ANNUAL REPORT | National Arts Council

ANNUALREPORT2020/21

2 | NATIONAL ARTS COUNCIL

PART A: GENERAL INFORMATION

ANNUAL REPORT 2020/21 3

NATIONAL ARTS COUNCIL ANNUAL REPORT FOR 2020/21

PART A:GENERAL INFORMATION

1. PUBLIC ENTITY’S GENERAL INFORMATION ............................................................................. 07

2. LIST OF ABBREVIATIONS / ACRONYMS ..................................................................................... 08

3. FOREWORD BY THE CHAIRPERSON .......................................................................................... 09

4. FOREWORD BY THE CHIEF EXECUTIVE OFFICER ............................................................... 11

5. STATEMENT OF RESPONSIBILITY .................................................................................................. 13

6. STRATEGIC OVERVIEW ........................................................................................................................ 14

• Vision ..................................................................................................................................................................... 14

• Mission ..................................................................................................................................................................... 14

• Values ..................................................................................................................................................................... 14

7. LEGISLATIVE AND OTHER MANDATES ....................................................................................... 15

8. ORGANISATIONAL STRUCTURE ...................................................................................................... 16

PART B:PERFORMANCE INFORMATION

1. AUDITOR’S REPORT: PREDETERMINED OBJECTIVES ....................................................... 19

2. SITUATIONAL ANALYSIS ...................................................................................................................... 20

2.1. External Environment Analysis .................................................................................................. 23

2.2. Key Policy Developments and Legislative Changes ........................................................ 24

3. PERFORMANCE INFORMATION BY PROGRAMME .................................................................. 24

3.1. Programme 1: Arts Administration .............................................................................................. 28

3.2. Arts Administration and Funding ................................................................................................ 37

4 NAC GRANT BENEFICIARIES SUCCESS STORIES 2020/21 ................................................ 40

Beneficiaries Success Stories ............................................................................................................... 40

• SUB-PROGRAMME 1 ADMINISTRATION: Marketing and Communications ........ 46

• SUB-PROGRAMME 2: ADMINISTRATION: Human Resources, IT, and

Financial Administration ......................................................................................................................... 47

5. REVENUE COLLECTION ....................................................................................................................... 53

6. CAPITAL INVESTMENT .......................................................................................................................... 53



PART C:GOVERNANCE1. INTRODUCTION .......................................................................................................................................... 54

2. PORTFOLIO COMMITTEE ...................................................................................................................... 56

3. EXECUTIVE AUTHORITY ......................................................................................................................... 56

4. THE ACCOUNTING AUTHORITY (COUNCIL) ................................................................................ 57

5. RISK MANAGEMENT ................................................................................................................................ 72

6. INTERNAL AUDIT ....................................................................................................................................... 72

7. AUDIT, AUDIT AND RISK COMMITTEE ........................................................................................... 73

8. COMPLIANCE WITH LAWS AND REGULATIONS ..................................................................... 76

9. FRAUD AND CORRUPTION .................................................................................................................. 76

10. MINIMISING CONFLICT OF INTEREST ............................................................................................ 77

11. CODE OF CONDUCT ................................................................................................................................ 78

12. HEALTH, SAFETY AND ENVIRONMENTAL ISSUES .................................................................. 78

13. COMPANY/BOARD SECRETARY ....................................................................................................... 79

14. AUDIT AND RISK COMMITTEE REPORT ........................................................................................ 80

15. B-BBEE COMPLIANCE PERFORMANCE INFORMATION ..................................................... 81

PART D:HUMAN RESOURCE MANAGEMENT1. INTRODUCTION .......................................................................................................................................... 83

2. HUMAN RESOURCE OVERSIGHT STATISTICS ............................................................................ 84

PART E:FINANCIAL INFORMATIONGENERAL INFORMATION ...................................................................................................................................... 89

INDEX ................................................................................................................................................................................ 90

ANNUAL FINANCIAL STATEMENTS ................................................................................................................. 91

ANNEXURES ................................................................................................................................................................. 151



PART A:GENERAL INFORMATION



PUBLIC ENTITY’S GENERAL INFORMATION

REGISTERED NAMENational Arts Council of South Africa (NAC)

REGISTRATION NUMBER1989/001413/08

OFFICE ADDRESS66 Margaret Mcingana Street,NewtownJohannesburg

POSTAL ADDRESSPO Box 500Newtown2113

TELEPHONE NUMBER+27 11 838 1383 | +27 87 7000 683

FAX NUMBER+27 11 838 6363

EMAIL [email protected]

WEBSITE ADDRESSwww.nac.org.za

EXTERNAL AUDITORSThe Auditor-General of South Africa61 Central StreetJohannesburg

BANKERSABSA Bank15 Alice LaneSandton2196

COMPANY SECRETARYFirst Corporate SecretariesJuly 2019 – July 2022



LIST OF ABBREVIATIONS/ACRONYMS

AOAccounting Officer

AAAccounting Authority

ADOArts Development Officer

AFSAnnual Financial Statements

AGSAAuditor-General of South Africa

APPAnnual Performance Plan

ARCAudit and Risk Committee

B-BBEEBroad-Based Black Economic Empowerment

CBOCommunity-Based Organisation

CEOChief Executive Officer

CFOChief Financial Officer

COOChief Operating Officer

DACDepartment of Arts and Culture

DSACDepartment of Sports, Arts and Culture

EAExecutive Authority

GMSGrant Management

HRHuman Resources

ITInformation Technology

MECMember of Executive Council

MinMECMeeting of Minister and MECs

MTEFMedium-Term Expenditure Framework

NACNational Arts Council

NGONon-Governmental Organisation

NPONon-Profit Organisation

PACCsProvincial Arts and Culture Councils

PFMAPublic Finance Management Act

SMMESmall, Medium and Micro Enterprises

SCMSupply Chain Management

TAUTechnical Assistance Unit, A division of the National Treasury

TICTechnical Implementation Committee

TRTreasury Regulations



H.R.H Princess Celenhle Dlamini CHAIRPERSON - National Arts Council

“On behalf of the National Arts Council (NAC) and Staff, it is my pleasure to present the annual report for the financial year 2020/2021. The NAC is the largest South African Arts, Culture & Heritage funding institution under the Department of Sports, Arts and Culture and it is presenting the results of its financial and programme performance for the aforementioned financial year.”

I am pleased to report that the National Arts Council has achieved an unqualified audit for the year under review. This achievement

has been against a backdrop of challenging conditions that the entity and sector as a whole has had to endure. We present this Annual Report mindful of the effort that the previous Council made in ensuring that the National Art Council was able to fulfil its mandate, albeit under very difficult conditions as the country had to battle with the Covid-19 pandemic.

At the end of December 2020, the term of office of the erstwhile National Arts Council, under the leadership of Mr. Hartley Ngoato came to an end. I would like to thank and acknowledge the significant contribution, leadership, stewardship, and dedication extended towards the entity by the previous Chairperson and the Council members during their tenure. I am honoured to have joined the calibre of new Council members who bring to the entity immeasurable collective expertise and knowledge to make a meaningful contribution to the National Arts Council.

Together we will be able to achieve our ambition of being a leading funding partner that delivers public value by fostering the development, promotion and sustainability of the arts, culture and heritage sector.

This Council took over the reins from the previous Council with only three (3) months remaining before the conclusion of the 2020/2021 financial year.

We took over the reins noting that our responsi-bility as the new Council, would need to ensure that the National Arts Council, regardless of the pandemic, was not distracted from its responsibility to ensure that, among other deliverables, the entity:

(i) Provides and encourages the provision of opportunities for cultural and creatives practitioners to practise their craft;

(ii) Provides a platform for the protection and promotion of the diversity of cultural expressions;

(iii) Fosters the expression of a national identity and consciousness by means of the arts; and

(iv) Gives the historically disadvantaged the requisite assistance and resources they need while addressing the historical imbalances that hinder their artistic excellence.

In addition, during the 2020/21 financial year the National Arts Council had to perform additional responsibilities over and above those stipulated in its Annual Performance Plan and reflected in the Shareholder Compact.

FOREWORD BY THE CHAIRPERSON



H.R.H Princess Celenhle DlaminiChairpersonNational Arts Council

This was evident in the funds received during the period under review, which were in excess by a further R330 million, compared to its annual grant funding of R122.1 million as per the approved budget.

The additional funding received from the Department of Sports, Arts & Culture (DSAC) was a result of the National Arts Council having to administer the disbursement of both the First and Second Wave Covid-19 Relief Funding, as well as the Presidential Employment Stimulus Package (PESP). This added responsibility on the National Arts Councils’ normal deliverables was also further complicated by the fact that the entity’s staff had to work remotely for most of the financial year due to the lockdown conditions as set by Government. With a permanent staff complement of only twenty seven (27) employees, it is highly commendable that NAC still managed to achieve above-average performance, achieving 71% of its predetermined objectives.

I am pleased to note that, despite the unprecedented challenges posed by Covid-19, which brought our economy to a near-standstill and as a result posed significant challenges specifically to the arts, culture and creative sectors, the National Arts Council from its annual budget allocation was able to provide funding to 209 projects across the five (5) programmatic areas, as well as granting 69 bursaries to deserving post-graduate students at 20 institutions abroad and locally.

The National Arts Council funding, relative to the size and the demand of the industry, is still a far cry from what it should be, but we appreciate that our government continues to fund the cultural and creative sector. However, research shows that the cultural and creative industries contribute almost R80 billion to the national fiscus, in terms of GDP, and over 1 million jobs (7.03%), as revealed by the South African Cultural Observatory (SACO). There is still so much work that needs to be done to ensure that there is a viable funding model and proper recognition of this sector as one of the key contributors to the creative economy of our country.

In October 2020, The President of South Africa, Honourable Cyril Ramaphosa, announced the launch of the Presidential Employment Stimulus Programme (PESP), aimed at stimulating the economy through job retention while creating new jobs. Hon. Nkosinathi Mthethwa, Minister of Sports, Arts and Culture, tasked the National Arts Council to manage the disbursement of PESP funds to artists, creatives, heritage sector workers and culture workers. This Annual Report is presented when the National Arts Council is in the middle of disbursing grants to the successful PESP beneficiaries.

As a Council we were heartened by the creativity of the arts practitioners who responded to the call for funding and were invited to imagine the unimaginable, in order to get the industry working again. The fact that the 1 331 successful applicants presented projects that created thousands of employment opportunities shows the potential of this industry if enough support and focus is provided. Through the PESP, the National Arts Council facilitated the creation of over 20 000 jobs. We are immensely grateful to all our successful beneficiaries who agreed to the National Arts Council adjusting the guiding figure for the PESP budget to accommodate an additional 761 successful artists to also receive funding. We acknowledge the difficulty that some beneficiaries experienced due to these adjustments. However, your selflessness allowed your fellow brothers and sisters in the arts to also participate in this much-needed Presidential Covid Relief Intervention. As an entity, we are working hard, with renewed vigour, to ensure that overall internal controls are improved so we can achieve operational efficiency and improved corporate governance and the entity never again experiences the delays that occurred in the disbursement of the R300 million PESP funds. I would like to recognise with appreciation the invaluable contribution made by the National Arts Council Executive, Management, Staff, Temporary Staff and Panel Members who assisted in ensuring that our mandate for the entity was delivered.

The relationship with our stakeholders, namely: The National Department of Sports, Arts and Culture, all Provincial Arts & Culture departments, and the various arts and culture practitioners and organisations is critical to the sustainability of our business and I thank them for their continued support, guidance and engagement.

We would like to pay honour and respect to our esteemed Council Member, the legendary musician, Dr. Advocate Steve Kekana, who passed away after a short illness. He will be remembered for his astute leadership and contribution to the National Arts Council, and for the role he played in advancing the role of people with disabilities in the arts. In conclusion, I would like to take the opportunity of thanking Hon. Minister Nathi Mthethwa (Department of Sports, Arts & Culture) for entrusting my fellow National Arts Council Members and myself with the honour of defining the agenda of Arts and Culture in South Africa over the next four years. As Pablo Picasso once said, “Art washes away from the soul the dust of everyday life”, and in our so-called “new normal” way of life I think everyone could use a little cleansing of the soul.



Julie DiphofaACTING CEO - National Arts Council

FOREWORD BY ACTING CEO4

Looking at the previous year we can without a doubt say that it was nothing short of exceptional for the National Arts Council, but

in the same breath arguably a turning point. As we reflect, even now, we find ourselves still caught up in the pandemic and its effects. The Arts sector will inevitably look different in the future than what it was before the outbreak of coronavirus. The new circumstances of proximity and distance, the hybrid state of physical and virtual reality have displaced the familiar.

We have seen a steady shift with tinges of permanently changing the ways we previously used to function. The brutal reality of the pandemic has highlighted flaws in some areas of our system just as it did with many sectors in our global community.

The pandemic has brought on an urgency that set off a series of events that needed quick thinking and viable solutions. With all the means at our disposal, all too soon did it became painfully clear that coronavirus would have profound, and in some cases, irreparable societal effects that would further exacerbate existing inequalities. The Arts sector completely shut down and as we all know the work of the sector involves audiences. This dynamic entailed that the sector had to move with agility to adapt to the new conditions and reimagine ways of engaging and reaching audience.

We were given the opportunity to run the Presidential Employment Stimulus Programme on behalf of the Department of Sport, Arts and Culture, which had a significant impact on the way we performed as the National Arts Council. This meant operating at more than tenfold speed and capacity to meet the desired outcomes of the tremendous obligation that came with the opportunity, which we fulfilled and managed to achieve 75% of our performance information targets. We’ve always done well over the past years in consistently meeting our targets; however, the previous year saw us receive an unqualified audit for the first time in more than 6 years.

This was due to the additional work we took on, the organisation was stretched to capacity and we were significantly tested.

Not only did we do our own mandated work of funding processes, which gave us clean audits, in addition, we administered the 1st Wave Relief payments on behalf of the Department of Sport, Arts & Culture and took on the administration of processing of 2nd Wave Relief, reviewing and assessing applications through our application process. This saw many of our dedicated staff burning more than their recommended daily amounts of midnight oil to meet the requirements of the additional tasks allotted to them. With a lot of the spaces closed and people not being able to go anywhere there was no cultural exchange and artistic experimentation, which meant no income and revenue for creatives. The NAC was then tasked to assist in disbursing funds to cushion the sector.

The Presidential Employments Stimulus Programme was a response to the severe economic impact of the coronavirus pandemic on the arts sector. The aim was to create new jobs, provide support for livelihoods and protect existing jobs in our vulnerable sector. This extended our mandate as the NAC slightly, and we had to gear ourselves to take over Heritage programmes as well.

At the time the National Heritage Council was undergoing challenges and there were rising concerns regarding them being able to fulfil the requirements of the project. We were then roped in. We also had to conduct a large number of contact sessions virtually, given that pre-covid we covered ground through doing provincial road shows where we would get people in one venue, give a presentation, and engage them through activities,



show them how to fill in the application form, and have extensive discussions on the funding criteria, and what the concept of the project was about. Under the circumstances we ran quite a number of virtual contact sessions for sector briefings. These were to assist with understanding what the project was about, how the assessment criteria is going to work as well as how to navigate our grant management system.

Art offers a collective, sensitive, free and lively artistic experience that I believe must be shared with as many people as possible. During the long months the sector was completely closed for performances to the public, we were reminded of the importance and necessity of both cultural artistic expression and the places where we come together, connect with others and the world, to explore political or philosophical ideas, question our society and our times, and dream about our future.

In preparation for hosting our strategy we invited sector representative organisations to give us their views on the NAC and how they thought we were performing. We also welcomed their recommendations on what we needed to strengthen as well as what we should avoid doing. We took the feedback and analysed it. The external evaluation revealed that as part of a fruit-bearing strategy our focus must be to introduce measures to help creative professionals and emerging talents with skills around the business of the arts, entrepreneurial development and the necessary tools needed for their development. Most of the NAC’s respondents require financial support and in order for them to get financial assistance they need to be able to get onto our Grant Management System (GMS) and apply online. However, there are still those on the margins of our society who still need to apply manually. We have taken on a hybrids system of accessing funding both through the GMS and applying manually.

Not everyone has the bandwidth that will allow them to do so, thus we’ve opted as a solution for the use of a hybrid model. As part of skills development, we want to create added value for our beneficiaries in the sector by facilitating market access, supporting professionalisation and by building a network that makes knowledge and know-how information readily available. The key to this lies in strategic partnerships and collaboration between the entity and organisations that can assist with capacity building.

As we look at the artistic and cultural business developmental needs of the sector, we want our beneficiaries to be positioned in such a way that they are able to make an impact in their areas. In our efforts to fund for impact we must go beyond just providing financial support.

The strategic vision we have encompasses a strengthening of partnership programmes as our mandate as the NAC is quite diverse.

There are nine provinces, each with artists and creatives all looking to us to provide support and with the funding that we have, this has not come without its challenges. We have only one National Arts Council office. Ideally, we should have functional Provincial Arts and Culture Councils in every province to support artists. One of our mandates involves conducting research in our sector. This will help us to gather important information on the ground in real time. This information can be packaged in a way that lets us know what needs to be done and is able to give appropriate advice to the Department on what the issues are and recommend possible implementation mechanisms.

We will be well placed to inform the Ministry and Treasury to give factual and valid reasoning for a budget increase. There is a desire for budget increase to pursue ventures that will allow for the creation of platforms that support creatives and artists to showcase their work not only in South Africa but also continentally and globally on online spaces. Our normal budget is quite minimal, and we need to look at new ways we can enhance our funding model so that we don’t rely solely on government alone. More financial support for the NAC means we can really stretch and help fulfil the needs of the sector.

There is a need for advocacy in that we need to expose our artists, develop and engage audiences to allow our creatives and cultural practitioners to gain income and revenue streams. We really want South African arts to be known and strive towards keeping and preserving important artistic legacies. As we move into the next financial year the National Arts Council seeks to enhance and improve to be more efficient and effective. To do this our organisational structure needs to respond to the strategy. We intend to continue reviewing our policies and processes to make them more responsive to the environment we find ourselves in.

We have begun with the register of policies that we have, and with developing standard operating procedures for each. We would like our staff to be familiar with our internal regulations and how to implement these policies within our entity and to better serve our beneficiaries.

Julie DiphofaACTING CEO - National Arts Council



STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT5

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

All information and amounts disclosed in the annual report are consistent with the annual financial statements audited by the Auditor-General.

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

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

The Annual Financial Statements (Part E) have been prepared in accordance with the GRAP standards applicable to the public entity.

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

The Accounting Authority is responsible for establishing and implementing a system of internal control 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 have been engaged to express an independent opinion on the annual financial statements.

In our opinion, the annual report fairly reflects the operations, the performance information, the human resources information and the financial affairs of the public entity for the financial year ended March 2021.

Yours faithfully

_____________________________

Ms Julie DiphofaActing Chief Executive OfficerAugust 2021

_____________________________

H.R.H Princess Celenhle DlaminiNAC Chairperson of CouncilAugust 2021



STRATEGICOVERVIEW

By develop we mean:• Identifying and nurturing artistic

talent through funding the academic and professional development of arts practitioners, managers and support practitioners,

• Fostering mentorship and coaching as ways of improving the quality of artistic expression,

• Creating opportunities for the transfer of knowledge and experience through regional and international exchanges,

• Building capacity and expertise In the arts through artistic, entrepreneurial, management, and technical development as well as copyright protection,

• Growing South Africa’s wealth as measured by its great works of artistic expression.

By support we mean:• Contributing to the development

and effective utilisation of sustainable infrastructure that enables artistic expression,

• Funding worthwhile artistic endeavours that would otherwise not have been possible,

• Providing opportunities for people to access the financial means to explore and experience the arts,

• Providing opportunities for people to access the space to explore and experience the arts,

• Collaborating with other Important stakeholders to create a vibrant artistic ecosystem,

• Supporting the DSAC in the implementation of the Revised White Paper on Arts, Culture and Heritage as well as other related strategies, especially those focused on enhancing social Inclusion.

By promote we mean:• Facilitating access to markets and economic

sustainabililty for artists,• Showcasing the talent of artists at high-

profile events,• Communicating the message that

imagination, creativity and design are vital Ingredients that contribute to economic, social, emotional and spiritual growth,

• Developing future audiences for the arts,• Advocating for art and artists as important

contributors to South African society. By advance we mean:• Informing policy-making through research,

the generation of Information, intelligence and insights,

• Providing economic and artistic opportunities for disadvantaged and rural communities, women and the youth to grow, develop their potential and find gainful employment,

• Upholding and promoting the rights of all to freedom in their practice of the arts.

• The NAC derives its mandate from the National Arts Council Act (No. 56 of 1997, as amended).

VISION

The NAC’s vision is to create a vibrant, sustainable arts community that enriches lives through the free and creative expression of South Africa’s cultures by strengthening artistic and cultural creation.

Through this we will be a catalyst for social inclusion and contribute to the evolutionary development of a unique, diverse and inclusive South African identity.

VALUES

The stated values of the NAC are: • Accountability • Results-orientated • Professionalism and

Integrity• Making a Difference • Employee Fulfilment • Excellence and Synergy• Transparency and

Openness

MISSION

The NAC’s Mission is to leverage energy, partnerships and resources to develop, support, promote and advance the arts.

6



The Act mandates the NAC to:

• Provide and encourage the provision of opportunities for persons to practise the arts;

• Promote the appreciation, understanding and enjoyment of the arts;

• Promote the general application of the arts in the community;

• Foster the expression of a national identity and consciousness by means of the arts;

• Uphold and promote the right of any person to freedom in the practice of the arts;

• Give the historically disadvantaged such additional help and resources as required to give them greater access to the arts;

• Address historical imbalances in the provision of infrastructure for the promotion of the arts;

• Promote and facilitate national and international liaison between individuals and institutions in respect of the arts; and

• Develop and promote the arts and encourage excellence in regard to these.

The NAC is wholly funded by an annual budget allocation from the Department of Sport Arts and Culture (DSAC). In terms of the Act, 75% must be distributed through grants in support of the arts and the remaining 25% is used for administration.

Over and above the specific stipulations of the National Arts Council Act (Act no. 56 of 1997), as amended by the Cultural Laws Amendment Act (Act No. 36 of 2001), and related regulations, the NAC as a Schedule 3 Public Entity of the PFMA must comply with:

• The Promotion of Access to Information Act (No. 2 of 2000);

• Promotion of Equality and Prevention of Unfair Discrimination Act (No. 4 of 2000);

• The Public Audit Act (No. 25 of 1994);• Labour Legislation including the Basic

Conditions of Employment Act (No. 75 of 1997), Labour Relations Act (No. 66 of 1995) and the Employment Equity Act (No. 55 of 1998);

• The Occupational Health and Safety Act (No.85. of 1993);

• The Income Tax Act (No. 58 of 1962 as amended) and all subsequent Taxation Laws Amendment Acts;

• The Revenue Laws Amendment Act, 1996;• The Skills Development Act (No. 97 of 1998);• The Preferential Procurement Policy

Framework Act (No. 5 of 2000);• The Remuneration of Public Office Bearers

Act (No. 20 of 1998, as amended);• The Unemployment Insurance Act (No. 63 of

2001);• The Division of Revenue Act (No. 5 of 2012);• The Broad-Based Black Economic

Empowerment Act (No. 53 of 2003); and• The National Credit Act (No. 34 of 2005). The White Paper on Arts, Culture and Heritage, promulgated in 1996, continues to make sweeping changes to the arts and culture landscape. A critical aspect of this transformation was the creation of new funding mechanisms that would make funds accessible to artists across all disciplines and in so doing, redress the bias towards particular art forms that were previously not supported under Apartheid.

