CAPEX Grant Funding R5 014 152 Total Employees 119 Total Performance Venues 6 Total Performances 580 Total Attendance 139 224 2. VITAL STATISTICS, 2011 - 2012 www.statetheatre.co.za
BACKGROUND 3.1 Mandate and Role 3.2 Vision, Mission and Values 3.3 Chairperson’s Report 3.4 CEO’s Report 3.5 Artistic Director’s Report 3.6 Strategic Objectives
3.1 Mandate and Role Constitutional Mandate The mandate of the SA State Theatre is derived directly from the legislative mandate of the Department of Arts and Culture which in turn comes from the Constitution of the Republic of South Africa Act, 1996. Legislative Mandate As a Cultural Institution we are established under the auspices of the Department of Arts & Culture and are then bound by the Public Finance Management Act 1 of 1999 (PFMA) as well as other applicable legislation. Policy Mandate The SAST has aligned its legislative mandate to the Department of Art and Culture’s drivers, outcomes and/or outputs.
3.2 Vision, Mission and Values Vision The South African State Theatre as a national flagship aspires to be a world leader in the performing arts. Mission • identify, develop and present the very best performing arts work, • provide programmes which ensure self-generated income, • provide opportunities for the development of emerging arts practitioners, • promote diversity and develop new audiences, and • develop, maintain and upgrade our unique theatre facilities. Core Values Celebration of Excellence - Opportunity and Access - Openness and Integrity - Freedom of Expression - Accountability
3.3 Chairperson’s Report Financial results The South African State Theatre has managed to meet its financial objectives and increase its self-generated income with further increases projected through to 2015. Systems and controls Systems upgrades are being made and controls put in place to monitor performance and make continuous improvements. Corporate governance Strengthening of corporate governance practices continues to be a key focus of the Council and Management; both are confident that progress is being made and risks are identified and mitigated in a timely and efficient manner.
3.3 Chairperson’s Report, continued Revised strategic plan 2012 – 2015 We continue to periodically review the Strategic Plan and take actions consistent with meeting our core business objectives and responding to the changing business environment. Monitoring and measurement techniques are employed to ensure compliance with regulatory bodies and enable The State Theatre to achieve its financial and strategic objectives for the 2012/13 year.
3.4 CEO’s Report • Our facility • Mandate obligations versus economical imperatives • The industry • Funding • Clean administration • The immediate future
3.5 Artistic Director’s Report Actors, Dancers, and Technicians 509 Performances 580 Audience Attendance 139 224 Tickets Sold 124 602 (Used: 106 951) Complimentary Tickets Issued 49 539 (Used: 32 273) Total Tickets Sold & Complimentary 174 141 Naledi Awards Won 8
3.5 Artistic Director’s Report, continued Artistic Programme • Opera • Drama • Arena • Rendezvous • Momentum
3.5 Artistic Director’s Report, continued Development Programme • 52 Seasons • Supported by National Lottery • 7 Productions • Momentum Theatre Venue • Tshwane University Of Technology • Fieldwork programme • 19 Community Groups
OPERATIONAL INDICATORS 5.1 Operational Indicators 5.2 Historical Operational Indicators
HUMAN RESOURCES 6.1 Organisational Structure 6.2 Human Resources Strategy 6.3 Employment Equity Programme
6.2 Human Resources Strategy • Minimise Industrial disputes • Compliance with the Labour Law • Recruitment process efficiency • Customer Care Training • Improve internal communications • Develop a learning culture • High level of skill and care in administration • Awards for good practice • Transformation staffing of competent individuals
Focus areas: Acquisition of Event and Programme Software; Acquisition of Pastel Payroll; Integration of Pastel Payroll with Pastel Evolution Accounting; Implementation of Fixed Assets Management Software to accurately manage asset values; Upgrade Server Software from Small Business 2003 to SB 2008; Standardise Windows platform and upgrade to Windows 8 when it become available; and To review the Internet Service Provider to ensure best value for money and maximise functionality. 7. INFORMATION TECHNOLOGY
8. GOVERNANCE AND AUDIT REPORT Basis for qualified opinion 1. Trade and other payables from exchange transactions No system of control over the recording of outstanding invoices at year-end and no reasonable assurance that all outstanding invoices have been accrued or provided for. 2. Irregular expenditure Payments were made in contravention of the supply chain management requirements amounting to R1 563 712 (2011: R8 810 367). No system of control over irregular expenditure.
FINANCIAL PERFORMANCE 9.1 Statement of Financial Performance 9.2 Statement of Financial Position 9.3 Statement of Changes in Net Assets 9.4 Cash Flow Statement 9.5 Statement of Comparison of Actual & Budget Amounts
10. KEY FOCUS AREAS • Clean Administration through the centralisation of Procurement & Implementation of Compliant Asset Management Processes & Controls • Implementation of Audience Development Programme in partnership with external stakeholders • Improve Income from Self-generated Productions • Expand Scope of Development efforts & Introduce Partnership Approach • Introduce Human Resources Grading and Performance Management System • Introduce Career Development Programmes for Staff Development • Introduce Compliance Management
11. CONCLUSION The South African State Theatre remain and iconic institution. We are striving to consistently meet this standard in our programme content, patron entertainment experience and in our administration. Our intentions are well facilitated through “fit for purpose” operational activities. There is increased pressure on our organization to become financially sound due to imminent Department of Treasury budget restrictions. We are strategically enabling ourselves to increase and improve our income streams. This will enable us to drive key projects, aimed at improving our business holistically. We are ready for the future.