The White Paper outlines the role of the NAC as follows:

• Distribute public funds to artists, cultural institutions, NGOs and CBOs to promote the creation, teaching and dissemination of literature, oral history and storytelling, music, dance, theatre, musical theatre, opera, photography, design, arts and crafts that fully reflect the country’s diversity;

• Provide study bursaries in the fields of arts and culture to practitioners, administrators and educators; and

• Carry out research, especially regarding policies linked to its mandate, and also execute investigations and research at the request of the Minister.

LEGISLATIVE AND OTHER MANDATES7



COUNCIL

CHIEF FINANCIAL OFFICER

FINANCE MANAGERSUPPLY CHAIN OFFICER

PA TO CFOARTS ACCOUNTANT

FINANCE OFFICERS X 2

MARKETING & COMMUNICATIONS

ASSISTANT

RECEPTIONISTHROFFICER

+ -=+

BOARD SECRETARY

ORGANISATIONALEFFECTIVENESSCOORDINATOR

HR MANAGER

MARKETING & COMMUNICATIONSSPECIALIST

ORGANISATIONALSTRUCTURE8



ARTS DEVELOPMENTMANAGER

ARTS DEVELOPMENTOFFICER X 8

GENERAL WORKER X2

ADMIN HUB X 3

OFFICE ASSISTANT

SYSTEMS ADMINISTRATION & ANALYSIS

PA TO CEO

PA TO ARTS DEVELOPMENTMANAGER

IT MANAGERPROJECTMANAGER

CHIEF EXECUTIVE OFFICER

18 NATIONAL ARTS COUNCIL

PART B: PERFORMANCE INFORMATION

PART B:PERFORMANCE INFORMATION



The AGSA/auditor currently performs the necessary audit procedures on the performance information to provide limited 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 94 of the Auditor’s Report, published as Part E: Financial Information.

AUDITOR’S REPORT:PREDETERMINED OBJECTIVES1



Introduction

The year 2020 will be remembered for the impact it had on the global community due to the outbreak and spread of the coronavirus, or Covid-19, as it came to be referred to. The National Arts Council (NAC) was not at all immune to the disruption that was caused to workplaces the world over, and particularly the cultural and creative community it serves. Considering the radical nature of the year 2020, the NAC took many measures to continue to deliver on its mandate, and to help cushion the financial burden imposed on the artistic community.

The National Arts Council was established by an Act of Parliament in 1997. As such, the NAC derives its mandate from the National Arts Council Act (No. 56 of 1997, as amended). The Act mandates the NAC to:

1. Provide and encourage the provision of opportunities for persons to practise the arts;

2. Promote the appreciation, understanding and enjoyment of the arts;

3. Promote the general application of the arts in the community;

4. Foster the expression of a national identity and consciousness by means of the arts;

5. Uphold and promote the right of any person to freedom in the practice of the arts;

6. Give the historically disadvantaged such additional help and resources as required to give them greater access to the arts;

7. Address historical imbalances in the provision of infrastructure for the promotion of the arts;

8. Promote and facilitate national and international liaison between individuals and institutions in respect of the arts; and

9. Develop and promote the arts and encourage excellence in regard to these.

Preamble

SITUATIONAL ANALYSIS2



Service Delivery Environment

As per its mandate, the NAC was still not absolved from its responsibility to continue to serve the needs of the arts, culture and creative industries, which were severely impacted by the national lockdown restrictions imposed in South Africa to attempt to slow down the spread of Covid-19. As a matter of fact, the NAC had to do everything in its power to lessen the impact Covid-19 restrictions were having on the sector.

Overall Performance Consideration

As evidenced elsewhere in this Annual Report the NAC’s overall performance was in line with previous years regardless of the disruptions to workflow caused by the lockdown and the additional work that had to be managed by the entity in response to the pandemic. There were many additional tasks that had to be performed that are not captured in the Annual Performance Plan (APP) for this period due to the unforeseen nature of the situation. For example, one can argue that due to being forced to do annual roadshows digitally, via a Zoom platform, more potential beneficiaries could be reached and assisted than might have been possible with physical workshops in the past. The Covid-19 relief efforts, managed on behalf of DSAC, such as the distribution of the 1st Wave Relief Funding, as well as the 2nd Wave Relief Funding, including the Presidential Employment Stimulus Programme were not part of the APP. These additional tasks now form part of what constitute performance over and above the annual targets.

Challenges:

During the period under review the entity faced three main challenges:

Remote working

Like many organisations, the NAC was not entirely prepared for a full remote working scenario, and there was enough time for the entity to plan for this. Initially the learning curve was almost impossibly steep as all interactions switched to the digital environment. However, through training and the adoption of new tools, the pace of work could continue remotely. There were challenges pertaining to lack of constant and reliable connectivity for all; technology skills gap that inevitably existed in some departments. Due to this sudden exclusive reliance on remote access to data, the NAC had to contend with the need to think differently about how data is managed and audited.

Managing and tracking performance also needed specialised tools and attention during this period.

It became necessary to understand that some staff members could only work efficiently during night-time hours due to child care responsibilities. Also, more reliable and fast internet connectivity at that time became a benefit to those preferring to work at night. Staff members reported that there was a feeling of ‘always on’ and a blurring of work/home boundaries, given that they were, essentially, always available and close to their computers during lockdown. This exacerbated stress levels. During this time there was also stress and anxiety related to the pandemic itself, losing loved ones and not being able to socialise with friends, family and support groups.

Responses to funding in light of Covid-19

Earlier on, in the financial year under review, it became clear that not all projects previously funded by the NAC would be able to continue under lockdown restriction conditions. Getting the beneficiaries to adapt their projects to comply with the new Covid-19 restrictions was one of the challenges that staff at the NAC did not relish, but which had to be communicated. Some of the projects that could not continue were ‘muted’ in that 25% of the remainder due to the beneficiary was paid as a final tranche on their contract.

Management of COVID-19 relief efforts

During the year under review the NAC was called on to disburse relief efforts to the sector, both internally and for the Department of Sports, Arts and Culture. While there is an emergency grant policy in place, the nature of Covid-19 relief was idiosyncratic and had to be scoped, deliberated on and executed outside of any specifically governing policy. This included the financial management of the DSAC 1st Wave Relief Funding, the full management of the DSAC 2nd Wave Relief Funding and the full management of the Presidential Employment Stimulus Programme (PESP) for the sector covered under the NAC mandate for the DSAC. These projects added to the overall workload and necessitated the hasty appointment of contractors to assist with the often complicated and entirely novel task.

The most challenging part of the relief efforts was undoubtedly the management and administration of the PESP. The NAC was approached by the Department of Sports, Arts and Culture in July 2020 to plan towards managing the disbursement of a portion of the PESP. The NAC was tasked to disburse funding in two streams: one for wage subsidies and one for projects that could stimulate jobs.



Both of these streams would run as an open call with no threshold to the amount a beneficiary could apply for. There was a shared understanding that this was entirely new terrain for the NAC and that it would require tremendous effort to accomplish the objectives set by the Presidency, National Treasury and the DSAC. However, the NAC was resolute that it would attempt to assist the sector by taking this project on while still running its normal course of business.

The NAC’s presentations to the DSAC were altered many times as information changed. Final clarity on the numbers of opportunities to be created through the funding as well as allocated funding to the NAC was received on 6 October. Below are the figures for the NAC disbursement of the PESP as captured in Vote 37 from National Treasury. The total allocation for NAC is R300 million of which 5% was set aside for the administrative management fee.

After some delays in receiving the final agreement from DSAC, the call was opened on 30 October 2020 for both Streams. Stream One closed on 21 November. Stream Two had a soft close on 14 November to allow for review and adjudication to commence, with the call finally closing on 27 November 2020.

The months of November and December were spent reviewing, verifying, adjudicating and approving applications. A new team of 20 individuals had to be interviewed, inducted and trained in order to expedite the process. The pace of work, as well as the volume of work, was unprecedented for the NAC. Due to this being such a new enterprise, many challenges were experienced and many lessons learnt that can stand the NAC in good stead going forward.

Due to the pressures of the situation the team worked through the December Festive and New Year period, but unfortunately did not manage to meet the deadlines that it had set for itself in completing the process. As such, there was an increased amount of pressure to complete the adjudication and approvals stage so that the sector could be informed about the outcome of all the applications.

Allegations of mismanagement

The cultural and creative sector was disgruntled in the way they perceived the PESP to have been managed. The fact that more applicants were approved than the available budget could accommodate, as well the long delay before applicants were informed about the status of their applications, added more frustration to the sector.Compounding the problems were applicants receiving more money than they had applied for, as well as one applicant being approved for more than one project when there was not enough money to cover all the successful applicants.

There were widely shared sentiments that the PESP had been badly managed. The sector did not hesitate to voice its sentiments including protest action that took place at the NAC premises, including taking the matter to the Public Protector as well as to the Portfolio Committee on Sport, Arts and Culture in Parliament. Unfortunately the resolutions that the new Council took, in order to ensure equity in the grant funding to successful beneficiaries, did not go unchallenged, which led to appeals and court challenges. This has exposed the NAC to litigation that could be costly to the entity, besides the reputational damage that this process has caused.



Political

The emergence of a number of organised industry formations in the sector has meant a battle of ideas and who best represents the interests of the artistic community. During this period the industry was introduced to new organisations such as SAUCIF, a musicians’ union called TUMSA, Abahlali, Theatre and Dance Alliance, the revival of South African Music Industry Council (SAMIC), and others. All these organisations have claimed a stake in how they want the sector to be managed. The NAC has not been spared from the need to engage with these industry formations, which has also strained the NAC’s already limited resources. The White Paper on Arts and Culture will result in the reorganisation and consolidation of the sector, which also will have an impact on the future of the National Arts Council, because of the possible merger between the entity and the National Film and Video Foundation.

Economic

The research study conducted by the South African Cultural Observatory (SACO) reveals very interesting statistics regarding the size and contribution of the cultural and creative industries. The fact that this sector contributes R73.4 billion rand to the national fiscus, as well over 1 million jobs, is indicative on the need for government to pay special attention to this industry. Unfortunately, the level of funding is not equivalent to the size and contribution this sector makes to the country and yet there is an expectation that the NAC should fund the majority of the cultural modes with the limited funding it receives from National Treasury.

In August 2020 National Treasury required the NAC to submit a proposal for the value it adds in the sector and how the entity could drastically reduce its overheads. The proposal came in the wake of government re-looking at how much funding public entities should receive and demanded the NAC to radically re-think its internal and governance structure in order to demonstrate its willingness to adapt and fight for its relevance in the sector.

Similarly, the sector itself found itself in economic hardship unlike any it has experienced in living memory. The arts and culture sector was hardest hit by the national lockdown due to so many of the projects within the sector relying on gatherings and face-to-face interactions. The ban on such gatherings brought the sector to a complete halt. The desperation that followed was sorely felt by the entity.

Social

The social impact on the arts practitioners, because of Covid-19 and the inability to work, was massive. The country had to deal with hundreds of thousands of practitioners who suddenly faced poverty as a result of not being able to earn a living during this period. The sector had to deal with the devastating reality of practitioners facing a real social dilemma, including depression and mental illness.

The fact that government had to devise means to keep the industry afloat, through relief funding and to some extent distribution of food parcels and vouchers proved how devastating this pandemic has been on the artistic community. The economic situation elaborated on above had direct impacts on the social situation within which the NAC operated in that the sector looked to the NAC for efficient and faster-than-ever execution of grant funding cycles to ease the pain of loss of income. The inability of the entity to perform as fast as the sector’s desperation deepened, caused much unhappiness.

2.1 EXTERNAL ENVIRONMENTAL ANALYSIS

The external environmental factors have been analysed below using the PESTLE technique:



Technological

The digital divide in the sector made itself felt when applicants struggled to access all the necessary digital tools and good network connectivity to create applications, upload documents and gain access to the grant-making portal because of lack of data.

The year under review starkly highlighted the centrality of technology to the workplace and forced the NAC to fast-track its digitisation strategy. The Strategy document for 2020 – 2025 mentions an end-to-end digital journey for the grant funding lifecycle, but that has not yet been fully implemented. The 2020 year of remote working has, however, forced all systems to be streamlined for effective digital handling and sharing and in fact systems were improved through this enforced situation.

Legal

The NAC found a need to prioritise its relationship with the legal fraternity as legal issues arose with the muting of projects that could not continue due to the national lockdown restrictions. Having sound legal advice also became increasingly important as the entity embarked on Covid-19 relief efforts to the sector, which demanded new kinds of contracts. The NAC responded to this need by commencing with the supply chain process of appointing a legal panel of experts that could be turned to when the entity needs legal advice in any of its operations.

Environmental

Environmental concerns came to the fore in 2020 because of the Covid-19 pandemic, especially after movement was curtailed worldwide. The NAC enshrines the importance of environmental concerns in its value system and encourages applicants for grant funding to respond to this value in proactive ways.

2.2 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES

There were no key policy developments or policy changes that have affected the NAC’s operations during the period under review.



Arts Development

The burden of radical adaption of a digital process forced by the Covid-19 pandemic rested most heavily on the Arts Development Unit. The following steps were taken to ensure service delivery during the remote working period:

In 2020, the NAC established a dedicated Development Unit to give structure mentorship, skills transfer and training to the sector. This not only aligns the entity more closely with the governing Act, but also sets the entity apart from other grant-making entities in the sector. The NAC is in a unique position to give this kind of support to the sector given the knowledge that resides in the governance structure and in the entity itself, gathered over the past 20 years. The Development Unit will fulfil the following functions:

• The NAC will be a conduit for transformation, skills transfer and equal opportunities;

• Currently there is a disproportionate amount of beneficiary funding allocated to practitioners in the metros and the privileged provinces. One of the reasons for this is the greater access to general resources and large universities in these centres;

• Creating a dedicated, focused unit for development will position the NAC as central in the transformation of the sector;

• A structured development ‘track’ is being crafted where ‘development beneficiaries’ will gain skills from the NAC and be teamed up with ‘programmes beneficiaries’ in order to graduate to becoming ‘programme beneficiaries’ themselves;

• This will furthermore provide a structured and measurable approach to ° hand-holding for those who need it most; ° mentorship; ° and ‘pay it forward’ imperatives.

• Since the inception of the NAC as a grant maker in the arts community, the NAC has received thousands of applications, many of which are rejected as incomplete submissions or because of poorly conceptualised ideas;

• Overall, these challenges can be mainly attributed to a lack of management administrative skills within applicants;

• Many of these organisations are based in rural or peri-urban areas, which ultimately contributes to a bias in funding towards urban areas where organisations have more exposure to the grant-making process and access to greater resources;

• The new number of beneficiaries who are able to access NAC funding in the targeted areas will be used as a measure of the real impact of the development and mentorship programme;

• Other programmes such as basic project management and administration, basic financial management, basic marketing skills and contract management can also be pursued.

The devastating effects of the national lockdown on the arts sector necessitated an urgent need for an entity such as the NAC to provide continual support. Not only by being an implementing partner to DSAC as discussed above, but by playing the continual role of disbursing funds by using the knowledge of the sector residing in the governance structure, peer review processes and internal processes.

The online beneficiary support sessions introduced bear testimony to the new developmental initiatives of the NAC. The NAC introduced beneficiary support contact sessions, to better communicate and improve the relationship between beneficiaries and the NAC. This campaign was embarked on before the closing dates for applications in June 2020. The NAC decided to devise effective ways to provide support with Zoom contact sessions. As the lockdown continued, and Covid-19 infections spiked, the NAC was unable to conduct its traditional roadshows and workshops. After conclusion of the funding session, the NAC engaged with its new beneficiaries via online Zoom contact sessions. These engagements included understanding the NAC agreement fully, including their obligations to the NAC, as well as the NAC’s obligations to beneficiaries of an NAC grant. The NAC looked at communicating best ways of interacting and communicating with the sector and to explain to beneficiaries the kinds of support and services available to them as NAC beneficiaries.

Organisational Environment



Leadership

The NAC leadership was in place for 11 of the 12 months under review here. During the 11 months there was a certain amount of stability and various efforts were made to repair some of the organisational, performance and trust issues that were identified before.

The NAC Council saw a change-over during the fourth quarter as the tenure of the previous Council came to an end on 30 December 2020. A new Council was put in office at a critical stage in the Presidential Employment Stimulus Programme (PESP), having to inherit decisions, systems and structures from their predecessors. This caused one of the biggest challenges the entity faced during this period. The challenge was mitigated against by the Council taking a hands-on approach to the management of the PESP. The leadership team comprising the CEO and the CFO was suspended in the last month of the financial year.

Finance

Like all the other departments the finance department had to change its ways of working to be fully digital. The department came under increased pressure as it was tasked to manage the financial aspect of the DSAC 1st Wave Relief funding, DSAC 2nd Wave and the Presidential Employment Stimulus Programme.

More resources in the form of additional temporary staff were employed to assist with processing payments for the NAC’s mainstream projects and bursary funding, DSAC 1st and 2nd Wave Relief Payments as well the PESP.

HR

The NAC has for some time now considered an organisational redesign to improve efficiency and operational ability to deliver as well as to ensure the organisation is meeting all components of its mandate.

There are opportunities arising out of Covid-19 and increasing digitisation of work processes to improve efficiencies and move to a hybrid remote working environment. This has the potential to bring cost savings at various levels, and opportunities for revenue generation from the NAC building, which is owned by the entity. The NAC has been discussing an organisational RoadMap to ensure it is fit for purpose.

IT

The National Arts Council is embarking on a journey to move critical applications to the Azure Cloud, which is in line with the NAC’s overall ICT strategy. The NAC has invested in transforming the workplace experience, which required a holistic strategy that combines technology, operations, culture, and employee experience, and during this time we will be looking at ways to unlock the value inside the workplace. A key to getting started is a cost-efficient, responsive, and secure evergreen workplace platform, which will bring the NAC improved mobility, productivity, collaboration, and security.

To achieve the above, the NAC has negotiated to have a Workplace Modernisation Assessment. This was conducted through an established partnership with Microsoft at no cost to the NAC. This assessment has been concluded.

The next step was for the NAC to acquire cost-effective licence model that is customised to the NAC. This was achieved by leveraging on an already existing licence agreement of the DSAC, the rationale being that this will achieve the mandate from National Treasury of reducing he licensing costs of entities.

COMM-UNICATIONS

There was an extreme strain on the Communications Department to be a one-stop portal for answers to the sector during the lockdown and in relation to the relief efforts. The communications department had one resignation during this period and a new skilled and qualified staff member joined the team. There was also a need to create additional resources for contractors to assist with the high volume of queries during this time. The contractors provided the unit with new skills and much of the internal design work that would normally have been outsourced could be handled internally.

In addition, the Communications Department had to manage the reputational onslaught faced by the entity due to the inability to service the sector to their expectations in the relief efforts. This necessitated constant communication on all platforms and many sector briefings. The sector briefings together with the establishment of internal beneficiary liaisons for the PESP reduced the pressure that the entity faced.



3.1 PROGRAMME 1: ARTS ADMINISTRATION AND PUBLIC ENGAGEMENT

For the period under review, the Arts Administration Programme focused on the following objectives:

Goal 1: Create a vibrant, inclusive and transformed Arts and Culture Sector.

This goal represents the more traditional NAC grant-making role and is important because content creation and its distribution lies at the heart of the creative industries. It is focused on driving content creation and distribution at both an individual and an organisational level. The goal further aims to promote excellence and innovation in the creation of new works as well as to develop and support the platforms required to showcase and exhibit the arts.

Goal 2: Achieve global recognition for our unique South African arts and culture.

This goal aims to address some of the legacies of the previous dispensation through a positive focus on content creation and the distribution of art by focusing mainly on the disadvantaged and marginalised sectors of South African society. It also aims to support South African indigenous art forms, the youth, disabled people, women and marginalised communities, particularly those in rural and peri-urban areas.

Goal 3: Develop a sustainable capability that enables the arts to entertain, enrich and inspire.

This goal focuses on the key resources required for sustainable arts practice – infrastructure, people, funds, skills and information. These are the basic building blocks and foundational capabilities for a sustainable arts sector. Through support for the provision of training and education, this goal supports the allocation of developmental grants and bursaries to help grow the talents of art practitioners and other professionals such as community arts centre managers, theatre technicians and arts administrators.

Supporting capacity-building activities ensures that South Africa has a sustainable base of talent and leaders to see us through to the next stage of our cultural development and the fourth industrial revolution. The training also incorporates e-learning to reach a wider potential audience at a lower cost.

Goal 4: Achieve increased access to markets and enable creative engagement for South African arts and artists.

Growing and creating access to markets has been identified as an important need of emerging artists. Supporting art platforms that showcase artists’ work has a dual benefit in terms of creating access to markets and building awareness of the arts in a readily accessible way - in this way audiences are created and expanded. International and regional co-operation is also critically important for facilitating access to markets. Arts exchanges enable the NAC to collaborate with other governments and government agencies to promote South African arts in new markets.

This facilitates personal growth and development; showcases South Africa’s creativity and artistic expression; promotes the country as a destination for tourists; and cultivates international audiences and markets.

PERFORMANCE INFORMATIONBY PROGRAMME3


PART B: PERFORMANCE INFORMATION NAC 2021/22 | ANNUAL REPORT

00 | NAC 2020/21 | ANNUAL REPORT

PART B:PERFORMANCE INFORMATIONBY PROGRAMME



ARTS DEVELOPMENT & PUBLIC ENGAGEMENT

TAB

LE 1

: PR

OG

RA

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E: A

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PART B: PERFORMANCE INFORMATION TA

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NATIONAL ARTS COUNCIL ANNUAL REPORT FOR 2020/21 TA

BLE

3: A

RTS

AD

MIN

ISTR

ATI

ON

: AR

TS D

EVEL

OP

MEN

T &

PU

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n,

enri

ch a

nd

in

spir

e

Hu

man

ca

pit

al

dev

elop

men

t in

th

e ar

ts

Per

cen

tag

e of

fun

din

g

reco

mm

end

ed

to C

oun

cil f

or

hu

man

cap

ital

d

evel

opm

ent

20.2

8% o

f fu

nd

ing

al

loca

ted

to

bu

rsar

ies

app

rove

d

16.19

% o

f fu

nd

ing

al

loca

ted

to

app

rove

d

bu

rsar

ies

20%

of

fun

din

g

allo

cate

d

to h

um

an

cap

ital

d

evel

opm

ent

in t

he

arts

18%

of

fun

din

g

allo

cate

d

to h

um

an

cap

ital

d

evel

opm

ent

in t

he

arts

2% le

ss

allo

cate

d to

b

urs

arie

s

Dec

reas

e in

nu

mb

er

of b

urs

arie

s

app

rove

d

du

e to

ca

nce

llati

on

of fu

nd

ing

of

inte

rnat

ion

al

bu

rsar

ies

du

e to

th

e C

ovid

-19

pan

dem

ic,

wh

ich

re

stri

cted

in

tern

atio

nal

tr

avel

Not

A

pp

licab

le



GO

AL

4: M

AR

KET

AC

CES

S A

ND

CR

EA

TIV

E E

NG

AG

EM

ENT

Ou

tcom

eO

utp

ut

Ou

tpu

t In

dic

ator

Au

dit

ed

Act

ual

P

erfo

rman

ce

2018

/20

19

Au

dit

ed

Act

ual

P

erfo

rman

ce

2019

/20

20

Pla

nn

ed

An

nu

al T

arg

et

2020

/20

21

Act

ual

A

chie

vem

ent

2020

/20

21

Dev

iati

on

from

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t 20

20/2

021

Rea

son

s fo

r d

evia

tion

sR

easo

ns

for

revi

sion

s to

th

e O

utp

uts

/

Ou

tpu

t in

dic

ator

s /

An

nu

al

Targ

ets

Incr

ease

ac

cess

to

mar

kets

an

d e

nab

le

crea

tive

en

gag

emen

t fo

r So

uth

A

fric

an a

rt a

nd

ar

tist

s

Stra

teg

ic

par

tner

ship

s es

tab

lish

ed

Stra

teg

ic

par

tner

ship

s es

tab

lish

ed

wit

h re

leva

nt

stru

ctu

res

that

p

rom

ote

acce

ss

to m

arke

ts

and

cre

ativ

e en

gag

emen

t fo

r So

uth

Afr

ican

ar

tist

s

Not

Ap

plic

able

N

ot

Ap

plic

able

2

2 St

rate

gic

p

artn

ers

iden

tifi

ed (T

rin

ity

Sess

ion

s IS

EA

&

Art

s &

Cu

ltu

re

Tru

st)

Not

Ap

plic

able

N

ot

Ap

plic

able

R

evis

ion

to

the

ann

ual

ta

rget

w

as

edit

oria

l. Th

e an

nu

al t

arg

et

and

ou

tpu

t in

dic

ator

was

n

ot re

vise

d.

Incr

ease

ac

cess

to

mar

kets

an

d e

nab

le

crea

tive

en

gag

emen

t fo

r So

uth

A

fric

an a

rt a

nd

ar

tist

s

Un

eart

hin

g

new

tal

ent

and

en

cou

rag

ing

p

arti

cip

atio

n in

th

e ar

ts

Per

cen

tag

e of

fun

din

g

reco

mm

end

ed

to C

oun

cil f

or

the

colla

bor

atio

n

wit

h in

stit

uti

ons

in e

ach

pro

vin

ce

Not

Ap

plic

able

N

ot

Ap

plic

able

R

ecom

men

d to

C

oun

cil 4

% o

f to

tal f

un

din

g to

co

llab

orat

e w

ith

in

stit

uti

ons

in

each

pro

vin

ce

to u

nea

rth

n

ew t

alen

t an

d

enco

ura

ge

par

tici

pat

ion

in

the

arts

5.7%

of t

otal

fu

nd

ing

ap

pro

ved

by

Cou

nci

l for

co

llab

orat

ion

w

ith

inst

itu

tion

s fr

om e

ach

p

rovi

nce

to

un

eart

h n

ew

tale

nt

and

en

cou

rag

e th

e p

arti

cip

atio

n

of t

he

arts

(N

ever

Giv

e U

p

Pro

du

ctio

ns,

P

oeti

c B

lues

, Th

omar

t G

alle

ry, K

opan

o,

AR

RO

WSA

, O

pen

P

lan

(Art

lab

), R

adio

Riv

ersi

de,

Se

ula

ula

Pro

ject

, B

iblio

nef

So

uth

Afr

ica,

Th

e Fo

rgot

ten

A

ng

le T

hea

tre

Col

lab

orat

ive

&

Aw

esom

e A

fric

a

1.7%

mor

e of

to

tal f

un

din

g

reco

mm

end

ed

and

ap

pro

ved

b

y C

oun

cil

A h

igh

n

um

ber

of

app

licat

ion

s w

ere

rece

ived

fr

om

inst

itu

tion

s th

at

enco

ura

ge

par

tici

pat

ion

in

th

e ar

ts

and

wor

k on

u

nea

rth

ing

n

ew t

alen

t

Not

A

pp

licab

le

TAB

LE 4

: AR

TS A

DM

INIS

TRA

TIO

N: A

RTS

DEV

ELO

PM

ENT

& P

UB

LIC

EN

GA

GEM

ENT



GO

AL

5: IN

CR

EASE

D A

CC

ESS

TO T

HE

AR

TS

Ou

tcom

eO

utp

ut

Ou

tpu

t In

dic

ator

Au

dit

ed

Act

ual

P

erfo

rman

ce

2018

/20

19

Au

dit

ed

Act

ual

P

erfo

rman

ce

2019

/20

20

Pla

nn

ed

An

nu

al T

arg

et

2020

/20

21

Act

ual

A

chie

vem

ent

2020

/20

21

Dev

iati

on

from

pla

nn

ed

targ

et t

o A

ctu

al

Ach

ieve

men

t 20

20/2

021

Rea

son

s fo

r d

evia

tion

sR

easo

ns

for

revi

sion

s to

th

e O

utp

uts

/

Ou

tpu

t in

dic

ator

s /

An

nu

al

Targ

ets

Incr

ease

aw

aren

ess

of t

he

arts

th

rou

gh

ar

ts

advo

cacy

En

gag

ed

citi

zen

s w

ho

lear

n,

app

reci

ate,

en

joy,

ex

per

ien

ce

and

pra

ctic

e th

e ar

ts

Nu

mb

er o

f p

artn

ersh

ips

and

NA

C

hel

pd

esks

es

tab

lish

ed

to p

rom

ote

app

reci

atio

n

and

en

joym

ent

of t

he

arts

Not

A

pp

licab

le

Not

A

pp

licab

le

Col

lab

orat

e w

ith

pro

vin

cial

re

pre

sen

tati

ves

to e

stab

lish

N

AC

hel

pd

esks

in

pro

vin

cial

d

epar

tmen

ts

of a

rts

and

cu

ltu

re

2 M

OU

s si

gn

ed

wit

h p

rovi

nci

al

dep

artm

ent

of A

rts

and

C

ult

ure

in

Mp

um

alan

ga

and

Fre

e St

ate.

C

olla

bor

ate

wit

h p

rovi

nci

al

rep

rese

nta

tive

s to

est

ablis

h

NA

C h

elp

des

ks

in p

rovi

nci

al

dep

artm

ents

of

arts

an

d c

ult

ure

9 N

AC

H

elp

des

ks

not

es

tab

lish

ed

The

del

ay in

es

tab

lish

ing

h

elp

des

ks in

p

artn

ersh

ip

wit

h t

he

pro

vin

cial

d

epar

tmen

ts

has

larg

ely

bee

n d

ue

to t

he

lack

of

acc

ess

to o

ffice

b

eare

rs in

th

e p

rovi

nci

al

dep

artm

ents

th

at c

an

acce

lera

te

the

pro

cess

. Th

e N

AC

als

o d

id n

ot h

ave

the

bu

dg

et

avai

lab

le to

ca

rry

the

cost

im

plic

atio

ns

that

wer

e ra

ised

by

som

e of

th

e p

rovi

nce

s.

Not

A

pp

licab

le

TAB

LE 5

: PR

OG

RA

MM

E N

AM

E: P

UB

LIC

EN

GA

GEM

ENT

TAB

LE 6

: AD

MIN

ISTR

ATI

ON

: TA

RG

ETS

AN

D A

CH

IEV

EMEN

TS

GO

AL

6: D

EVE

LOP

MEN

T O

F A

CR

ED

IBLE

AN

D C

ATA

LYTI

C O

RG

AN

ISA

TIO

N

Ou

tcom

eO

utp

ut

Ou

tpu

t In

dic

ator

Au

dit

ed A

ctu

al

Per

form

ance

20

18/2

019

Au

dit

ed A

ctu

al

Per

form

ance

20

19/2

020

Pla

nn

ed A

nn

ual

Ta

rget

20

20/2

021

Act

ual

A

chie

vem

ent

2020

/20

21

Dev

iati

on f

rom

p

lan

ned

tar

get

to

Act

ual

A

chie

vem

ent

2020

/20

21

Rea

son

s fo

r d

evia

tion

sR

easo

ns

for

revi

sion

s to

th

e O

utp

uts

/

Ou

tpu

t in

dic

ator

s /

An

nu

al

Targ

ets

A s

ust

ain

able

, tr

ansf

orm

ed

and

coh

eren

t N

AC

th

at is

ca

pab

le o

f d

eliv

erin

g

the

imp

act

des

ired

by

its

stak

ehol

der

s

Imp

lem

ente

d

HR

str

ateg

yH

R o

per

atio

nal

p

lan

im

ple

men

ted

HR

str

ateg

y an

d H

R p

lan

re

view

ed a

nd

96

% o

f HR

st

rate

gy

and

an

nu

al H

R p

lan

im

ple

men

ted

HR

Str

ateg

y re

view

edan

d H

R p

lan

d

evel

oped

81%

of

revi

ewed

H

R s

trat

egy

and

HR

pla

n

imp

lem

ente

d

Rev

iew

HR

an

d

imp

lem

ent

HR

op

erat

ion

al p

lan

HR

op

erat

ion

al

pla

n re

view

ed

and

95%

of H

R

oper

atio

nal

pla

n

imp

lem

ente

d

5% le

ss o

f HR

op

erat

ion

al p

lan

im

ple

men

ted

The

Em

plo

ymen

t E

qu

ity

rep

ort

that

was

d

ue

to t

he

Dep

artm

ent

of L

abou

r on

15

Jan

uar

y 20

21 w

as n

ot

sub

mit

ted

.

Not

A

pp

licab

le

Imp

lem

ent

effe

ctiv

e fi

nan

cial

m

anag

emen

t

Imp

lem

ent

effe

ctiv

e fi

nan

cial

m

anag

emen

t

Mai

nta

in

un

qu

alifi

ed

aud

it o

utc

ome

Un

qu

alifi

ed

aud

it o

utc

ome

Un

qu

alifi

ed

aud

it o

utc

ome

Un

qu

alifi

ed a

ud

it

outc

ome

Un

qu

alifi

ed a

ud

it

outc

ome

Not

Ap

plic

able

N

ot A

pp

licab

le

Not

A

pp

licab

le

Imp

lem

ent

effe

ctiv

e fi

nan

cial

m

anag

emen

t

Ad

her

ence

to

leg

isla

tive

re

gu

lati

ons

Staf

f tra

inin

g o

n

SCM

com

plia

nce

an

d le

gis

lati

on

Not

Ap

plic

able

N

ot A

pp

licab

le

Fin

ance

/SC

M

trai

nin

g fo

r N

AC

st

aff m

emb

ers

on

com

plia

nce

an

d

leg

isla

tion

SCM

tra

inin

g

on c

omp

lian

ce

leg

isla

tion

was

co

nd

uct

ed w

ith

st

aff m

emb

ers

Not

Ap

plic

able

N

ot A

pp

licab

le

Not

A

pp

licab

le

Eff

ecti

ve a

nd

ef

fici

ent

ICT

infr

astr

uct

ure

an

d p

roce

sses

Imp

lem

ent

ICT

stra

teg

yIC

T op

erat

ion

al

pla

n

imp

lem

ente

d

ICT

Stra

teg

y an

d

ICT

ann

ual

pla

n

revi

ewed

ICT

stra

teg

y an

d IC

T p

lan

re

view

ed. 9

3%

of re

view

ed

ITC

str

ateg

y an

d IC

T p

lan

im

ple

men

ted

Rev

iew

an

d

imp

lem

ent

ICT

oper

atio

nal

pla

n

ICT

pla

n

revi

ewed

. 98%

of

revi

ewed

ICT

oper

atio

nal

pla

n

imp

lem

ente

d

2% le

ss o

f IC

T op

erat

ion

al p

lan

im

ple

men

ted

The

doc

um

ent

stor

age

man

agem

ent

syst

em p

olic

y th

at t

hat

g

uid

es t

he

dig

itis

atio

n o

f N

AC

reco

rds

was

not

ap

pro

ved

.

Not

A

pp

licab

le

Incr

ease

aw

aren

ess

of

the

NA

C b

ran

d

in t

he

arts

Pos

itio

n a

nd

st

ren

gth

en

the

NA

C

bra

nd

an

d

incr

ease

st

akeh

old

er

awar

enes

s an

d

eng

agem

ent

Bra

nd

co

mm

un

icat

ion

s st

rate

gy

revi

ewed

, u

pd

ated

an

d

imp

lem

ente

d

Bra

nd

co

mm

un

icat

ion

s st

rate

gy

revi

ewed

an

d

up

dat

ed

Bra

nd

co

mm

un

icat

ion

s st

rate

gy

revi

ewed

, u

pd

ated

an

d

imp

lem

ente

d

Rev

iew

, u

pd

ate

and

im

ple

men

t b

ran

d

com

mu

nic

atio

n

stra

teg

y

Bra

nd

co

mm

un

icat

ion

s st

rate

gy

revi

ewed

, u

pd

ated

an

d

imp

lem

ente

d

Not

Ap

plic

able

N

ot A

pp

licab

le

Not

A

pp

licab

le



3.2 ARTS ADMINISTRATION AND FUNDING

Following the strategic alignment of the NAC towards relevance in an ever-changing arts, culture and heritage sector the NAC has remained committed to supporting the objectives of the Department of Sport, Arts and Culture, such as social cohesion and nation-building; focus on Africa; promoting community arts; arts education; and arts and cultural development, while balancing the NAC framework to adapt to the current paradigm that is abreast with the technological advancements and trends of stakeholder engagement within the sector.

Strategy realignment has showcased the importance of recognising the breadth of the arts sector and has forced the organisation to examine the extended value chain in the sector.

The strategic realignment process included the shift from a discipline-based approach to a programmatic approach for our funding framework. This change was implemented due to its responsive nature to how the sector fundamentally operates.

Instead of funding individual disciplines, funding was allocated to specific programmes, namely, Social Cohesion and Nation-Building; Innovation Design and Creation; Arts Platforms, Showcases, Exhibitions and Festivals; as well as Capacity Building. Artistic expressions continue to emerge and have now become transversal, making distinct delineation challenging.

Applicants were required to apply in any of the following programmes:

3.2.1 Social Cohesion and Nation Building

The arts play a significant role in contributing to nation-building and social cohesion in South Africa. It is important that funding is underpinned by equity, inclusivity, diversity and the participation of various groups of people (women, youth, vulnerable people and in particular people living with disabilities).

The geographical footprint of the allocation pays special attention to rural areas and provinces. Thirty-three (33) beneficiaries were supported to undertake projects promoting Social Cohesion and Nation Building.



3.2.2 Innovation, Design and Creation

This programme focuses on driving content creation at both an individual and organisational level. Content creation lies at the heart of the creative industries. It aims to promote excellence and innovation in new works. New innovative designs and works that have intrinsic and economic value brings dynamism and vibrancy to the arts. Research and development are essential elements in the creation of new works. Forty-nine (49) beneficiaries benefited from this programme.

3.2.3 Arts Platforms/Showcases/Exhibitions/Festivals

Platforms enable the arts to be showcased and appreciated. It is important to develop and support the platforms required to showcase the arts. Arts content creation and distribution is vital for the development of audiences, audience engagement and for the consumption of the arts. Platforms allow artists to showcase creativity, innovation and excellence, and enhances market access. Applicants who wish to showcase art works that have already been created or have passed the creative phase may apply to this programme.

Applicants who organise music performances, dance performances, poetry performances, drama festivals, craft fairs and exhibitions benefited from this programme. These projects meet the NAC’s objective to create market access and enrichment through arts and culture. Fifty-eight (58) beneficiaries were supported in this programme.

3.2.4 Strategic Initiatives

Strategic Initiatives help to raise the profile of the NAC while significantly developing and promoting the arts in South Africa.

Strategic Initiatives include innovation; capacity building; the leveraging of finances and partnerships; and focuses on execution to deliver value in line with the NAC’s overall mandate. The programme also works with partners to leverage available funding, build sustained capacity and achieve real impact for the arts community. This requires the NAC to proactively identify potential opportunities to make a real, sustained impact in the communities it serves.

Strategic Initiatives takes into account several considerations, the main one being the identification of programmes and projects most likely to make a lasting impact with the NAC as a catalyst for social inclusion. Working with marginalised communities inclusive of people living with disabilities, plays an integral part in achieving this goal. Twenty-five (25) beneficiaries were supported to undertake projects that are strategic in nature.

3.2.5 Capacity Building

Capacity building is an essential element for developing the arts to ensure excellence. Through support for the provision of training and education, the programme offers grants to help grow the talent of arts practitioners and other industry-related professionals, such as community art centre managers, art programme managers, art technicians and arts administrators.

This will ensure that South Africa has a sustainable pool of talented artists and leaders. Forty-four (44) beneficiaries were supported to undertake capacity building projects. Sixty-nine (69) post-graduate students were supported, and twenty (20) institutions were supported.



TABLE 7: SUMMARY OF PAYMENTS FOR PROGRAMMES

2019/2020 2020/2021

Arts Administration

Budget ActualExpenditure

(Over)/Under Expenditure Budget Actual

Expenditure(Over)/Under Expenditure

R’000 R’000 R’000 R’000 R’000 R’000

80 967 80 756 211 85 490 404 308 (318 818)

Total 80 967 80 756 211 85 490 404 308 (318 818)



In 2021, supported by the National Arts Council, the Team Community Development Centre showcased the “African Choir” play.

The theatre production is about a Black South African Choir that toured England, Scotland and Ireland. This took place during 1891-1893. “African Choir” was supported in the NAC funding cycle for 2020.

The NAC 2020 call-out was unlike those in previous cycles, as there was a specific focus on projects that were wielding the fourth industrial revolution to propagate their cultural products and services. For the very first time Team Community Development Centre recorded and broadcast their showcase online and this continued for a cycle of two weeks. Online streaming proved to be a challenge for the production team.

Because of Covid-19 restrictions the goal posts had shifted, there was not even an audience for actors to draw inspiration from. In spite of this, through professionalism and sheer dedication, the production team finally gained the confidence to go online and the show was broadcast to an online audience.

The production team rose to the challenge and as a result Team Community Development Center had transcended the digital divide by leaps and bounds. This will go a long way in future audience development.

The play consisted of 10 actors of which five (5) were professional theatre practitioners and five (5) upcoming actors who were shortlisted from the community.

The participating artists who had been adversely affected by the Covid-19 pandemic, were able to garner a living wage to feed their loved ones.

Most importantly they were empowered to do their work - a delightful narrative that venerates our culture and ancestors. The production period became a platform for the vocational development of the upcoming practitioners.

In the process of preparing for the showcase, participants expanded their network but also got an opportunity for soft skills development in the areas of teamwork, sharing responsibilities, self-discipline as well as time management and listening skills. These skills will not only support the professional development of the upcoming actors, but will also ensure that they can share these skills with their communities. This is how the project managed to plough back into the community.

The project fostered other secondary developments. An additional layer was built into the narration by shedding light on the history of women as leaders and their contributions to our society. The cast as a hybrid between experienced and new talent created a formidable platform for cross-generational engagement and knowledge transfer.

“African Choir” was staged at The Guild Theatre in East London, while observing Covid-19 regulatory restrictions.

AFRICAN CHOIR PLAY - SOCIAL COHESION AND NATION BUILDING

Team Community Development Centre.

NAC GRANT BENEFICIARIES SUCCESS STORIES 2020/214 4.1



MBMS is known to be a large-scale, FREE and FULLY INCLUSIVE PUBLIC ARTS FESTIVAL of cutting-edge performances, exhibitions, and cultural events, curated by The Forgotten Angle Theatre Collaborative (FATC). During this time of Covid-19, supported by the National Arts Council, MBMS 2021 offered an INCLUSIVE, FREE, ONLINE PUBLIC ARTS FESTIVAL, through a WhatsApp line that is powered by Turn.io.

Through this well-established culture of gathering in the expression of artistic festivity, the festival has facilitated various

experiences of inter-cultural dialogue, a sense of intimate connection, meaningful social exchange, networking opportunities and local business activation, with the latter contributing over R2 million to the local economy to date.

In 2021 and the festival project’s 6th year of operation, The Forgotten Angle Theatre Collaborative’s My Body My Space (MBMS): Public Arts Festival was faced with the reality of needing to adjust its conventional festival delivery. As such, the MBMS team endeavoured to figure out how both the public of Emakhazeni and the artist contributors, could participate just as centrally, in the adaptation of the festival’s format from a “real world” setting into a virtual form that reflects and responds to the times.

The MBMS festival designed an exciting mentorship programme for young and emerging South African artists to work through a step-by-step process of either re-imagining their application proposals or developing new concepts to be featured on the festival platform alongside established national and international artists.

These artists, in two intake groups, were taken through a digital dance production upskilling and mentorship programme, which was collaboratively designed by Lo-Def Film Factory and Phoenix and Owl Productions. Through this training the artists have acquired the skills to create and produce impactful short-form content for MBMS online festival showcase and beyond, stretching their skills to new heights as the SA performing arts sector settles even more into occupying space in the digital arena.

These works were integrated into the Body and Space curated menus on the WhatsApp line.

Assitej’s works for children and youth have been developed by the following artists under the mentorship of Dutch choreographer Jack Timmermans, as part of Assitej South Africa’s ‘In the Works Dance Solo Project’, funded by the Embassy of the Kingdom of the Netherlands.

Through a rigorous monitoring and evaluation process and an analysis of evaluation surveys completed by artists, service providers and audience members, it is clear that the 2021 MBMS festival has had a significant impact on multiple levels.

A total of 121 people were employed on MBMS21, 61 of whom were women, 60 of whom were men, 99 of them youth and 6 of these people being people living with disabilities.

213 Artists and Performers of all ages and experience levels as well as 16 service providers from the creative economy sector (in the fields of marketing and publicity, social media, video production training and development, digital platforms, arts journalism and general consulting).

BENEFICIARIES SUCCESS STORIES 4.2 FORGOTTEN ANGLE THEATRE COLLABORATIVE -

STRATEGIC INITIATIVES

“The My Body My Space” MBMS project.

“The My Body My Space” MBMS project.



Since its Inception INFINI3, a registered NPO, has successfully organised innovative arts and skills development programmes. The

grant enabled them to carry out a pop-up visual art gallery called, Selfie World at Mimosa Mall in May 2021.”

Selfie World was a collaborative space that allowed visitors to pose in the 10 interactive selfie booths, which were created by 20 artists. Paired in groups of two, the artists were given themes, which they used to create visually stimulating booths.

Geared with materials such as brushes, paints, boards and props, the artists let their imagination run wild by creating booths that introduced the public to art in a playful and innovative way. The photographs taken were shared on Instagram, Facebook and TikTok, which extended the trendy event to the virtual world.

Selfie World’s success became evident quickly, with spins-offs at the Pretoria and Durban branches of Mimosa Mall Headquarters. Furthermore, the Northridge Mall Manager approached the Selfie World team with a proposal to extend the concept to their mall.

Ordinary members of the public expressed interest by requesting the same concept at baby showers and birthday parties.

The artists involved were presented with new avenues, that would allow them to make use of their skills to make money in their respective businesses and communities.

In 2016, INFINI3 partnered with the University of the Free State to send artists to the university’s business school to be trained as entrepreneurs. All participants, which included INFINI3’s board members, graduated with an NQF LEVEL 5 certificates.

In 2017, INFINI3’s digital art programme was featured in the National Arts Festival in Makhanda and has since been showcased virtually at other national and international festivals and platforms, attracting a wider audience. INFINI3 has also partnered with local cultural markets that exhibit monthly, creating opportunities for artists to make money and become sustainable.

INFINI3 boasts a roster of creative activities such as digital art, pottery, painting, visual arts, nail designs, exhibitions and critical debate forums. Its target audience is the general public, with special reference to the following sub-segments; Communities of Mangaung and the Free State, local and national artists, people with disabilities, women, families, youth, LGBTQI communities and local businesses.

BENEFICIARIES SUCCESS STORIES A SELFIE WORLD Arts Organisation Support Funding by INFINI3

4.3



“With the support of the National Arts Council, Sign Language Education and Development (SLED), a registered non-profit organisation (015 801 NPO), was able to fortify its Teacher Training programme, which addresses the support needs of teachers across the country.”

Founded 20 years ago, SLED, under the visionary leadership of two teachers of the deaf, together with a group of deaf

storytellers, poets, and artists, was established to promote and teach South African Sign Language (SASL) and its literature in the classroom and in the community.

Recently, SLED conducted a teacher training programme at St Vincent’s School in Johannesburg. The programme was implemented both virtually and in person, with two SLED facilitators placed onsite, and two via Zoom. The current Covid-19 pandemic has left teachers in a desperate place as teaching plans have become more difficult to implement.

SLED’s teaching training programme included workshops and classroom support for Grade R to 6 teachers and the programme worked with amended lesson plans, making extensive strides in enhancing learners’ critical thinking development. Learners and teachers experienced different ways of teaching, through open and closed questions, from the simplest and concrete, through to the most abstract and complex. This equipped them to delve more deeply into SASL literature and poetry.

In March 2021, four SLED team members travelled to Bloemfontein to train twenty-one teachers from two schools for the deaf (Bartimea in Thaba ‘Nchu and Thiboloha in Phuthaditjhaba) in SASL. Both new and experience teachers in deaf education require training, which includes, upgrading the SASL of hearing teachers, as well as intensive support for SASL teachers.

In April 2021, SLED trained Foundation Phase and Intermediate Phase teachers at Bosele School in Groblersdal, Limpopo. Once again, this training was conducted both virtually and in person. In an effort to improve the teacher’s SASL, the training programme guided the teachers through comprehensive SLED SASL KITs, which included stories, poems and teaching guides, as well as resources on how to implement the “CAPS” curriculum. The SLED team also taught in the classrooms, demonstrating good teaching practices for SASL literature teaching.

Additionally, in response to the support needs of teachers across the country, the SLED team responds to queries received from teachers via WhatsApp or email. The resources and responses requested by one teacher is continually made available to other teachers in the same grade or facing similar issues. Sled has trained over 50 teachers online since the lockdown started in 2020, which has improved teaching practices and has had a significant impact on spread of resources to teachers and schools. SLED’s primary target group is one of South Africa’s most marginalised, excluded, and vulnerable: deaf children. SLED achieves its goals with the help of South Africa’s deaf poets and storytellers and deaf adults working in schools for the deaf. The organisation works in all provinces across South Africa with a particular interest in supporting deaf adults working in SASL literature as it is a complex art form. Digital innovation has played a huge role in SASL literature, as it allows deaf poets and storytellers to edit and perfect their stories and poems.

It creates signed text that can be analysed by deaf learners, deaf adults and linguists. Digital technology has impacted on SASL literature in the same way that the printing press impacted on written literature. SLED’s stories and poems can now be studied nationally and internationally.

BENEFICIARIES SUCCESS STORIES Sign Language Education and Development (SLED)4.4

Arts Organisation Support Funding



Sibikwa was founded thirty-three years ago and is well known in the creative industry. Its main purpose is to develop the youth

through training and workshops, especially learners who want to realise their theatrical dream and find their career path in acting. Over the years, Sibikwa has produced several theatre and musical productions that have toured the world extensively. Through its work, Sibikwa has been recognised as an Arts Centre of Excellence here in South Africa and internationally.

Through their theatrical works, the organisation raises awareness about issues such as gender based violence. Banna ba sebele (Cinga! Wenze Ndoda!), a programme supported by the National Arts Council, has been positioned to educate learners on the decision-making power and understanding of traditional norms and values that influence the notion of manhood in African societies. It embodied gender roles, relationships, and responsibilities about how a boy child is raised in traditional African society.

Through the project, learners were prevented from indulging in deviant social behaviour. This project was expressed through drama and music on a theatrical platform.

The learners were afforded an opportunity to learn adequately outside school curricula and this approach helped to remove children from the street.

Through engagement, workshops and skills transfer, Sibikwa Arts Centre created a new generation of young artists who fulfilled their artistic aspirations through acting. To amplify the impact of the project Sibikwa partnered with Sonke Gender Justice to shape the behaviour of teenage boys to become responsible citizens.

With this pioneering project, Sibikwa has successfully demonstrated its developmental approach by skilling young people through workshops and training.

Over a period of 32 years, Sibikwa has become a fundamental repository of knowledge, especially in unearthing and nurturing young talent. It has built the foundation upon which young and aspirant artists can stand on and the organisation has successfully trained and impacted on the lives of learners who will ultimately become professional arts practitioners in their own right.

BENEFICIARIES SUCCESS STORIES SIBIKWA ARTS CENTRE - CAPACITY BUILDING4.5



4.6 SUB-PROGRAMME 1 ADMINISTRATION: Marketing and Communications

The Marketing and Communications Unit provides a link between various NAC stakeholders, including Council, staff, artists and creatives and the broader sector.

Strategic Objective of the Unit

In 2020/21, the objectives of the NAC were to continue advocating for the arts as well as mitigating the spread of Covid-19 and its negative impact on the sector by implementing programmes that adapt to the changing Covid-19 regulations and provide funding opportunities for the affected arts, culture, and heritage sectors.

The Marketing and Communication unit coordinated the dissemination of a multitude of digital material such as a stakeholder survey, radio and TV broadcasts, informative YouTube videos, webinars, and social media campaigns, in order to reach and support more stakeholders.

Key Performance Measures, Targets and Results.

To better fulfil the NAC’s mandate and to further the organisation’s understanding of the sector’s needs, the Unit conducted a Stakeholder Perception Survey related to the Presidential Employment Stimulus Programme (PESP). From October 2020, the Unit undertook an extensive PESP Marketing Campaign, which amplified the dissemination of information about the programme to the sector. This campaign included above and below the line advertising where various media platforms were utilised.

These included radio and TV interviews with NAC’s Councillors; Panel Members; the CEO; and senior staff, as well as the publishing of newspaper adverts; informative YouTube videos; and articles on NAC’s website and social media pages. Furthermore, the campaign made use of 10 Influencers, who hailed from all 9 provinces of South Africa, in an effort to reach even more potential applicants. Towards the end of this period, the NAC’s reputation was under severe strain, and the unit embarked on a Crisis Management Campaign, in collaboration with its PR Agency, to mitigate the negative sentiment. The results of this mitigation were positive.

As part of the commemorative months of Youth Month and Women’s Month, the unit rolled out online webinars, featuring industry professionals, emerging practitioners and thought-leaders from the arts, culture and heritage sectors. The webinars were prompted by the severe impact that Covid-19 has had on the sector and marked the beginning of a series of industry-wide consultations that seek to ensure that the NAC fulfils its mandate, which is wider than just being a funding organisation.

Additionally, the webinars ensured that emerging arts practitioners were mentored in business matchmaking initiatives. The webinars took place on Zoom and were live streamed on the NAC’s Facebook page for the broader arts community to access.

In September 2020, the Unit welcomed a new Marketing and Communication Assistant, on a permanent basis and in October 2021, and a further two Assistants were added to the Unit on contract, as part of the Presidential Employment Stimulus Programme (PESP).



The NAC’s Human Resources, Information Technology and Financial Resources are administered by a programme responsible for: • Financial management; • Human resources management and

development; • Information technology management and

development; and • Administration management, particularly in

support of grant administration.


Communications

2019/2020 2020/2021




R’000 R’000 R’000 R’000 R’000 R’000

1 893 1 463 430 1 276 1 048 228

Total 1 893 1 463 430 1 276 1 048 228

4.7 SUB-PROGRAMME 2 ADMINISTRATION: Human Resources, IT and Financial Administration

Strategic Objectives, Performance Indicators, Planned Targets and Actual Achievements

Strategic Objectives

The objectives of the programme in 2020/21 were to promote effective corporate governance by:

• Achieving an unqualified audit report; • Ensuring compliance with relevant legislation; • Complying with the King IVTM Report where

applicable; and • Monitoring and reporting on strategic objectives. The objectives of this programme also included developing systems to improve efficiency and effectiveness in service delivery by:

• Developing a skilled workforce and efficiently administer human resources;

• Managing risks effectively; and • Implementing cost-saving initiatives.



During the f inancial year 2020/21, the IT team was focused on rolling out Off ice 365 and the enhancement of the NAC technology configuration towards a robust structure that is responsive to the virtual progression of the sector in the wake of the Covid-19 pandemic.

The IT unit also ensured that the PABX/telephony services were migrated to the cloud to ensure fortif ied management and access of voice and digital data within the organisation.

The IT contingency of the organisation then rolled out a comprehensive training programme for staff on the use of the new technological enhancements that were implemented.

The Grant Management System (GMS) was an essential tool to implement the Presidential Employment Stimulus Programme (PESP), to ensure a robust application process for our various stakeholders across the country, the platform was customised for the special call.

To support the GMS system as a point of contact, a call centre was also established to assist PESP staff with the large number of queries from the sector with regard to PESP.


Programme/Activity/Objective

2019/2020 2020/2021




R’000 R’000 R’000 R’000 R’000 R’000

Finance, IT, HR 36 499 35 676 823 36 639 35 296 1 343

Total 36 499 35 676 823 36 639 35 296 1 343

During the financial year 2020/2021 the IT unit was focused on the following:



Institutional Response to the COVID-19 Pandemic:First and Second Wave COVID-19 Relief Funding

PRESIDENCY EMPLOYMENT STIMULUS PROGRAMME

The Presidency made a special employment stimulus programme available to the creative sector to disburse via the National Arts Council and the National Film and Video Foundation. The Presidential Employment Stimulus Programme (PESP) is geared towards employment creation and job retention initiatives for artists, creatives, heritage sector workers and cultural workers. This included (but was not limited to) support for innovation in digitisation efforts for content creation and the dissemination and development of e-commerce systems. The Programme encouraged the sector to respond with agility to new ways of developing, promoting, selling and creating arts, culture and heritage programmes, projects and products. This included re-imagining audience interaction with these sectors, the creation of new paradigms for viewing and understanding the place of the arts, culture and heritage during this time of the Covid-19 pandemic.

The Presidential Employment Stimulus Programme was initially a three-month boost and projects had to conclude by 31 March 2021. However, due to late approvals and other challenges of timeous approvals, the project was extended.

The PESP was divided into two (2) categories, namely, Stream 1 for wage subsidies and Stream 2 for creation of artistic works and the creation of employment opportunities.

Stream 1: JOB RETENTION VIA WAGE SUBSIDY

Many institutions and organisations in the sector were facing the prospect of job cuts as a result of loss of revenue. Organisations, institutions, SMMES and individuals/sole traders found themselves in positions where they were struggling to retain their staff complement. In this call, the sector applied to retain specific employees that they already had on their payroll or on contract.

The lockdown had severe negative consequences for lives and livelihoods, especially for those plying their trade in the arts, culture and sport arena. As a result, the Honourable Minister Nathi Mthethwa responded by setting up a COVID-19 Relief Fund for arts, culture and sport.

Funds were reprioritised, ring-fenced by the Department and then transferred to the Funding Agencies, namely National Arts Council (NAC), Business Arts South Africa (BASA and National Film and Video Foundation (NFVF).

The purpose of the COVID-19 Relief Funding was to provide short-term emergency support to practitioners in sports, performing arts and heritage sectors who had been affected by the lockdown and subsequent shutdown of venues, festivals and other events as a result of the COVID-19 pandemic. Individuals who did not have a regular income and whose income had been severely interrupted due to the COVID-19 pandemic, and who relied solely on their creative work as a regular source of income were eligible to apply.

First Wave COVID-19 Relief Funding:

The First Wave Relief application process was administered exclusively by the DSAC. The NAC was responsible for disbursing funding for beneficiaries that were successful.

Second Wave Covid-19 Relief Funding

With the second round of funding the DSAC out-sourced the entire grant-funding life cycle to the NAC. In facilitating the implementation of the commitment, the department has worked closely with both Business and Arts South Africa (BASA) and the National Arts Council (NAC) using their platforms to receive and process applications for the fund. BASA administered applications via a WhatsApp platform, and the NAC administered applications via the web-based GMS platform.

Number of Beneficiaries Paid Rand Value Dispersed

First Wave 1278 18 150 165

Second Wave 337 2 719 187.00



Stream 2: ARTISTIC, CULTURAL AND HERITAGE PROJECTS

This stream was aimed at soliciting proposals from the sector that demonstrated opportunities to create employment in order to get income flowing and to stimulate the sector economy, acting as a catalytic injection of income into the economy that enabled ambitious proposals to create opportunities for employment and collaboration. These kinds of projects energise the entire value chain and have a multiplier effect. It was deemed essential that the sector indicated the kinds of projects necessary at the time and ideas were taken directly from the sector. The NAC had taken direction from Treasury and the DSAC to assess funding based on the ambition and merit of the project and, as such, no threshold to the funding amount was dictated.

On 30 October 2020 the NAC published its formal invitation to all relevant stakeholders, explaining the two streams of funding and setting out the process to be followed. The call of applications for Stream I had to be submitted by no later than 20 November 2020 and those for Stream 2 had to be submitted by 27 November 2020. All applications would then be considered and either approved or rejected. Approved applicants would thereafter be required to submit further compliance documentation and signed contracts, if necessary, and enter into a formal agreement with the NAC.

The NAC received 2 485 applications for both stream I and stream 2 grants. Of these applications, 1 374 were approved and 1 112 were rejected.

On the eve of the last sitting of Council EXCO for the former Council, it was discovered that approvals far exceeded the available budget.

The incoming Council probed the matter, and it transpired that only 613 of the approved applications had been selected for funding, to the exclusion an additional 761 approved applicants from the second group.

The new Council sought external legal opinion, which resulted in the Council restructuring the R300 million guiding figure ranging from R16,600 to R25,000 per job, to R10,895 per job, which allowed all approved beneficiaries to receive funding based on the following

Principles, as approved by Council:

• That all applicants that were approved by EXCO must receive funding;

• That no applicant must receive more funding than what they requested;

• That a ceiling of R2 million must be applied for all the applicants, save for projects of national significance that implement projects on a large scale;

• That no organisation must be funded for more than one project within the same Stream.

It is these four principles that guided Council to reach an equitable solution that ensured that all successful beneficiaries receive the PESP Grant, and not a selected few. A request for an extension from our shareholder the Department of Sports, Arts & Culture to extend the deadline of project completion was granted, to give applicants more time to readjust the project timelines.

The distribution of funding for PESP, as at 31 March 2021, is outlined below:

• Finance to advise on info to insert• The total allocation for the NAC was R300

million of which 5% (R15 million) was set aside for administrative management fees.



African Coloured Indian White

Projects 78.40% 6.40% 1.50% 13.70%

Grant allocation 77.80% 5.70% 1.70% 14.80%

Declined 48 59 394 656

Peri-urban Rural Urban

Stream 1 15.30% 23.90% 60.80%

Stream 2 15.40% 31.60% 53.10%

Declined 48 59 394

Male Female

Projects 59.50% 40.50%

Grant allocation 63.20% 36.80%

Declined 48 59

Allocation by Race

Locality

Applications received Stream 1 Stream 1 Organisations

Stream 2 Individuals

Stream 2 Organisations

Total received 198 257 803 1 227

GNLs sent 150 198 409 571

Declined 48 59 394 656

Female Male Non-binary

Projects 41.80% 57.70% 0.50%

Grant allocation 43.30% 55.30% 1.40%

Declined 48 59 394

Gauteng 35.60%

Western Cape 12.10%

Kwa-Zulu Natal 11.60%

Eastern Cape 9.20%

Free State 8.50%

Limpopo 8.30%

North West 6.60%

Mpumalanga 4.30%

Northern Cape 3.80%

Job Retention Job Creation

Total 2 444 26 258

Male 57% 56%

Female 43% 43%

Non binary - 1%

Youth 44% 36%

Applications and Approvals

Allocation by Gender

Provincial Allocation Job Opportunities



TABLE 10: REVENUE COLLECTION

TABLE 11: CAPITAL INVESTMENT

Sources of Revenue

2019/2020 2020/2021

EstimateActual

Amount Collected

(Over)/Under Collection Estimate

ActualAmount

Collected

(Over)/Under Collection

R’000 R’000 R’000 R’000 R’000 R’000

Grant 115 666 117 182 1 516 120 329 433 425 313 096

Other Income - 207 207 - 19 19

Interest 1 800 2 806 1 006 1 800 3 355 1 555

Total 117 466 120 195 2 729 122 129 436 798 314 669

Infrastructure Projects

2019/2020 2020/2021




R’000 R’000 R’000 R’000 R’000 R’000

Total 1 200 1 369 (169) 1 905 658 1 247

Interest 1 800 2 806 1 006 1 800 3 355 1 555

The NAC received revenue as per the approved ENE and schedule of withdrawal and did not have any under- collection of revenue. All revenue targets are monitored monthly, quarterly and annually through financial reporting. The revenue received by the NAC does not cover the demands received by the sector, but the NAC uses a targeted approach to funding in an attempt to meet its mandate.

The target on the revenue is exceeded due to the fact that the NAC does not budget for interest income and other income. The NAC is embarking on resource mobilisation and forming partnerships to achieve its full mandate.

The NAC does not have substantive infrastructure projects and capital expenditure that are managed within the finance section.

REVENUECOLLECTION

CAPITALINVESTMENT

5

6

PART C:GOVERNACE



The NAC is a Schedule 3A public entity established in terms of the National Arts Council Act (Act No. 56 of 1997). The corporate governance principles of the National Arts Council (NAC) are governed by the Act, as amended by the Cultural Laws Amendment Act (Act No. 36 of 2001) and the Public Finance Management Act (Act No. 1 of 1999) (PFMA). In addition, the NAC has a corporate governance framework in place, which is aligned with the King IV TM Report on Corporate Governance in South Africa.

The NAC’s corporate governance framework was approved by Council in 2015 with a clear definition of the roles and responsibilities of the constituent elements of the organisation’s management structure. This enables Council to plan, execute, control and monitor the NAC’s activities in accordance with its strategic objectives. The delegation of authority framework determines levels of authority for Council and management in terms of financial and operational decision-making. This includes major investments, capital expenditure and contractual engagements.

The internal audit function monitors compliance with these authority levels and checks for compliance with the corporate governance framework. In terms of Section 4 of the Act, the NAC functions under the authority of a Council

appointed by the Minister of Arts and Culture. For the period under review, the NAC had an 18-member Council, which was appointed in January 2017. The term of this Council ended on 31 of December 2020 and a new Council was appointed. Out of the 19 new Council Members, 10 are appointed by the Minister of Arts and Culture, 3 members are elected by the outgoing Council for purposes of continuity and 6 members are Provincial representatives appointed by the MECs of the provinces.

During the year in review, Ms Avril Joffe and Ms Michelle Constant resigned from the Council. Council meetings were held quarterly and, when necessary, special meetings were convened.

The NAC maintained a functional Audit and Risk Committee and an internal audit function for the year under review, in compliance with the PFMA. The advisory panels, established in terms of Section 11 of the Act and chaired by the duly appointed Council member, facilitated the allocation of Arts Organisation Support, and project and bursary funding in the year under review by evaluating applications and making recommendations to Council.

Parliament, the Executive and the Accounting Authority of the public entity are responsible for corporate governance.

INTRODUCTION

PART C:GOVERNACE

1


PART C: GOVERNACE

The Parliamentary Portfolio Committee on Arts and Culture is responsible for oversight on the work of the NAC, along with the Department of Sports Arts and Culture (DSAC) and all other public entities reporting to the DSAC. The NAC did not appear before the Portolio Committee during the year under review.

The NAC reports quarterly to the Minister of Arts and Culture using a template as prescribed by the DSAC. Furthermore, through the annual Shareholder’s Compact signed by the NAC and the Minister of Arts and Culture, a series of structures were established to promote effective relations between the DSAC and the public entities that report to it.

A Chief Financial Officer’s Forum, CEO’s Forum and Chairpersons’ Forum were established. The NAC attended the following meetings in the year under review:

Dates Purpose

07 July 2020 CEOs Forum

25 September 2020 CFOs Forum

17 March 2021 CFOs Forum

EXECUTIVEAUTHORITY

PORTFOLIO COMMITTEES



THE ACCOUNTING AUTHORITY (COUNCIL)

For the period under review, the NAC had a Council appointed by the Minister of Arts and Culture. According to the NAC Act, the Council has a direct responsibility for decisions with regard to grant funding, and as such, the NAC Council is expected to meet at least four times a year to approve funding as well as oversight functions for the entity.

The role of the Council is as follows:

• It holds absolute responsibility for the performance of the public entity;

• It retains full and effective control over the public entity;

• It has to ensure that the public entity complies with applicable laws, regulations and government policy;

• It has unrestricted access to information of the public entity;

• It formulates, monitors, reviews corporate strategy, major plans of action, risk policy, annual budgets and business plans;

• It ensures that the shareholders’ performance objectives are achieved;

• It manages potential conflicts of interest; • It develops a clear definition of levels of

materiality;• The Council must attend annual meetings; • It ensures financial statements are

prepared; • The Council must appraise the performance

of the Chairperson; • It must ensure an effective Council

induction; • Must maintain integrity, responsibility and

accountability.

Council Charter

As recommended by the King Code, the Council has a Charter setting out its responsibilities, which should be disclosed in its annual report. At a minimum, the Charter should confirm:

At a minimum, the Charter should confirm:

• The Council‘s responsibility for the adoption of strategic plans;

• Monitoring of operational performance and management;

• Determination of policy processes to ensure the integrity of the public entity risk management and internal controls; and

• Communication policy, as well as director selection, orientation and evaluation.

During the period under review the Council complied with the Council Charter.

Composition of Council The NAC Council is comprised of 17 members. However, the CEO and CFO are Ex-Officio members. Out of the 17 Council members, 10 are appointed by the Minister of Arts and Culture, 3 members are elected by the outgoing Council for purposes of continuity and 6 members are Provincial representatives appointed by the MECs of the presented provinces. According to section 8(1) of the NAC Act, Council meets no less than three times a year. However, the Chairperson may at any time convene a special meeting with Council.

The term of the old Council ended on the 31st of December 2020 and a new Council was appointed. During the year under review, Ms Avril Joffe and Ms Michelle Constant resigned from the Council.

4


PART C: GOVERNACE

NAC Council Members: March 2020 – December 2020

Name:Designation and Other Committees

Appointment Date

Resignation Date Qualifications Number of

Meetings

Hartley Ngoato

Council Chairperson

1 January 2017

Term ended 31 December 2020

B. Proc Degree (LLB) Diploma (Human Resource Development)

Council 18 of 18 Council Exco 11 of 12

JabuDlamini

Council Deputy Chairperson Mpumalanga Provincial Representative Craft Panel Chairperson

1 September 2015


BA Degree (Humanities)Diploma (Education)Certificate (Project Management)

Council 18 of 18 Council Exco 12 of 12 Provincial Sub Committee 2 of 2

Avril Joffe

Council MemberARC Chairperson

1 January 2017

Term ended 31 December 2020Term renewed 1 January 2021Resigned 21 March 2021

M.Phil Degree (Development Studies) BA Degree (Economics) BA Hons Degree (Industrial Sociology)

Council 18 of 18 Council Exco 12 of 12 ARC 8 of 8

Erica Elk

Council Member HRC Chairperson

1 September 2015


Diploma (Teaching)BA Degree (Fine Arts)PG Diploma (Fine Arts)

Council 18 of 18 Council Exco 9 of 12 HRC 7 of 7 Communications Committee 1 of 1

Dr Same Mdluli

Council MemberInnovation, Design and Creation Chairperson

1 January 2017


B-Tech Degree -Cum Laude (Fine Arts) Certificate (Arts and Culture Teacher Training) MA Degree (Arts and Culture Management)PhD Degree (History of Art)

Council 14 of 18 POCC 9 of 9

Mr Edward Mhlongo

Council Member

1 January 2017


MPHL Degree (Development Studies)BA Hons Degree (Sociology, Research Methods)DBA Degree (Business Administration)Executive Diploma (Quantitative Methods)

Council 14 of 18





Appointment Date


Meetings

Mandy van der Spuy

Council MemberCapacity Building Chairperson

1 January 2017


Degree (Languages and Literature)Postgraduate Degree (Theatre Studies)MA Degree (Literature)


Advocate Nakedi Ribane

CouncilMember Social Cohesion and Nation Building Panel Chairperson

1 January 2017


LLB DegreeCertificate (Marketing and Research)Diploma (Speech and Drama)


Jerry Mabuza

Council MemberGauteng Provincial Representative

1 January 2017


Diploma (Further Education and Training, Arts and Culture Administration)

Council 16 of 18 Council Exco 10 of 12 Provincial Sub Committee2 of 2

Thoko Nogabe

Council MemberFree State Provincial RepresentativeArt Platforms/ Exhibitions/Showcases/Book Fairs Panel Chairperson

1 January 2017

Term ended 31 December 2020Reappointed in January 2021

Choreographer, Actor, Musician

Council 13 of 18 POCC 7 of 9 Provincial Sub Committee

Prof. Sekgothe Mokgoatšana

Council MemberLimpopo Provincial Representative POCC Chairperson

1 January 2017


Distinction in History, Music and Education, Music Theory III, and Grade V–DistinctionBA Hons Degree (Folklore, Poetry, Drama, Morphology and Research)MA Degree Cum LaudePG Diploma (Tourism Management and Development)

Council 18 of 18 Council Exco 12 of 12 HRC 7 of 7 POCC 8 of 9 Provincial Sub Committee 2 of 2


PART C: GOVERNACE



Appointment Date


Meetings

Maleshini Naidoo

Council Member

1 December 2017


Bachelor of Commerce Honours Degree (Accounting) Bachelor of Commerce Degree

Council 16 of 18 ARC 7 of 8

Michael Arendse

Council Member

1 January 2017

Term ended 31 December 2020Reappointed 1 January 2021

MA Degree (Culture, Policy and Management – London) BA Degree (Arts Management – Australia)N.Diploma Journalism (South Africa)

Council 17 of 18 Council Exco 11 of 12 POCC 9 of 9 Communications Committee 1 of 1

Jabulani Sithole

Council Member

2 November 2018


TBC Council 14 of 18

Johannes Chisekula

Council Member

20 January 2019


National Diploma in Dramatic Arts NQF Level 4 Community Arts Development

Council 13 of 18 PSC 1 of 2

Phumulani Manzi

Council Member

12 November 2019


Electrical Theory and practical professional experience: Interpreter at the Health Phelophepha Train and Tutor at Umuso High School

Council 17 of 18HRC 7 of 7

Madré Loubser

Council MemberWestern Cape Representative

30 April 2019

Term ended 31 December 2020Reappointed 1 January 2021

Bachelor of Music, (B.Mus.)Performance Diploma in Music, (PDM) Certificate in Music

Council 18 of 18



NAC Council Members: Appointed as of 1 January 2021 to date


Appointment Date


Meetings

Zikie Molusi

Council Member Chairperson

1 January2021

Releasedon 5 February 2021

Degree in Communications at University of Fort HarePostgraduate Diploma in Advertising and Marketing with the AAA School of Advertising in Rosebank

Council 1 of 1 PESP 3 of 20

H.R.H Princess Celenhle Dlamini

Council MemberDeputy Chairperson

1 January 2021 N/A

Master’s Degree: Entrepreneurship & New Venture Creation, (Wits University, South Africa),Bachelor of Arts: Business Administration (Bennet College, USA)

Council 1 of 1 PESP 20 of 20, HRC 3 of 3

Stephanie D’Silva

Council MemberARC Chairperson

1 January 2021 N/A

CA(SA) and IIA member2014, PGDA in Applied Accounting Sciences, University of South Africa2012, BCom. Accounting Sciences, The University of Pretoria

Council 1 of 117 of 20 ARC 1 of 1

Dr Sipho Sithole

Council MemberCommunications Committee Chairperson

1 January2021 N/A

PhD in Anthropology (Wits University),Master of Science in Industrial Relations and Personnel Management (London School of Economics and Political Science, University of London)

Council 1 of 1 PESP 20 of 20HRC 3 of 3Communica- tions Committee1 of 1

Michelle Constant Council Member 1 January

2021

Resigned 12 February 2021

Bachelor of Arts – English and Drama (University of Cape Town)Performers Diploma (University of Cape Town)



PART C: GOVERNACE

NNAC Council Members: Appointed as of 1 January 2021 to date

Name:Designationand Other Committees

Appointment Date


Meetings

Madre Loubser

Council MemberWestern Cape Representative

Reappointed 1 January2021

N/A

Bachelor of Music (Stellenbosch University),Performance Diploma in Music (Stellenbosch University),Certificate in Music (Stellenbosch University),

Council 1 of 1 PESP 18 of 20Provincial Rep 2of 3

Advocate Eric Nkosi

Council Member

1 January 2021 N/A B. Juris, LLB, Diploma HRM

Council 1 of 1 PESP - 20 of20 HRC 3 of 3

Thokozile Nogabe

Council MemberFree State Representative

Reappointed 1 January2021

N/A Teacher, Choreographer, Actor, Musician

Council 0 of 1 14 of 20PSC 3 OF 3

Michael Arendse

Council Member

Reappointed 1 January 2021

N/A

MA: Culture, Policy and Management (City University, London, United Kingdom), BA: Arts Management (Edith Cowan University, Perth, Australia) National Diploma: journalism (The Peninsula Technikon, Bellville, South Africa)

Council 1 of 1 PESP - 20 of 20

Tshepo Mashiane

Council MemberPSC Chairperson

1 January 2021 N/A

Cost and Management Accounting (Technikon Northern Gauteng)Africa’s Development Processes (Coady International Institute),Basic Principles of Economics (University of Pretoria)Principal Estate Agent EAB95463/L(The Estate Agency Affairs Board)

Council 1 of 1 PESP 20 of 20PSC 3 of 3




Name:Designationand Other Committees

Appointment Date

Resignation Date

QualificationsDesignation and Other Committees

Number of Meetings

Gamelihle Mbuyane

Council MemberMpumalanga Representative

1 January 2021 N/A B Degree in Theology

Council 1 of 1 PESP 20 of 20 Provincial Sub- Committee 3 of 3

Jones Chisekula

Council Member North West Representative

Reappointed 1 January 2021

N/A

National Diploma in Dramatic Arts (Fuba School of Dramatic & Visual Arts), NQF Level 4 Community Arts Development (Showbusiness Foundation & Department of Culture, Arts and Traditional Affairs),Drama – Writing, Directing and Acting (Mmabana Arts, Culture and Sports Foundation (Mahikeng)

Council 1 of 1 PESP 19of 20Provincial Sub Committee 3 of 3

Bulelwa Malange

Council Member KZN Representative

1 January 2021 N/A

Creative Writing Diploma and specialised in script writing, film and video production; Certificate in adult education and media studies from the University of Natal-Durban.

Council 1 of 1 PESP 18 of 20PSC 3 of 3

Mbangiseni Masia

Council Member Limpopo Representative

1 January 2021 N/A

2009 Certificate in Project Management (University of Pretoria)1997 Certificate in Basic Principles of Public Relations (Public Relations Institute for Southern Africa (PRISA),1995 BA (Human Sciences) (University of Venda).Master’s in Public Management Degree (In progress)



PART C: GOVERNACE



Appointment Date


Meetings

Bongani Tembe

Council Member

1 January 2021 N/A

Master of Music Degree (1994) Juilliard School. Bachelor of Music Degree (1992), Juilliard School, Fundamental Principles of Economics, Columbia University.

Council1 of 1 PESP19 of 20 Commu-nications Committee 1 of 1

Phumzile Zitumane

Eastern Cape Representative

1 January 2021 N/A

Currently registered for Doctor of Administration with the (research topic in the area of leadership development), (University of Fort Hare). 2008 Attended Leadership Development programme (University of Stellenbosch). 2007 Attended Executive Development programme – (University of Stellenbosch). 2004 Emerging Leaders Programme (Fellowship programme) (UCT with Duke University)1999 Master of Business Leadership (MBL) – University of South Africa Graduate School of Business Leadership.1995 B Com – (University of Fort Hare).1997 Combating Fraud and Risk Management (University of Port Elizabeth). 1998 Three-day course in Municipal Finance.1999 Four-day course on Labour Relations.2003 Corporate Governance Course (Graduate Institute of Management and Technology).Revenue, Expenditure, Asset and Liability management (The South African Institute of Government Auditors through the University of Pretoria).2014 May Board Effectiveness.

Council 18 of 20





Appointment Date


Meetings

Layla Swart

CouncilMember

9 March2021 N/A

BA Film & Media Production – University of Cape Town 2008 BA (HONS) Film & Media PRODUCTION – University of Cape Town 2009

Council 0 of 1PESP6 of 20

Ashley Latchu

CouncilMember

1 January 2021 N/A

PHD CurrentMSc Degree. BSc IT Management Degree & HonoursDegree. Degree in Financial Accounting & Internal Auditing Diploma in NetworkingMicrosoft Certified Systems Engineer (MCSE)Microsoft Certified Solutions Developer (MCSD)Microsoft certified System Administration (MCSA)Microsoft Certified Database Administrator

Council 1 of 1 PESP20 of 20 ARC 1 of 1

Kim Matthews

Council Member

1 January 2021 N/A Diploma in Jewellery Design and

ManufactureCouncil 18 of 20


PART C: GOVERNACE



COMMITTEENO. OF

MEETINGS HELD

NO. OF MEMBERS NAMES OF MEMBERS

EXCO 12 7

Hartley Ngoato (Chairperson)Jabu Dlamini (Deputy Chairperson) Erica Elk (HRC Chairperson) Avril Joffe (ARC Chairperson)Jerry Mabuza (Chairperson for Provincial Representatives)Adv. Nakedi Ribane (Chairperson Panel of Chairs)Prof. Sekgothe Mokgoatšana

HUMAN RESOURCES COMMITTEE

7 5

Erica Elk (Chairperson)Prof. Sekgothe Mokgoatšana Johannes ChisekulaPhumulani ManziLufuno Motsherane

AUDIT AND RISK COMMITTEE 8 5

Avril Joffe (Chairperson)John Raphela (External Member)Sikhuthali Nyangintsimbi (External Member)Maleshini Naidoo (Internal Member) Charlene Louw (External Member)

PANEL CHAIRPERSONS 9 5

Advocate Nakedi Ribane (Social Cohesion and Nation Building)Thoko Nogabe (Arts Platforms/ Showcases/Exhibitions & Festivals)Dr Same Mduli (Innovation, Design and Creation)Mandie van der Spuy (Capacity Building)Michael Arendse (Strategic Initiatives)

COMMUNICATIONS COMMITTEE 1 4

Michael Arendse ( Acting Chairperson)Erica Elk Jabulani SitholeMadré Loubser

COMMITTEES FROM 1 APRIL 2020 TO 31 DECEMBER 2020

COMMITTEE APPOINTED AS OF 1 JANUARY 2021 TO DATE

COMMITTEENO. OF

MEETINGS HELD

NO. OF MEMBERS NAMES OF MEMBERS

HUMAN RESOURCES COMMITTEE 3 5

Advocate Eric Nkosi (Chairperson)H.R.H Princess Celenhle Dlamini Lufuno Motsherane Dr Sipho Sithole Avril Joffe

AUDIT AND RISK COMMITTEE 1 5 5

Stephanie D’Silva (Chairperson)Ashely Latchu Charlene LouwJohn Raphela Sikhuthali Nyangintsimbi

COMMUNICATIONS COMMITTEE 8 5

Dr Sipho Sithole (Chairperson)Tshepo Mashiane Bongani TembeH.R.H Princess Celenhle Dlamini

PROVINCIAL SUB COMMITTEE 3 9

Tshepo Mashiane (Chairperson)Gamelihle Mbuyane Jones ChisekulaThoko Nogabe Nise Malange Stephanie D’Silva Madre Loubser Mbangiseni Masia Phumzile Zitumane


PART C: GOVERNACE

REMUNERATION OF COUNCIL MEMBERS

Council members are remunerated in accordance with the rates stipulated by the National Treasury for particular categories of public entities. The remuneration is inclusive of preparations fees. Remuneration of Council members is detailed as note 21 of the Annual Financial Statements.

COUNCIL MEMBERS REMUNERATION 2020

NAME REMUNERATION OTHER ALLOWANCE TOTAL

Mr Hartley Ngoato R97 200,00 R97 200,00 R194 400,00

Ms Jabu Dlamini - - - N/A

Ms Avril Joffe R28 584,00 R43 023,00 R71 607,00

Ms Erika Elk R42 876,00 R40 494,00 R83 370,00

Ms Nakedi Ribane R54 786,00 R61 932,00 R116 718,00

Mr Michael Arendse R59 550,00 R54 786,00 R114 336,00

Ms Same Mdluli R33 348,00 R19 056,00 R52 404,00

Mr Zolani Mkiva R4 764,00 R4 764,00 R9 528,00

Mr Masengana Mabuza R59 550,00 R30 966,00 R90 516,00

Ms Thokozile Nogabe R38 112,00 R52 404,00 R90 516,00

Mr Bongani Mavuso - - N/A

Prof Sekgothe Mokgoatšana R59 550,00 R71 460,00 R131 010,00

Mr Edmund Mhlongo R28 584,00 - R28 584,00

Ms Mandie van der Spuy R38 112,00 R59 550,00 R97 662,00

Mr P Ngove - - N/A

Ms Maleshini Naidoo R28 584,00 R7 857,00 R36 441,00

Mr Nchoke Raphela (External member) N/A R2 619,00 R2 619,00

Mr Sikhuthali Nyangintsimbi (External member) N/A R5 238,00 R5 238,00

Ms Charlene Louw (External member) N/A R5 001,00 R5 001,00

Mr Phumlani Manzi R50 022,00 R26 202,00 R76 224,00

Mr Johanne Johannes Chisekule R50 022,00 R30 966,00 R80 988,00

Ms Madré Loubser R54 786,00 R14 292,00 R69 078,00

Mr Jabulani Sithole R42 876,00 R19 056,00 R61 932,00

Mr Lufuno Motsherane (External member) N/A 11 910,00 R11 910,00

Total R771 306,00 R658 776,00 R1 430 082,00

* Remuneration is inclusive of PESP meetings.




Mr Hartley Ngoato 120,528 104,976 225,504

Ms Jabu Dlamini - - 0

Ms Avril Joffe 135,774 90,516 226,290

Ms Erika Elk 59,550 76,224 135,774

Ms Nakedi Ribane 69,078 215,655 284,733

Mr Michael Arendse 145,302 286,280 431,582

Ms Same Mdluli 59,550 211,814 271,364

Mr Masengana Mabuza 59,550 76,224 135,774

Ms Thokozile Nogabe 107,190 175,901 283,091

Prof Sekgothe Mokgoatšana 73,842 199,011 272,853

Mr Edmund Mhlongo 61,932 - 61,932

Ms Mandie van der Spuy 73,842 144,910 218,752

Ms Maleshini Naidoo 57,168 4,764 61,932

Mr Nchoke Raphela (External member) 4,764 - 4,764

Mr Sikhuthali Nyangintsimbi (External member) 4,764 - 4,764

Ms Charlene Louw (External member) 4,764 - 4,764

Mr Phumlani Manzi 66,696 61,932 128,628

Mr Johanne Johannes Chisekule 107,190 52,404 159,594

Ms Madré Loubser 150,066 38,112 188,178

Mr Jabulani Sithole 54,786 23,820 78,606

Mr Lufuno Motsherane (External member) - 4,764 4,764

Total 1 402,044 1 781,599 3 183,643


COUNCIL MEMBERS REMUNERATION 2021


PART C: GOVERNACE


Z Molusi (Chairperson) 27,216 19,440 46,656

H.R.H Princess Celenhle Dlamini (Acting Chairperson)

135,630 26,766 162,396

Ms Stephanie D'Silva 85,752 23,820 109,572

Dr Sipho Sithole 78,606 28,584 107,190

Ms Michelle Constant (Released 12 February 2021) 16,674 - 16,674

Ms Kim Matthews 64,314 4,764 69,078

Mr Ashley Latchu 76,224 2,382 78,606

Adv Eric Nkosi 69,078 11,910 80,988

Mr Bongani Mtembu 61,932 26,202 88,134

Mr Tshepo Mashiane 76,224 38,112 114,336

Mr Gamelihle Mbuyane 76,224 14,292 90,516

Ms Nise Bulelwa Malange 42,876 11,910 54,786

Mr Mbangiseni Masia 23,820 2,382 26,202

Ms Layla Swart 16,674 2,382 19,056

Mr Phumzile Zitumane 7,146 4,764 11,910

Total 858,390 217,710 1 076,100


Council Members appointed as of 1 January 2021 to date



NAME2021 2020

Remuneration Remuneration

Ms Carol Brown 154,708 25,354

Ms Georgina Thompson - 16,902

Mr Kingdom Moshounyane 331,335 25,354

Mr Trevor Mokeyane 25,354 25,354

Mr Arthur Zitha 55,789 38,03

Mr Zothani Vilakazi 148,238 38,03

Mr Fhumulani Kenneth Mathiva - 29,579

Mr Theo Lawrence 99,724 42,256

Mr Njabulo Mkhondo 187,716 42,256

Mr Papama Mnqadi 57,045 42,256

Dr Conroy Cupido 113,202 16,902

Ms Bususlwe Sikhonde 42,256 29,579

Ms Celeste Wannenburg 243,968 21,130

Mr Tsietsi Mohapi 80,712 29,579

Mr Njabulo Sifiso Mthimkulu 160,442 50,707

Mr Themba Sweetbirth Luthuli 177,774 50,707

Ms Smay Keerabilwe Malao 76,586 50,707

Ms Molebohang Mokomale 194,142 50,707

2,148,991 625,389


Panel Member Remuneration for the Period Under Review


PART C: GOVERNACE

NEXIA SAB&T was appointed as the NAC’s internal auditors in September 2019 to monitor internal compliance.

The NAC manages risk in accordance with the risk register approved by Council and is updated annually. The risk register is based on an annual risk assessment conducted by the NAC’s internal auditors. The risk register is based on the strategic plan of the NAC. The risk register, including mitigation strategies and progress with regard to implementation, is updated quarterly and presented to ARC, EXCO and Council.

RISK MANAGEMENT

INTERNAL AUDIT UNIT



INTERNAL AUDIT, AUDIT AND RISK COMMITTEE

In accordance with the PFMA, the NAC has a duly constituted Audit and Risk Committee comprising two Council members and two external members. In terms of the Corporate Governance Framework and Charter of the Audit Committee the role of the committee is to ensure: • Effectiveness of the internal control system;• Effectiveness of the internal audit function; and• Risk areas of operations to be covered in the scope of internal and external audits.

Ensure the adequacy, reliability and accuracy of financial information provided to management and other users of such information:

• Any accounting and auditing concerns identified as a result of internal and external audits; • Compliance with legal and regulatory provisions; and • Activities of the internal audit function, including its annual work programme, coordination

with the external auditors (i.e. Auditor-General), the reports of significant investigations and the responses of management to specific recommendations.

In accordance with the PFMA, the NAC has a duly constituted Audit and Risk Committee comprising two Council members and two external members.

THE ROLE OF THE AUDIT AND RISK COMMITTEE IS TO:

Ensure effectiveinternal control

systems

Ensure effectiveinternal audit

functions

Identify risk areas of operations to be

covered

Ensure accuracy of financial information

Identify accounting and auditing concerns

Compliance with legal and regulatory

provisions

Acivities of the internal audit

function

7


PART C: GOVERNACE

The table below represents the ARC members April 2020 – 31 December 2020

Name: Designation Appointment Date

Resignation Date Qualifications Internal/

ExternalNumber of Meetings

Avril JoffeChairperson: Audit and Risk Committee

1 January 2017

31 December2020

M. Phil Degree (Development Studies)BA Degree (Economics)BA Hons Degree (Industrial Sociology)

Internal 8 of 8

Maleshini Naidoo

Audit Committee Member

December 2017 N/A

B.Com Hons Degree (Accounting) B.Com Degree

Internal 7 of 8

John Raphela

External Audit Committee Member

1 October 2015 N/A

MBA (Management)BSc Hons Degree (Computer Science)BSc Degree (Computer Science)

External 4 of 8

Sikhuthali Nyangin-tsimbi

External Audit Committee Member

1 October 2015 N/A

M.Phil (Internal Audit)MBL Degree (Master in Business LeadershipB.Com Degree;Certified Internal Auditor (CIA)Certification in Risk Management Assurance (CRMA)Certified Government Auditing Professional (CGAP)Certification in Control Self-Assessment(CCSA)

External 7 of 8

Charlene Louw

External Audit Committee Member.

1 October 2015 N/A

Admitted Attorney LLBMBAExecutive Develop-ment CertificateMunicipal Finance Management Certif-icateChartered Secretary

External 8 of 8



The table below represents the ARC members 1 January 2021 – 31 March 2021

Name: Designation Appointment Date

Resignation Date Qualifications Internal/

ExternalNumber of Meetings

Stephanie D’Silva

Audit and Risk Committee Chairperson

1 January 2021 N/A

CA(SA) and IIA member. 2014, PGDA in Applied Accounting Sciences, The University of SouthAfrica 2012, BCom. Accounting Sciences, The University of Pretoria

Internal 1 of 1

Ashley Latchu

Audit and Risk Committee Member

1 January 2021 N/A

PHD - CurrentMSc Degree. BSc IT Management Degree & HonoursDegree. Degree in Financial Accounting & Internal Auditing Diploma in NetworkingMicrosoft Certified Systems Engineer (MCSE)Microsoft Certified Solutions Developer (MCSD)Microsoft Certified System Administration (MCSA)Microsoft Certified Database Administrator

Internal 1 of 1

John Raphela


1 October 2015 N/A

MBA (Management)BSc Hons Degree (Computer Science)BSc Degree (Computer Science)

External 1 of 1

Sikhuthali Nyangin-tsimbi


1 October 2015 N/A

M.Phil (Internal Audit)MBL Degree (Master in Business LeadershipB.Com Degree;Certified Internal Auditor (CIA) Certification in Risk Management Assurance (CRMA)Certified Government Auditing Professional (CGAP)Certification in Control Self-Assessment (CCSA)

External 1 of 1

Charlene Louw


1 October 2015 N/A

Admitted AttorneyLLBMBAExecutive Development CertificateMunicipal Finance Management CertificateChartered Secretary

External 1 of 1


PART C: GOVERNACE

COMPLIANCE WITH LAWS AND REGULATIONS

FRAUD ANDCORRUPTION

• The NAC has a Fraud Prevention Strategy available to all staff. Assessing possible fraud risks is part of the annual risk assessment workshop at which staff members are encouraged to disclose and share any information that might pose a risk to the NAC. The Fraud Prevention Awareness Campaign co-ordinated by the DSAC is also implemented at the NAC. Information to create awareness is displayed on the NAC notice board.

• The campaign makes staff aware of mechanisms to report fraud and corruption through surveys, the results of which are published for employee awareness. Employees are provided with confidential numbers to report any possible fraud and corruption including, but not limited to, the Presidential hotline.

• Fraud prevention activities at the NAC also include pre-employment screening for all appointments and evidence of such screenings is maintained by the HR Department.

The following aspects are included in the screening:

• Verification of identity;• Police criminal history;• Reference checks with the two most recent

employers – this will normally require telephone contact;

• A consideration of any gaps in employment history and the reasons for those gaps; and

• Verification of formal qualifications claimed.

The Council Charter requires of the Board to ensure ethical behaviour and compliance with all relevant laws and regulations, audit and accounting principles and the NAC’s governing documents and codes of conduct. While the implementation of compliance management within the NAC has been delegated to management, the Council monitors and reviews compliance processes with keyregulatory and legal requirements through regular reports to the Audit and Risk Committee and Council.

The Supply Chain Management policy was reviewed and approved by Council. As a PFMA schedule 3A national public entity, the NAC complies with all applicable legislation as listed in Part A, Section 7 on page 17. During the current fiscals, there were no noncompliant matters.

8

9



MINIMISINGCONFLICT OF INTEREST

We believe that good corporate governance is integral to a sustainable business. We have always endeavoured to implement practices based on sound governance principles. This is also a requirement for approving funding applications. The NAC’s corporate governance structures are designed to ensure that Council and Executive Management can exercise their fiduciary duties effectively and efficiently in a fair and transparent manner.

The NAC stipulates that members of Council and the Advisory Panel should not receive grant funding from the organisation. In 2014/2015, Council, with the support of the DAC, approved an interpretation of this clause that would allow the organisations that individual members are employed by or associated with to apply for funding, but that would explicitly exclude individual Council members. In support of this commitment to effective governance, Declarations of Interest were completed prior to each Council or sub-committee meeting and annual declarations were completed by all Council members. Council, panel and sub-committee members are recused from the meeting when there is any conflict of interest item discussed.

The entity’s Supply Chain Management Unit issues a Standard Bid Document (SBD) 4 form in line with National Treasury and Supply Management regulations. This form is issued to all suppliers to ensure that they declare possible interest of any business activities with the NAC.

PESP Conflict of Interest

One of the matters that the new Council had to contend with, was whether some of the Council members who had applied for and been successful to receive the PESP Grant before being appointed to Council were in fact conflicted. The DSAC had referred the matter of potential conflict of interest to the Office of the Chief State Law Adviser in the Department of Justice and Constitutional Development, for determination. The State Law Adviser concluded that the said council ‘members could not have participated in a decision to award the PESP benefit to them.

The fact that members were beneficiaries of the PESP when they assumed their duties does not mean a conflict of interest arose. There is nothing in the NAC Act that disqualifies the members from becoming a member of the Council. Finally, the State Law Adviser advised the DSAC that “as there does not appear to have been any conflict of interest when the members received the funding from the PESP they are not obliged to resign from the projects that they have initiated with the funds”.

10


PART C: GOVERNACE

CODE OF CONDUCT

In particular, the Framework requires all members to:

• Act within their powers and in the interest, and for the benefit of the NAC

• Not to act with self-interest in making short and long-term decisions

• Carry out their duties with appropriate skill and care, and exercise their own judgement

• Uphold the values and objectives of the NAC• Uphold the NAC’s core policies• Contribute to and share responsibility for

Council decisions• Read Council papers• Attend and effectively participate in

meetings, training sessions and other events

The conduct of Council is governed by the NAC Corporate Governance Framework, which stipulates that each member is obliged to act honestly and in good faith.

11

HEALTH, SAFETY AND ENVIRONMENTAL ISSUES

The NAC is a very small organisation with no specific hazards in the work conducted on a daily basis. In accordance with the Occupational Health and Safety Act, the NAC has a duly appointed a safety officer, floor marshals and first aid resources.

12

• Represent the NAC and its values, policies and decisions

• Declare any relevant interest• Furnish the NAC’s auditors with all information and

explanations they require• Respect confidentiality of information and not

disclose confidential information about the NAC, its staff or its stakeholders, and

• Comply with the law, letter and spirit of the corporate governance principles and practices set out in the Framework.

Council members not complying are subject to the provisions of the NAC Act with regard to vacating their seat on Council and noncompliant staff members are subject to the NAC’s disciplinary process.



COMPANY/BOARD SECRETARY

The NAC Board Secretary is responsible for the following duties:

Providing Company Secretarial and Administrative Support

• Assist Chairperson of Council and CEO to determine the Annual Council Plan

• Compile and distribute Council packs 7 days prior to the meeting

• Accurately capture and distribute minutes 10 days after the meeting

• Ensure that resolutions, policies and all documentation capturing decisions taken are signed and properly filed

• Ensure proper conduct of Board Committee Meetings and the production of minutes

• Co-ordinate Council communications as necessary according to deadlines

• Prepare all relevant documentation for Council and committee meetings

• Gather departmental reports in advance prior to Council and Committee meetings with the CEO’s support, and

• Follow up on action items to ensure that decisions are implemented.

Co-ordinate Logistics for meetings

• Maintain an updated calendar of Council and Committee meetings

• Ensure Committee members are reminded of meetings 14 days in advance of the meeting

• Schedule additional meetings when required

• Ensure that meeting rooms are set up and catering has been arranged, and

• Ensure that meeting packs are sent out 7 days in advance.

Corporate Governance Practices

• Ensure compliance with all relevant regulations, provisions of the PFMA and King IV Codes of Good Practice

• Ensure Service Level Agreements and Code of Conduct are signed by all Council members

• Ensure Council members are inducted and receive training related to their work

• Co-ordinate the Council evaluation process• Ensuring that files of Council members are

kept securely• Ensure that annual declarations of interest

of Council members are recorded and filed and a members register is kept

• Ensure that meeting declarations are signed, and filed

• Ensure the Council and Committee Charters are reviewed annually.

13


PART C: GOVERNACE

AUDIT AND RISK COMMITTEE REPORT

AUDIT AND RISK COMMITTEE MEMBERS AND ATTENDANCE

The Audit and Risk Committee comprises of the members listed hereunder and should meet at least twice per annum as per Section 77 of the PFMA. However, the NAC Audit and Risk Committee Charter makes provision for 5 meetings. This is to ensure effective oversight of reports and other matters of importance as and when they occur.

During the year under review, 5 meetings were held on (18 September 2020, 1 December 2020, 17 December 2020, 24 December 2020, and 23 March 2021).

AUDIT AND RISK COMMITTEE CHARTER

The Audit and Risk Committee reports that it has complied with its responsibilities arising from section 55(1)(a) of the PFMA and Treasury Regulation 27.1. The Audit and Risk Committee also reports that it has adopted appropriate formal terms of reference in the audit committee charter, has regulated its affairs in compliance with this charter and has discharged all its responsibilities as contained therein.

THE EFFECTIVENESS OF INTERNAL CONTROL

The system of internal controls applied by the National Arts Council over financial and risk management is effective, efficient and transparent. In line with the PFMA and the King IV Report on Corporate Governance requirements, the internal audit provides the audit committee and management with the assurance that internal controls are appropriate and effective.

This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes.

From the various reports of the internal auditors, the management report on the audited annual financial statements, and the management report of the Auditor-General South Africa, it was noted that no matters were reported that indicate any material deficiencies in the system of internal control or any deviations therefrom. Our report does indicate internal control failures therefore this statement needs to be updated.

The Audit and Risk Committee is satisfied with the content and quality of monthly and quarterly reports prepared and issued by the management of the NAC of South Africa during the year under review.

EVALUATION OF AUDITED ANNUAL FINANCIAL STATEMENT

The audit committee has:• reviewed and discussed the audited annual

financial statements to be included in the annual report, with the Auditor-General and the internal auditors;

• reviewed changes in accounting policies and practices; and

• reviewed the entity’s compliance with legal and regulatory provisions;

INTERNAL AUDIT

The Audit and Risk Committee is satisfied that the internal audit function is operating effectively and that it has addressed the risks pertinent to the NAC and its audits.

___________________________

Stephanie D’SilvaChairperson of the Audit and Risk Committee31 July 2021

We are pleased to present our report for the financial year ended 31 March 2021.

14



B-BBEE COMPLIANCE PERFORMANCE INFORMATION15

The following table has been completed in accordance with the compliance to the B-BBEE requirements of the B-BBEE Act of 2013 and as determined by the Department of Trade and Industry.

Has the Department / Public Entity applied any relevant Code of Good Practice (B-BBEE Certificate Levels 1 – 8) with regard to the following:

Criteria Response Yes / No

Discussion (include a discussion on your response and indicate what measures have been taken to comply)

Determining qualification criteria for the issuing of licences, concessions or other authorisations in respect of economic activity in terms of any law?

No Not Applicable

Developing and implementing a preferential procurement policy?

Yes

All procurement at the NAC is done in accordance with the Preferential Procurement Policy Framework Act

Determining qualification criteria for the sale of state-owned enterprises?

No Not Applicable

Developing criteria for entering into partnerships with the private sector?

No Not Applicable

Determining criteria for the awarding of incentives, grants and investment schemes in support of Broad-Based Black Economic Empowerment?

Yes

The NAC supports Broad-Based Black Economic Empowerment by funding the initiatives/projects of previously disadvantaged individuals through youth and woman empowerment


PART D: HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT



INTRODUCTION

OVERVIEW OF HUMAN RESOURCE MATTERS

The 2020/21 financial year proved to be a challenging but exciting period during which the NAC proved its capabilities and strengths in managing projects and enhancing the current NAC strategy. The importance of the current strategy focuses on the implementation and the creation of a high-performance culture in the NAC as a whole; put the Human Resources Unit under the microscope.

The Performance Management System has a pivotal role to play in driving the staff and the organisation towards higher performance. It is clear that the HR Unit needs to provide strategic support to the CEO and Unit Managers to ensure the system is maintained consistently and timeously throughout the entity. Constant monitoring and implementation of the HR Operational Plan enabled the unit to ensure that targets set in the APP are achieved.

HR PRIORITIES

The Human Resource strategy has four key priority areas to support the NAC to achieve its overall strategic objectives. These are:• An effective Performance Management

System• Staff development and talent management.• Healthy internal communications and

employee relations, and• Robust HR systems and data management.

These priority areas are aimed at enhancing efficiency and contribute towards instilling a culture of high organisational performance.

WORKFORCE PLANNING FRAMEWORK

The NAC has an ageing workforce with many staff members who have occupied the same job for more than 10 years with limited expansion of job scope and/or career path development. On the other hand, the youth unemployment crisis requires all entities to create opportunities for youth employment. The NAC needs to pay attention to this dichotomy going forward to ensure our staff, young and old, are adept at managing the requirements of rapid digitisation in the workplace (i.e. Artificial Intelligence and the 4IR).

Establishing partnerships with higher learning institutions through internship programmes targeted at students whose studies align with the creative industry, remains a priority.

PERFORMANCE MANAGEMENT FRAMEWORK

The Performance Management System is aiming at ensuring performance is continually monitored and rewarded, foster a high-performance culture and enhance efficiency.

EMPLOYEE WELLNESS PROGRAMMES

To ensure that employee wellbeing is adequately catered for during the pandemic period, a service provider was appointed to provide a wider range of employee wellness programmes.

HIGHLIGHTS AND ACHIEVEMENTS

The following were the highlights for the period under review:

• Maintenance of the NAC’s Employees Wellness Programmes

• NAC Covid-19 strategy in response to outbreak of the pandemic

• Change Management plan for the NAC in response to Covid-19

• Change Phase 1 and 2• Successful maintenance of the enhanced

Performance Management System, and• Full utilisation of the human resource

information system (HR Premier).

CHALLENGES

• Shrinking HR budget with high expectations of creating a high-performance culture;

• Building and maintaining staff morale amid negative publicity; and

• Securing a permanent budget for a mission critical position – the HR Manager.

FUTURE HR PLANS/GOALS

• Leverage digital platforms to automate key HR transactions and data collection

• Establish discipline and best practices around ongoing performance and talent management

• Develop clear understandable HR policies that balance the interests of both management and employees, and

• Continue to build a culture that embraces high-quality performance and innovation.

1



PROGRAMME

TOTAL EXPENDITURE

FOR THE ENTITY (R’000)

Personnel Expenditure

(R’000)

Personnel Exp. as a % of Total

Exp. (R’000)

No. of Employees

Average Personnel Cost Per

Employee (R’000)

NAC Staff 439 534 20 736 4.72 31 669

Temporary Staff 439 534 251 0.06 4 63

Provisions 439 534 - - - -

Total 439 534 20 987 4.78 35 732

PROGRAMMEPersonnel

Expenditure (R’000)

Personnel Exp. as a % of Total

Exp. (R’000)

No. of Employees

Average Personnel Cost Per Employee

(R’000)

Top Management 2 963 14 2 1 482

Senior Management 1 093 5 1 1 093

Professional Qualified 4 212 19 4 842

Skilled 11 781 54 22 620

Semi-skilled 1 156 5 3 116

Unskilled 544 3 3 181

TOTAL 21 749 100 35 4 334


Performance Rewards

Personnel Expenditure (R’000)

% of Performance Rewards to Total Personnel Cost (R’000)

Top Management 0 3 234 0

Senior Management 0 1 254 0

Professional Qualified 124 3 595 0.6

Skilled 215 11 261 2

Semi-skilled 32 967 3.3

Unskilled 458 0

TOTAL 371 20 760 1.8

PERSONNEL COST BY PROGRAMME/ACTIVITY/OBJECTIVE

PERSONNEL COST BY SALARY BAND

PERSONNEL COST BY SALARY BAND

HUMAN RESOURCEOVERSIGHT STATISTICS2




Personnel Expenditure

(R’000)

Training Expenditure

No. of Employees

Average Personnel Cost Per Employee

(R’000)

Avg. Training Cost Per

Employee

Finance 5 222 30 0.6 6 5

Grants 7 581 13 0.2 5 3

IT 1 049 2 0.2 1 2

Admin 1 593 14 0.9 4 4

Marketing 1 149 4 0.3 2 2

CEO’s Office 3 421 2 0.05 1 2

Human Resources 972 2 0.2 1 2

TOTAL 20 987 65 2.5 20 20

TRAINING COSTS


2019/2020 No. of

Employees

2020/2021 Approved

Posts

2020/2021 No. of

Employees

2020/2021 Vacancies

% OF VACANCIES

NAC 34 34 27 7 8.81%


2019/2020 No. of

Employees

2020/2021 Approved

Posts

2020/2021 No. of

Employees

2020/2021 Vacancies

% OF VACANCIES

Top Management 2 2 2 - -

Senior Management 1 1 1 - -

Professional Qualified 6 4 3 1 1.3%

Skilled 17 18 16 3 3.38%

Semi-skilled 3 4 2 - -

Unskilled 3 3 3 - -

TOTAL 32 34 27 4 4.68%

EMPLOYMENT AND VACANCIES



Salary BandEmployment at

Beginning of Period

Appointments Terminations Employment at End of the

Period



Professional Qualified 4 0 1 3

Skilled 24 27 11 43

Semi-skilled 4 0 4 2

Unskilled 3 0 0 3

Total 38 27 16 54

REASON NUMBER

Death 0

Resignation 6

Dismissal 1

Retirement 1

Ill Health 0

Expiry of Contract 8

Other 0

Total 16

NATURE OF DISCIPLINARY ACTION NUMBER

Verbal Warning 0

Written Warning 0

Final Written warning 0

Dismissal 1

EMPLOYMENT CHANGES

REASONS FOR STAFF LEAVING

LABOUR RELATIONS: MISCONDUCT AND DISCIPLINARY ACTION



EQUITY TARGET AND EMPLOYMENT EQUITY STATUS

Levels

MALE


Current Target Current Target Current Target Current Target

Top Management 1 0 0 0 0 0 0 0

Senior Management 0 0 0 0 0 0 0 0

Professional Qualified 1 0 0 0 0 0 0 0

Skilled 14 0 0 0 0 0 0 0

Semi-skilled 1 0 0 0 0 0 0 0

Unskilled 0 0 0 0 0 0 0 0

TOTAL 17 0 0 0 0 0 0 0

Levels

FEMALE


Current Target Current Target Current Target Current Target

Top Management 1 0 0 0 0 0 0 0

Senior Management 1 0 0 0 0 0 0 0

Professional Qualified 1 0 0 0 1 0 0 0

Skilled 25 0 2 0 0 0 2 0

Semi-skilled 1 0 0 0 0 0 0 0

Unskilled 3 0 0 0 0 0 0 0

TOTAL 32 0 2 0 1 0 2 0

Levels

STAFF LIVING WITH DISABILITIES

Male Female

Current Target Current Target



Professional Qualified 0 0 0 0

Skilled 0 0 0 0

Semi-skilled 0 0 0 0

Unskilled 0 0 0 0

TOTAL 0 0 0 0

According to the Employment Equity Act, 1998 (Act 55 of 1998), the NAC is not required by legislation to set equity targets owing to the size of its staff complement. The NAC currently has a staff complement of 54.


PART E: FINANCIAL INFORMATION

FINANCIALINFORMATION

88 | NAC 2020/21 | ANNUAL REPORT



National Arts Council of South Africa(Registration number 1989/001413/08)Audited Annual Financial Statements for the year ended 31 March 2021

General Information

Country of incorporation and domicile South Africa

Nature of business and principal activities Promotion, through the arts, the free and creative expression of South Africa’s culture.

Business address 66 Margaret Mcingana Street (Cnr Gwigwi Mrwebi) JohannesburgSouth Africa 2113

Postal address PO Box 500Newtown Johannesburg South Africa 2113

Controlling entity Department of Sports Arts and Culture

Auditors Auditor General of South Africa

Secretary First Corporate Services

Company registration number 1989/001413/08

Governing legislation National Arts Council Act 56 of 1997




The reports and statements set out below comprise the audited annual financial statements presented to the Parliament

Index

Council's Responsibilities and Approval 91

Audit and Risk Committee Report 92-93

Report of the Auditor-General 94-98

Accounting Authority's Report 100

Statement of Financial Position 101

Statement of Financial Performance 102

Statement of Changes in Net Assets 103

Cash Flow Statement 104

Statement of Comparison of Budget and Actual Amounts 105

Accounting Policies 106 -126

Notes to the Audited Annual Financial Statements 127 -151


NATIONAL ARTS COUNCIL ANNUAL REPORT FOR 2020/21 FINANCIAL YEAR


The Council is required by the Public Finance Management Act (Act 1 of 1999) to maintain adequate accounting records and is responsible for the content and integrity of the audited annual financial statements and related financial information included in this report. It is the responsibility of the Council to ensure that the audited annual financial statements fairly present the state of affairs of the NAC as at the end of the financial year and the results of its operations and cash flows for the period then ended. The external auditors are engaged to express an independent opinion on the audited annual financial statements and were given unrestricted access to all financial records and related data.

The audited annual financial statements have been prepared in accordance with Standards of Generally Recognised Accounting Practice (GRAP) including any interpretations, guidelines and directives issued by the Accounting Standards Board.

The audited annual financial statements are based upon appropriate accounting policies consistently applied and supported by reasonable and prudent judgements and estimates.

The Council acknowledges that it is ultimately responsible for the system of internal financial controls established by the NAC and places considerable importance on maintaining a strong control environment. To enable management to meet these responsibilities, the Council sets standards for internal controls aimed at reducing the risk of error or deficit in a cost-effective manner. The standards include the proper delegation of responsibilities within a clearly defined framework, effective accounting procedures and adequate segregation of duties to ensure an acceptable level of risk. These controls are monitored throughout the NAC and all employees are required to maintain the highest ethical standards in ensuring the NAC’s business is conducted in a manner that in all reasonable circumstances is above reproach. The focus of risk management in the NAC is on identifying, assessing, managing and monitoring all known forms of risk across the NAC. While operating risk cannot be fully eliminated, the NAC endeavours to minimise it by ensuring that appropriate infrastructure, controls, systems and ethical behaviour are applied and managed within predetermined procedures and constraints.

The Council is of the opinion, based on the information and explanations given by management, that the system of internal control provides reasonable assurance that the financial records may be relied on for the preparation of the audited annual financial statements. However, any system of internal financial control can provide only reasonable, and not absolute, assurance against material misstatement or deficit.

The Council has reviewed the NAC’s cash flow position for the year to 31 March 2022 and in the light of this review and the current financial position, it is satisfied that the NAC has access to adequate resources to continue in operational existence for the foreseeable future.

The NAC is wholly dependent on the Department of Sports Arts and Culture for continued funding of operations. The audited annual financial statements are prepared on the basis that the NAC is a going concern.

Although the Council is primarily responsible for the financial affairs of the NAC, it is supported by the NAC’s external auditors.

The external auditors are responsible for independently reviewing and reporting on the NAC’s audited annual financial statements. The audited annual financial statements have been audited by the NAC’s external auditors and their report is presented on page 98.

Council’s Responsibilities and Approval

H.R.H Princess Celenhle Dlamini Council Chairperson

Date: 31 July 2021




We are pleased to present our report for the financial year ended 31 March 2021.

Audit and Risk Committee members and attendance

The Audit and Risk Committee compromises the members listed hereunder and should meet at least twice per annum as per Section 77 of the PFMA. However, the NAC Audit and Risk Committee Charter makes provision for 5 meetings. This is to ensure effective oversight of reports and other matters of importance as and when they occur

During the year under review there was a need for 5 additional meetings. Three meetings were held for policy review. The dates are as follows: 18 September 2020, 17 & 24 December 2020. Two meetings were held to address and be informed on PESP-related matters. The dates are as follows: 1 December 2020 and 23 March 2021.

Name of member Number of meetings attended

Ms. Avril Joffe (Chairperson) (1 April 2020 - 31 December 2020) 10Ms Stephanie D’Silva (Chairperson) (1 January 2021 - to date) 1Ms Maleshini Naidoo (1 April 2020 - 31 December 2020) 8Mr Sikhuthall Nyangintsimbi - External Audit Committee Member 6Mr Nchoke Raphela - External Audit Committee Member 7Ms Charlene Louw - External Audit Committee Member 10Mr Ashley Latchu (1 January 2021 - to date) 1

Audit committee responsibility

The Audit and Risk Committee reports that it has complied with its responsibilities arising from section 55(1)(a) of the PFMA and Treasury Regulation 27.1.

The Audit and Risk Committee also reports that it has adopted appropriate formal terms of reference in the audit and risk committee charter, has regulated its affairs in compliance with this charter and has discharged all its responsibilities as contained therein.

The effectiveness of internal control

The system of internal controls applied by the entity over financial and risk management is effective, efficient and transparent. In line with the PFMA and the King IV Report on Corporate Governance requirements, Internal Audit provides the audit committee and management with assurance that the internal controls are appropriate and effective. This is achieved by means of the risk management process, as well as the identification of corrective actions and suggested enhancements to the controls and processes. From the various reports of the Internal Auditors, the Audit Report on the audited annual financial statements, and the management report of the Auditor-General South Africa, it was noted that no matters were reported that indicate any material deficiencies in the system of internal control or any deviations therefrom. Accordingly, we can report that the system of internal control over financial reporting for the period under review was efficient and effective.

The Audit and Risk Committee is satisfied with the content and quality of monthly and quarterly reports prepared and issued by the management of the National Arts Council of South Africa during the year under review.

Evaluation of audited annual financial statements

The audit committee has:• reviewed and discussed the audited annual financial statements to be included in the annual

report, with the Auditor-General and the Internal Auditors;• reviewed changes in accounting policies and practices, and• reviewed the entities compliance with legal and regulatory provisions.

Audit and Risk Committee Report

ANNUAL REPORT 202-0/21 93



Internal audit

The audit committee is satisfied that the internal audit function is operating adequately and that it has addressed the risks pertinent to the entity and its audits.

Presidential Employment Stimulus Programme (PESP)

Stakeholder expectations, as already comprehended in our organisational strategic risk register, assumed a unique dimension during the period under review, viz. that of the Presidential Employment Stimulus Programme. As the Audit and Risk Committee, we remain sensitive to the implications of this risk, particularly given its strategic impact in terms of the socioeconomic landscape of our country’s agenda. The continued collective response of the NAC in this regard remains on our radar screen.

Audit and Risk Committee Report

Stephanie D’SilvaChairperson of Audit and Risk Committee

Date: 31 July 2021



Report of the Auditor-General

Report of the Auditor-General to Parliament on the National Arts Council

Opinion

1. I have audited the financial statements of the National Arts Council, set out on pages to which comprise the statement of financial position as at 31 March 2021, the statement of financial performance, statement of changes in net assets, cash flow statement and statement of comparison of budget and actual amounts for the year then ended, as well as notes to the financial statements, including a summary of significant accounting policies.

2. In my opinion, the financial statements present fairly, in all material respects, the financial position of the National Arts Council as at 31 March 2021, and its financial performance and cash flows for the year then ended, in accordance with accordance with the Standards of Generally Recognised Accounting Practice (GRAP) and the requirements of the Public Finance Management Act 1 of 1999 (PFMA).

Basis for opinion

3. I conducted my audit in accordance with the Intenational Standards on Auditing (ISAs). My responsibilities under those standards are further described in the auditor-general’s responsibilities for the audit of the financial statements section of my report.

4. I am independent of the public entity in accordance with the International Ethics Standards Board for Accountants’ International code of ethics for professional accountants (including International Independence Standards) (IESBA code) as well as other ethical requirements that are relevant to my audit in South Africa. I have fulfilled my other ethical responsibilities in accordance with these requirements and the IESBA code.

5. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.

Responsibilities of the accounting authority for the financial statements

6. The accounting authority is responsible for the preparation and fair presentation of the financial statements in accordance with the Standards of GRAP and the requirements of the PFMA, and for such internal control as the accounting authority determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

7. In preparing the financial statements, the accounting authority is responsible for assessing the public entity’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the appropriate governance structure either intends to liquidate the public entity or to cease operations, or has no realistic alternative but to do so.



Auditor-general’s responsibilities for the audit of the financial statements

8. My objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the ISAS will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

9. A further description of my responsibilities for the audit of the financial statements is included in the annexure to this auditor’s report.

Report on the audit of the annual performance report

Introduction and scope

10. In accordance with the Public Audit Act 25 of 2004 (PAA) and the general notice issued in terms thereof, I have a responsibility to report on the usefulness and reliability of the reported performance information against predetermined objectives for selected programme presented in the annual performance report. I performed procedures to identify material findings but not to gather evidence to express assurance.

11. My procedures address the usefulness and reliability of the reported performance information, which must be based on the public entity’s approved performance planning documents. I have not evaluated the completeness and appropriateness of the performance indicators included in the planning documents. My procedures do not examine whether the actions taken by the public entity enabled service delivery. My procedures do not extend to any disclosures or assertions relating to the extent of achievements in the current year or planned performance strategies and information in respect of future periods that may be included as part of the reported performance information. Accordingly, my findings do not extend to these matters.

12. I evaluated the usefulness and reliability of the reported performance information in accordance with the criteria developed from the performance management and reporting framework, as defined in the general notice, for the following selected programmes presented in the public entity’s annual performance report for the year ended 31 March 2021:

Programmes Pages in the annual performance report

Administration Page 31 to 39

13. I performed procedures to determine whether the reported performance information was properly presented and whether performance was consistent with the approved performance planning documents. I performed further procedures to determine whether the indicators and related targets were measurable and relevant, and assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

14. I did not identify any material findings on the usefulness and reliability of the reported performance information for this programme: u Administration.



Other matter

15. I draw attention to the matter below: Achievement of planned targets

16. Refer to the annual performance report on pages 31 to 39 for information on the achievement of planned targets for the year and management’s explanations provided for the under-lower achievement of targets.

Report on the audit of compliance with legislation

Introduction and scope

17. In accordance with the PAA and the general notice issued in terms thereof, I have a responsibility to report material findings on the public entity’s compliance with specific matters in key legislation. I performed procedures to identify findings but not to gather evidence to express assurance.

18. The material findings on compliance with specific matters in key legislation are as follows: Annual financial statements and annual report

19. The financial statements submitted for auditing were not prepared in accordance with the prescribed financial reporting framework, as required by section 55(1) (b) of the PFMA.

20. Material misstatements of property, plant and equipment, covid-19 project payables, projects and bursaries payable, commitments, statement of comparison of budget and actual amounts and contingent liabilities identified by the auditors in the submitted financial statement were corrected, resulting in the financial statements receiving an unqualified audit opinion

Procurement and contract management

21. Some of the goods and services with a transaction value below R500 000 were procured without obtaining the required price quotations, as required by treasury regulation 16A6. I.

22. Some of the quotations were awarded to suppliers whose tax matters had not been declared by the South African Revenue Service to be in order, as required by treasury regulation 16A9. I(d).

23. Some of the quotations were accepted from prospective suppliers that did not submit a declaration on whether they are employed by the state or connected to any person employed by the state, as required by treasury regulation 16A8.4 and paragraph 4.1.2 of National Treasury Practice Note 7 of 2009-10.

Other information

24. The accounting authority is responsible for the other information. The other information comprises the information included in the annual report. The other information does not include the financial statements, the auditor’s report and the selected programme presented in the annual performance report that have been specifically reported in this auditor’s report.

25. My opinion on the financial statements and findings on the reported performance information and compliance with legislation do not cover the other information and I do not express an audit opinion or any form of assurance conclusion on it.



26. In connection with my audit, my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and the selected programmes presented in the annual performance report, or my knowledge obtained in the audit, or otherwise appears to be materially misstated.

27. I did not receive the other information prior to the date of this auditor’s report. When I do receive and read this information, if I conclude that there is a material misstatement therein, I am required to communicate the matter to those charged with governance and request that the other information be corrected. If the other information is not corrected, I may have to retract this auditor’s report and re-issue an amended report as appropriate. However, if it is corrected this will not be necessary.

Internal control deficiencies

28. I considered internal control relevant to my audit of the financial statements, reported performance information and compliance with applicable legislation; however, my objective was not to express any form of assurance on it. The matters reported below are limited to the significant internal control deficiencies that resulted in the basis for the opinion, the findings on the annual performance report and the findings on compliance with legislation included in this report.

29. The accounting officer did not exercise adequate oversight responsibility regarding compliance and financial reporting related internal controls.

30. Management did not prepare regular, accurate and complete financial statement and annual performance reports which is supported and evidenced by reliable information

Other reports

31. We draw attention to the following engagements conducted by various parties that have or could potentially have an impact on the public entity’s financial statements, reported performance information and compliance with applicable legislation and other related matters. The reports noted do not form part of my opinion on the financial statements or my findings on the reported performance information or compliance with legislation. The summarised other reports will be included in the auditor’s report as follows: The Chief Executive Officer and the Chief Financial Officer have been suspended in relation to the PESP programme. A firms has been appointed and the matter is still under investigation at the date of this report.

Johannesburg31 July 2021

SOUTH AFRICAAuditing to build public confidence



Annexure — Auditor-general’s responsibility for the audit

1. As part of an audit in accordance with the ISAs, I exercise professional judgement and maintain professional scepticism throughout my audit of the financial statements and the procedures performed on reported performance information for selected programmes and on the public entity’s compliance with respect to the selected subject matters.

Financial statements

2. In addition to my responsibility for the audit of the financial statements as described in this auditor’s report, I also:

• identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error; design and perform audit procedures responsive to those risks; and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal control

• obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the public entity’s internal control • evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the accounting authority

• conclude on the appropriateness of the accounting authority’s use of the going concern basis of accounting in the preparation of the financial statements. I also conclude, based on the audit evidence obtained, whether a material uncertainty exists relating to events or conditions that may cast significant doubt on the ability of the National Arts Council to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial statements about the material uncertainty or, if such disclosures are inadequate, to modify my opinion on the financial statements. My conclusions are based on the information available to me at the date of this auditor’s report. However, future events or conditions may cause a public entity to cease operating as a going concern

• evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and determine whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation. Communication with those charged with governance. 3. I communicate with the accounting authority regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.

4. I also provide the accounting authority with a statement that I have complied with relevant ethical requirements regarding independence, and communicate with them all relationships and other matters that may reasonably be thought to bear on my independence and, where applicable, actions taken to eliminate threats or safeguards applied.




The members submit their report for the year ended 31 March 2021.

1. Going concern

We draw attention to the fact that at 31 March 2021, the entity had accumulated surplus of R 10,743,660 and that the entity’s total assets exceed its liabilities by R 18,211,295.

The audited annual financial statements have been prepared on the basis of accounting policies applicable to a going concern. This basis presumes that funds will be available to finance future operations and that the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business.

Accounting Authority’s Report




Statement of Financial Position as at 31 March 2021

Figures in Rand Note(s) 2021 2020

ASSETS

Non-Current Assets

Property, plant and equipment 2 13,514,887 13,653,036

Intangible assets 3 67,181 167,951

13,582,068 13,820,987

CURRENT ASSETS

Operating lease asset 4 81,878 -

Trade and other receivables from exchange 5 845,803 460,399

Cash and cash equivalents 6 297,730,916 64,819,889

298,658,597 65,280,288

Total Assets 312,240,665 79,101,275

LIABILITIES

Current Liabilities

Trade and other payables 7 3,456,908 1,088,740

Deferred grant income 8 10,377,707 -

Provisions 9 1,716,806 2,616,867

Covid 19 Project 10 5,616,847 -

Projects and bursaries payable 11 272,861,102 54,999,720

294,029,370 58,705,327

Total Liabilities 294,029,370 58,705,327

Net Assets 18,142,295 20,395,948

Reserves

Revaluation reserve 12 7,467,635 6,914,919

Accumulated surplus 10,743,660 13,481,029

Total Net Assets 18,211,295 20,395,948




Statement of Financial Performance


REVENUE

Revenue from exchange transactions

Other income 13 18,600 207,429

Interest received - investment 14 3, 354,971 2,805,773

Total revenue from exchange transactions 3,373,571 3,013,202

REVENUE FROM NON-EXCHANGE TRANSACTIONS

Transfer revenue

Government grants & subsidies 433,424,680 117,182,095

Total revenue 15 436,798,251 120,195,297

Expenditure

Bad debts 17 - (9,930)

Depreciation and amortisation 2&3 (1,126,447) (1,126,168)

Employee related costs 16 (20,986,855) (21,752,580)

Operating expenses 18 (13,112,428) (12,872,399)

Projects and bursaries expenses 19&20 (404,308,110) (80,756,020)

Total expenditure (439,533,840) (116,517,097)

Operating (deficit) surplus (2,735,589) 3,678,200

Loss on disposal of assets and liabilities (1,778) (29,302)

(Deficit) surplus for the year (2,737,367) 3,648,898




Statement of Changes in Net Assets

Figures in Rand Revaluation reserve

Accumulated surplus

Total net assets

Balance at 01 April 2019 5,588,990 9,832,131 15,421,121

Changes in net assets

Deficit for the year - 3,648,898 3,648,898

Revaluation of assets 1,325,929 - 1,325,929

Total changes 1,325,929 3,648,898 4,974,827

Balance at 01 April 2020 6,914,919 13,481,027 20,395,946

Changes in net assets

Surplus for the year - (2,737,367) (2,737,367)

Revaluation of assets 552,716 - 552,716

Total changes 552,716 (2,737,367) (2,184,651)

Balance at 31 March 2021 7,467,635 10,743,660 18,211,295

Note(s) 12




Cash Flow Statement


Cash flows from operating activities

Receipts

Other income 18,600 207,429

Grants and other income received 433,424,680 115,692,155

Interest income 2,845,460 2,805,773

436,288,740 118,705,357

Payments

Employee costs (21,251,072) (22,163,866)

Suppliers (11,337,878) (13,269,666)

Projects and bursaries (170,452,174) (60,337,213)

(203,041,124) (95,770,745)

Net cash flows from operating activities 22 233,247,616 22,934,612

Cash flows from investing activities

Purchase of property, plant and equipment 2 (336,589) (819,460)

Proceeds from sale of property, plant and equipment 2 - 2,699

Net cash flows from investing activities (336,589) (816,761)

Net increase in cash and cash equivalents 232,911,027 22,117,851

Cash and cash equivalents at the beginning of the year 64,819,889 42,702,038

Cash and cash equivalents at the end of the year 6 297,730,916 64,819,889




Statement of Comparison of Budget and Actual Amounts

Budget on Accrual Basis

Figures in Rand Approved budget

Actual amounts on comparable basis

Difference between final budget and actual

Statement of Financial Performance

Revenue

Revenue from exchange transactions

Other income - 18,600 18,600

Interest received - investment 1,800,000 3,354,971 1,554,971

Total revenue from exchange transactions 1,800,000 3,373,571 1,573,571

Revenue from non-exchange transactions

Transfer revenue

Government grants & subsidies 120,329,000 433,424,680 313,095,680

Total revenue 122,129,000 436,798,251 314,669,251

Expenditure

Depreciation and amortisation - (1,126,447) (1,126,447)

Employee related costs (24,999,000) (20,986,855) 4,012,145

Operating expenses (11,640,000) (13,112,428) (1,472,428)

Projects and bursaries expenses (85,490,000) (404,308,110) (318,818,110)

Total expenditure (122,129,000) (439,533,840) (317,404,840)

Operating deficit - (2,735,589) (2,735,589)

Loss on disposal of assets - (1,778) (1,778)

Surplus for the year - (2,737,367) (2,737,367)

Actual Amount on Comparable Basis as Presented in the Budget and Actual Comparative Statement

- (2,737,367) (2,737,367)

Note: The Variances are due to additional funding received for Presidential Employment Stimulus Package (PESP), and First and Second Wave Relief Funds

Amount Received

PESP 300,000,000

First wave 20,000,000

Second wave 10,000,000

330,000,000




1. Presentation of Annual Financial Statements

The audited annual financial statements have been prepared in accordance with the Standards of Generally Recognised Accounting Practice (GRAP), issued by the Accounting Standards Board in accordance with Section 91(1) of the Public Finance Management Act (Act 1 of 1999).

These audited annual financial statements have been prepared on an accrual basis of accounting and are in accordance with historical cost convention as the basis of measurement, unless specified otherwise. They are presented in South African Rand.

The GRAP standards complied with are as a listed in Directive 5 of the Accounting Standards Board (“Determining the GRAP Reporting Framework”).

A summary of the significant accounting policies, which have been consistently applied in the preparation of these audited annual financial statements, are disclosed below

1.1 New standards and interpretations

GRAP Standards issued and effective that apply to the entity in the current period are as follows:• GRAP 20: Related Party Disclosures (Effective 1 April 2019)

Further GRAP Standards issued but not yet effective, and not relevant to the operations of NAC are listed below:• GRAP 18 Segment Reporting (effective 1 April 2020)• GRAP 34: Separate Financial Statements

Management has considered all the above-mentioned GRAP Standards approved but not yet effective and anticipates that the adoption of these standards will not have a significant impact on the financial position, financial performance or cash flow of the entity.

1.2 Significant judgements and sources of estimation uncertainty

In preparing the audited annual financial statements, management is required to make estimates and assumptions that affect the amounts represented in the audited annual financial statements and related disclosures. Use of available information and the application of judgement is inherent in the formation of estimates. Actual results in the future could differ from these estimates which may be material to the audited annual financial statements.

Leases

Management has applied its judgment to classify all lease agreements that the NAC is party to as operating leases if the lease does not transfer substantially all risks and rewards of ownership to the foundation, or the other recognition criteria is met in terms of GRAP 13 to classify leases as operating leases.

1.3 Property, plant and equipment

Property, plant and equipment are tangible non-current assets (including infrastructure assets) that are held for use in the production or supply of goods or services, rental to others, or for administrative purposes, and are expected to be used during more than one period.

The cost of an item of property, plant and equipment is recognised as an asset when:• it is probable that future economic benefits or service potential associated with the item will

flow to the entity; and• the cost of the item can be measured reliably.

Property, plant and equipment is initially measured at cost.

Accounting Policies



The cost of an item of property, plant and equipment is the purchase price and other costs attributable to bring the asset to the location and condition necessary for it to be capable of operating in the manner intended by management. Trade discounts and rebates are deducted in arriving at the cost.

Where an asset is acquired through a non-exchange transaction, its cost is its fair value as at date of acquisition.




1.3 Property, plant and equipment (continued)

Where an item of property, plant and equipment is acquired in exchange for a non-monetary asset or monetary assets, or a combination of monetary and non-monetary assets, the asset acquired is initially measured at fair value (the cost). If the acquired item’s fair value was not determinable, it’s deemed cost is the carrying amount of the asset(s) given up.

Property, plant and equipment (with the exception of land and buildings) is carried at cost less accumulated depreciation and any impairment losses.

Land and buildings are carried at revalued amount, being the fair value at the date of revaluation less any subsequent accumulated depreciation and subsequent accumulated impairment losses.

Revaluations are made with sufficient regularity such that the carrying amount does not differ materially from that which would be determined using fair value at the end of the reporting period.

When an item of property, plant and equipment is revalued, any accumulated depreciation at the date of the revaluation is restated proportionately with the change in the gross carrying amount of the asset so that the carrying amount of the asset after revaluation equals its revalued amount.

The useful lives of items of property, plant and equipment have been assessed as follows:

The residual value, and the useful life and depreciation method of each asset are reviewed at the end of each reporting date. If the expectations differ from previous estimates, the change is accounted for as a change in accounting estimate.

Reviewing the useful life of an asset on an annual basis does not require the entity to amend the previous estimate unless expectations differ from the previous estimate.

Each part of an item of property, plant and equipment with a cost that is significant in relation to the total cost of the item is depreciated separately.

The depreciation charge for each period is recognised in surplus or deficit unless it is included in the carrying amount of another asset.

Accounting Policies

Item Depreciation method Average useful life

Land Indefinite

Buildings Straight line 50 years

Furniture and fixtures Straight line 6 years

Motor vehicles Straight line 5 years

Office equipment Straight line 5 years

Computer equipment Straight line 3 years

Paintings Not depreciated

Banners Straight line 3 years

Photocopiers Straight line 5 years

Digital equipment Straight line 3 years



Items of property, plant and equipment are derecognised when the asset is disposed of or when there are no further economic benefits or service potential expected from the use of the asset.

The gain or loss arising from the derecognition of an item of property, plant and equipment is included in surplus or deficit when the item is derecognised. The gain or loss arising from the derecognition of an item of property, plant and equipment is determined as the difference between the net disposal proceeds, if any, and the carrying amount of the item.

1.4 Intangible assets

An asset is identifiable if it either:• is separable, i.e. is capable of being separated or divided from an entity and sold, transferred,

licensed, rented or exchanged, either individually or together with a related contract, identifiable assets or liability, regardless of whether the entity intends to do so; or

• arises from binding arrangements (including rights from contracts), regardless of whether those rights are transferable or separable from the entity or from other rights and obligations.




1.4 Intangible assets (continued)

A binding arrangement describes an arrangement that confers similar rights and obligations on the parties to it as if it were in the form of a contract.

An intangible asset is recognised when:• it is probable that the expected future economic benefits or service potential that are

attributable to the asset will flow to the entity; and• the cost or fair value of the asset can be measured reliably.

The entity assesses the probability of expected future economic benefits or service potential using reasonable and supportable assumptions that represent management’s best estimate of the set of economic conditions that will exist over the useful life of the asset.

Where an intangible asset is acquired through a non-exchange transaction, its initial cost at the date of acquisition is measured at its fair value as at that date.

Intangible assets are carried at cost less any accumulated amortisation and any impairment losses.

An intangible asset is regarded as having an indefinite useful life when, based on all relevant factors, there is no foreseeable limit to the period over which the asset is expected to generate net cash inflows or service potential. Amortisation is not provided for these intangible assets, but they are tested for impairment annually and whenever there is an indication that the asset may be impaired. For all other intangible assets amortisation is provided on a straight line basis over their useful life.

The amortisation period and the amortisation method for intangible assets are reviewed at each reporting date.

Reassessing the useful life of an intangible asset with a finite useful life after it was classified as indefinite is an indicator that the asset may be impaired. As a result the asset is tested for impairment and the remaining carrying amount is amortised over its useful life.

Amortisation is provided to write down the intangible assets, on a straight line basis, to their residual values as follows:

Item Useful lifeComputer software, other 2 years

Assets under construction will be amortised when brought into use.

1.5 Financial instruments

A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or a residual interest of another entity.

The amortised cost of a financial asset or financial liability is the amount at which the financial asset or financial liability is measured at initial recognition minus principal repayments, plus or minus the cumulative amortisation using the effective interest method of any difference between that initial amount and the maturity amount, and minus any reduction (directly or through the use of an allowance account) for impairment or uncollectibility.

Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation.

Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates.

Accounting Policies



Derecognition is the removal of a previously recognised financial asset or financial liability from an entity’s statement of financial position.

A derivative is a financial instrument or other contract with all three of the following characteristics:• Its value changes in response to the change in a specified interest rate, financial instrument

price, commodity price, foreign exchange rate, index of prices or rates, credit rating or credit index, or other variable, provided in the case of a non-financial variable that the variable is not specific to a party to the contract (sometimes called the ‘underlying’).

• It requires no initial net investment or an initial net investment that is smaller than would be required for other types of contracts that would be expected to have a similar response to changes in market factors.




1.5 Financial instruments (continued)• It is settled at a future date.

The effective interest method is a method of calculating the amortised cost of a financial asset or a financial liability (or group of financial assets or financial liabilities) and of allocating the interest income or interest expense over the relevant period. The effective interest rate is the rate that exactly discounts estimated future cash payments or receipts through the expected life of the financial instrument or, when appropriate, a shorter period to the net carrying amount of the financial asset or financial liability. When calculating the effective interest rate, an entity shall estimate cash flows considering all contractual terms of the financial instrument (for example, prepayment, call and similar options) but shall not consider future credit losses. The calculation includes all fees and points paid or received between parties to the contract that are an integral part of the effective interest rate (see the Standard of GRAP on Revenue from Exchange Transactions), transaction costs, and all other premiums or discounts. There is a presumption that the cash flows and the expected life of a group of similar financial instruments can be estimated reliably. However, in those rare cases when it is not possible to reliably estimate the cash flows or the expected life of a financial instrument (or group of financial instruments), the entity shall use the contractual cash flows over the full contractual term of the financial instrument (or group of financial instruments).

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable willing parties in an arm’s length transaction.

A financial asset is:• cash;• a residual interest of another entity; or• a contractual right to:

□ receive cash or another financial asset from another entity; or □ exchange financial assets or financial liabilities with another entity under conditions that

are potentially favourable to the entity.

A financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payment when due in accordance with the original or modified terms of a debt instrument.

A financial liability is any liability that is a contractual obligation to:• deliver cash or another financial asset to another entity; or• exchange financial assets or financial liabilities under conditions that are potentially

unfavourable to the entity.

Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates.

Liquidity risk is the risk encountered by an entity in the event of difficulty in meeting obligations associated with financial liabilities that are settled by delivering cash or another financial asset.

Loans payable are financial liabilities, other than short-term payables on normal credit terms.

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: currency risk, interest rate risk and other price risk.

Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or currency risk), whether those changes are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market.

A financial asset is past due when a counterparty has failed to make a payment when contractually due.

Accounting Policies



A residual interest is any contract that manifests an interest in the assets of an entity after deducting all of its liabilities. A residual interest includes contributions from owners, which may be shown as:• equity instruments or similar forms of unitised capital;• a formal designation of a transfer of resources (or a class of such transfers) by the parties to the

transaction as forming part of an entity’s net assets, either before the contribution occurs or at the time of the contribution; or

• a formal agreement, in relation to the contribution, establishing or increasing an existing financial interest in the net assets of an entity.




1.5 Financial instruments (continued)

Transaction costs are incremental costs that are directly attributable to the acquisition, issue or disposal of a financial asset or financial liability. An incremental cost is one that would not have been incurred if the entity had not acquired, issued or disposed of the financial instrument.

Financial instruments at amortised cost are non-derivative financial assets or non-derivative financial liabilities that have fixed or determinable payments, excluding those instruments that:• the entity designates at fair value at initial recognition; or• are held for trading.

Financial instruments at cost are investments in residual interests that do not have a quoted market price in an active market, and whose fair value cannot be reliably measured.

Financial instruments at fair value comprise financial assets or financial liabilities that are:• derivatives;• combined instruments that are designated at fair value;• instruments held for trading. A financial instrument is held for trading if:

– it is acquired or incurred principally for the purpose of selling or repurchasing it in the near-term; or

– on initial recognition it is part of a portfolio of identified financial instruments that are managed together and for which there is evidence of a recent actual pattern of short term profit-taking;

– non-derivative financial assets or financial liabilities with fixed or determinable payments that are designated at fair value at initial recognition; and

– financial instruments that do not meet the definition of financial instruments at amortised cost or financial instruments at cost.

Classification

The entity has the following types of financial assets (classes and category) as reflected on the face of the statement of financial position or in the notes thereto:

Class CategoryTrade and other receivables Financial asset measured at amortised costCash and cash equivalents Financial asset measured at amortised cost

The entity has the following types of financial liabilities (classes and category) as reflected on the face of the statement of financial position or in the notes thereto:

Class CategoryTrade and other payables Financial liability measured at amortised costProjects and bursaries payables Financial liability measured at amortised costDeferred grants income Financial liability measured at amortised cost

Trade and receivables received without directly giving approximately equal value in exchange are recognised as trade and other receivables from exchange transactions.

Trade debtors are receipts comprise of taxes receivable from SARS, prepayment and return of project funds which were unable to continue. Staff advances, deposit and interest receivable are recognized as exchange.

Management recognises the receivables as exchange transactions due to the nature of each of the transactions.

Accounting Policies



1.6 Impairment of non-cash-generating assets

Cash-generating assets are assets managed with the objective of generating a commercial return. An asset generates a commercial return when it is deployed in a manner consistent with that adopted by a profit-oriented entity.

Non-cash-generating assets are assets other than cash-generating assets.




1.6 Impairment of non-cash-generating assets (continued)

Impairment is a loss in the future economic benefits or service potential of an asset, over and above the systematic recognition of the loss of the asset’s future economic benefits or service potential through depreciation (amortisation).

Carrying amount is the amount at which an asset is recognised in the statement of financial position after deducting any accumulated depreciation and accumulated impairment losses thereon.

A cash-generating unit is the smallest identifiable group of assets managed with the objective of generating a commercial return that generates cash inflows from continuing use that are largely independent of the cash inflows from other assets or groups of assets.

Costs of disposal are incremental costs directly attributable to the disposal of an asset, excluding finance costs and income tax expense.

Depreciation (Amortisation) is the systematic allocation of the depreciable amount of an asset over its useful life.

Fair value less costs to sell is the amount obtainable from the sale of an asset in an arm’s length transaction between knowledgeable, willing parties, less the costs of disposal.Recoverable service amount is the higher of a non-cash-generating asset’s fair value less costs to sell and its value in use. Useful life is either:a. the period of time over which an asset is expected to be used by the entity; orb. the number of production or similar units expected to be obtained from the asset by the entity.

Identification

When the carrying amount of a non-cash-generating asset exceeds its recoverable service amount, it is impaired.

The entity assesses at each reporting date whether there is any indication that a non-cash-generating asset may be impaired. If any such indication exists, the entity estimates the recoverable service amount of the asset.

Recognition and measurement

If the recoverable service amount of a non-cash-generating asset is less than its carrying amount, the carrying amount of the asset is reduced to its recoverable service amount. This reduction is an impairment loss.

An impairment loss is recognised immediately in surplus or deficit.

Any impairment loss of a revalued non-cash-generating asset is treated as a revaluation decrease.

When the amount estimated for an impairment loss is greater than the carrying amount of the non-cash-generating asset to which it relates, the entity recognises a liability only to the extent that is a requirement in the Standards of GRAP.

After the recognition of an impairment loss, the depreciation (amortisation) charge for the non-cash-generating asset is adjusted in future periods to allocate the non-cash-generating asset’s revised carrying amount, less its residual value (if any), on a systematic basis over its remaining useful life.

Accounting Policies




1.6 Impairment of non-cash-generating assets (continued)

Reversal of an impairment loss

The entity assess at each reporting date whether there is any indication that an impairment loss recognised in prior periods for a non-cash-generating asset may no longer exist or may have decreased. If any such indication exists, the entity estimates the recoverable service amount of that asset.

An impairment loss recognised in prior periods for a non-cash-generating asset is reversed if there has been a change in the estimates used to determine the asset’s recoverable service amount since the last impairment loss was recognised. The carrying amount of the asset is increased to its recoverable service amount. The increase is a reversal of an impairment loss. The increased carrying amount of an asset attributable to a reversal of an impairment loss does not exceed the carrying amount that would have been determined (net of depreciation or amortisation) had no impairment loss been recognised for the asset in prior periods.

A reversal of an impairment loss for a non-cash-generating asset is recognised immediately in surplus or deficit. Any reversal of an impairment loss of a revalued non-cash-generating asset is treated as a revaluation increase.After a reversal of an impairment loss is recognised, the depreciation (amortisation) charge for the non-cash-generating asset is adjusted in future periods to allocate the non-cash-generating asset’s revised carrying amount, less its residual value (if any), on a systematic basis over its remaining useful life.

1.7 Employee benefits

Employee benefits are all forms of consideration given by an entity in exchange for service rendered by employees.

A qualifying insurance policy is an insurance policy issued by an insurer that is not a related party (as defined in the Standard of GRAP on Related Party Disclosures) of the reporting entity, if the proceeds of the policy can be used only to pay or fund employee benefits under a defined benefit plan and are not available to the reporting entity’s own creditors (even in liquidation) and cannot be paid to the reporting entity, unless either:• the proceeds represent surplus assets that are not needed for the policy to meet all the related

employee benefit obligations; or• the proceeds are returned to the reporting entity to reimburse it for employee benefits already

paid.

Termination benefits are employee benefits payable as a result of either:• an entity’s decision to terminate an employee’s employment before the normal retirement date;

or• an employee’s decision to accept voluntary redundancy in exchange for those benefits.

Other long-term employee benefits are employee benefits (other than post-employment benefits and termination benefits) that are not due to be settled within twelve months after the end of the period in which the employees render the related service.

Vested employee benefits are employee benefits that are not conditional on future employment.

Composite social security programmes are established by legislation and operate as multi-employer plans to provide post- employment benefits as well as to provide benefits that are not consideration in exchange for service rendered by employees.

Accounting Policies



A constructive obligation is an obligation that derives from an entity’s actions where by an established pattern of past practice, published policies or a sufficiently specific current statement, the entity has indicated to other parties that it will accept certain responsibilities and as a result, the entity has created a valid expectation on the part of those other parties that it will discharge those responsibilities.




1.7 Employee benefits (continued)

Short-term employee benefits

Short-term employee benefits are employee benefits (other than termination benefits) that are due to be settled within twelve months after the end of the period in which the employees render the related service.

Short-term employee benefits include items such as:• wages, salaries and social security contributions;• short-term compensated absences (such as paid annual leave and paid sick leave) where the

compensation for the absences is due to be settled within twelve months after the end of the reporting period in which the employees render the related employee service; and

• bonus, incentive and performance related payments payable within twelve months after the end of the reporting period in which the employees render the related service.

When an employee has rendered service to the entity during a reporting period, the entity recognise the undiscounted amount of short-term employee benefits expected to be paid in exchange for that service:• as a liability (accrued expense), after deducting any amount already paid. If the amount already

paid exceeds the undiscounted amount of the benefits, the entity recognise that excess as an asset (prepaid expense) to the extent that the prepayment will lead to, for example, a reduction in future payments or a cash refund; and

• as an expense, unless another Standard requires or permits the inclusion of the benefits in the cost of an asset.

The expected cost of compensated absences is recognised as an expense as the employees render services that increase their entitlement or, in the case of non-accumulating absences, when the absence occurs. The entity measure the expected cost of accumulating compensated absences as the additional amount that the entity expects to pay as a result of the unused entitlement that has accumulated at the reporting date.

The entity recognise the expected cost of bonus, incentive and performance related payments when the entity has a present legal or constructive obligation to make such payments as a result of past events and a reliable estimate of the obligation can be made. A present obligation exists when the entity has no realistic alternative but to make the payments.

1.8 Provisions and contingencies

Provisions are recognised when: • the entity has a present obligation as a result of a past event; • it is probable that an outflow of resources embodying economic benefits or service potential

will be required to settle the obligation; and • a reliable estimate can be made of the obligation.

The amount of a provision is the best estimate of the expenditure expected to be required to settle the present obligation at the reporting date.

Where the effect of time value of money is material, the amount of a provision is the present value of the expenditures expected to be required to settle the obligation.

The discount rate is a pre-tax rate that reflects current market assessments of the time value of money and the risks specific to the liability.

Where some or all of the expenditure required to settle a provision is expected to be reimbursed by another party, the reimbursement is recognised when, and only when, it is virtually certain that reimbursement will be received if the entity settles the obligation. The reimbursement is treated as a separate asset. The amount recognised for the reimbursement does not exceed the amount of the provision.

Accounting Policies



Provisions are reviewed at each reporting date and adjusted to reflect the current best estimate. Provisions are reversed if it is no longer probable that an outflow of resources embodying economic benefits or service potential will be required, to settle the obligation.

Where discounting is used, the carrying amount of a provision increases in each period to reflect the passage of time. This increase is recognised as an interest expense.




1.8 Provisions and contingencies (continued)

Provisions are not recognised for future operating deficits.

If an entity has a contract that is onerous, the present obligation (net of recoveries) under the contract is recognised and measured as a provision.

A financial guarantee contract is a contract that requires the issuer to make specified payments to reimburse the holder for a loss it incurs because a specified debtor fails to make payment when due in accordance with the original or modified terms of a debt instrument.

Loan commitment is a firm commitment to provide credit under pre-specified terms and conditions.

The entity recognises a provision for financial guarantees and loan commitments when it is probable that an outflow of resources embodying economic benefits and service potential will be required to settle the obligation and a reliable estimate of the obligation can be made.

Determining whether an outflow of resources is probable in relation to financial guarantees requires judgement. Indications that an outflow of resources may be probable are: • financial difficulty of the debtor; • defaults or delinquencies in interest and capital repayments by the debtor; • breaches of the terms of the debt instrument that result in it being payable earlier than the

agreed term and the ability of the debtor to settle its obligation on the amended terms; and • a decline in prevailing economic circumstances (e.g. high interest rates, inflation and

unemployment) that impact on the ability of entities to repay their obligations.

Where a fee is received by the entity for issuing a financial guarantee and/or where a fee is charged on loan commitments, it is considered in determining the best estimate of the amount required to settle the obligation at reporting date. Where a fee is charged and the entity considers that an outflow of economic resources is probable, an entity recognises the obligation at the higher of:• the amount determined using in the Standard of GRAP on Provisions, Contingent Liabilities and

Contingent Assets; and• the amount of the fee initially recognised less, where appropriate, cumulative amortisation

recognised in accordance with the Standard of GRAP on Revenue from Exchange Transactions.

1.9 Revenue from exchange transactions

Revenue is the gross inflow of economic benefits or service potential during the reporting period when those inflows result in an increase in net assets, other than increases relating to contributions from owners.

An exchange transaction is one in which the entity receives assets or services, or has liabilities extinguished, and directly gives approximately equal value (primarily in the form of goods, services or use of assets) to the other party in exchange.

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction.

Measurement

Revenue is measured at the fair value of the consideration received or receivable, net of trade discounts and volume rebates.

Accounting Policies



1.10 Revenue from non-exchange transactions

Non-exchange transactions are defined as transactions where the entity receives value from another entity without directly giving approximately equal value in exchange.

Revenue is the gross inflow of economic benefits or service potential during the reporting period when those inflows result in an increase in net assets, other than increases relating to contributions from owners.

Fair value is the amount for which an asset could be exchanged, or a liability settled, between knowledgeable, willing parties in an arm’s length transaction.




1.10 Revenue from non-exchange transactions (continued)

Measurement

Revenue is measured at the fair value of the consideration received or receivable, net of trade discounts and volume rebates.

Government grants

Government grants are recognised as revenue when:• it is probable that the economic benefits or service potential associated with the transaction

will flow to the entity,• the amount of the revenue can be measured reliably, and• to the extent that there has been compliance with any restrictions associated with the grant.

The entity assesses the degree of certainty attached to the flow of future economic benefits or service potential on the basis of the available evidence. Certain grants payable by one level of government to another are subject to the availability of funds. Revenue from these grants is only recognised when it is probable that the economic benefits or service potential associated with the transaction will flow to the entity. An announcement at the beginning of a financial year that grants may be available for qualifying entities in accordance with an agreed programme may not be sufficient evidence of the probability of the flow. Revenue is then only recognised once evidence of the probability of the flow becomes available.

Restrictions on government grants may result in such revenue being recognised on a time proportion basis. Where there is no restriction on the period, such revenue is recognised on receipt or when the Act becomes effective, which-ever is earlier.

When government remit grants on a re-imbursement basis, revenue is recognised when the qualifying expense has been incurred and to the extent that any other restrictions have been complied with.

Conditional grants and receipts

Revenue received from conditional grants and funding are recognised as revenue to the extent that the National Arts Council of South Africa has complied with any of the criteria, conditions or obligations embodied in the agreement. To the extent that the criteria, conditions or obligations have not been met, a deferred grant income liability is recognised.

1.11 Investment income

Investment income is recognised on a time-proportion basis using the effective interest method.

1.12 Fruitless and wasteful expenditure

Fruitless and wasteful expenditure means expenditure which was made in vain and would have been avoided had reasonable care been exercised.

All expenditure relating to fruitless and wasteful expenditure is recognised as an expense in the statement of financial performance in the year that the expenditure was incurred. The expenditure is classified in accordance with the nature of the expense, and where recovered, it is subsequently accounted for as revenue in the statement of financial performance.

Accounting Policies



1.13 Irregular expenditure

Irregular expenditure as defined in section 1 of the PFMA is expenditure other than unauthorised expenditure, incurred in contravention of or that is not in accordance with a requirement of any applicable legislation, including -a. this Act; orb. the State Tender Board Act, 1968 (Act No. 86 of 1968), or any regulations made in terms of the

Act; orc. any provincial legislation providing for procurement procedures in that provincial government.

National Treasury practice note no. 4 of 2008/2009 which was issued in terms of sections 76(1) to 76(4) of the PFMA requires the following (effective from 1 April 2008):

Irregular expenditure that was incurred and identified during the current financial and which was condoned before year end and/or before finalisation of the financial statements must also be recorded appropriately in the irregular expenditure register. In such an instance, no further action is also required with the exception of updating the note to the financial statements.




1.13 Irregular expenditure (continued)

Irregular expenditure that was incurred and identified during the current financial year and for which condonement is being awaited at year end must be recorded in the irregular expenditure register. No further action is required with the exception of updating the note to the financial statements.

Where irregular expenditure was incurred in the previous financial year and is only condoned in the following financial year, the register and the disclosure note to the financial statements must be updated with the amount condoned.

Irregular expenditure that was incurred and identified during the current financial year and which was not condoned by the National Treasury or the relevant authority must be recorded appropriately in the irregular expenditure register. If liability for the irregular expenditure can be attributed to a person, a debt account must be created if such a person is liable in law. Immediate steps must thereafter be taken to recover the amount from the person concerned. If recovery is not possible, the accounting officer or accounting authority may write off the amount as debt impairment and disclose such in the relevant note to the financial statements. The irregular expenditure register must also be updated accordingly. If the irregular expenditure has not been condoned and no person is liable in law, the expenditure related thereto must remain against the relevant programme/expenditure item, be disclosed as such in the note to the financial statements and updated accordingly in the irregular expenditure register.

1.14 Budget information

Entity is typically subject to budgetary limits in the form of appropriations or budget authorisations (or equivalent), which is given effect through authorising legislation, appropriation or similar.

The entity shall provide information whether resources were obtained and used in accordance with legally adopted budget for general purpose financial reporting.

The audited annual financial statements and the budget are not on the same basis of accounting. A comparison with the budgeted amounts for the reporting period has been included in the Statement of comparison of budget and actual amounts.

1.15 Related parties

The entity operates in an economic sector currently dominated by entities directly or indirectly owned by the South African Government. As a consequence of the constitutional independence of the three spheres of government in South Africa, only entities within the national sphere of government are considered to be related parties.

Management are those persons responsible for planning, directing and controlling the activities of the entity, including those charged with the governance of the entity in accordance with legislation, in instances where they are required to perform such functions.

Close members of the family of a person are considered to be those family members who may be expected to influence, or be influenced by, that management in their dealings with the entity.

1.16 Leases

A lease is classified as an operating lease if it does not transfer substantially all the risks and rewards incidental to ownership. Operating lease payments are recognised as an expense on a straight-line basis over the lease term. The difference between the amounts is recognised as an expense and the contractual payment recognised as an operating lease asset or liability. The liability is not discounted.

Accounting Policies



1.17 Events after reporting date

Events after reporting date are those events, both favourable and unfavourable, that occur between the reporting date and the date when the financial statements are authorised for issue. Two types of events can be identified:• those that provide evidence of conditions that existed at the reporting date (adjusting events

after the reporting date); and• those that are indicative of conditions that arose after the reporting date (non-adjusting events

after the reporting date).

The entity adjusts the amount recognised in the financial statements to reflect adjusting events after the reporting date once the event occurrs.

The entity discloses the nature of the event and an estimate of its financial effect or a statement that such estimate cannot be made in respect of all material non-adjusting events, where non-disclosure could influence the economic decisions of users taken on the basis of the financial statements.




Notes to the Audited Annual Financial Statements

2. Property, plant and equipment

2021 2020

Valuation Accumulateddepreciationandaccumulatedimpairment

Carrying value

Cost /Valuation

Accumulateddepreciationandaccumulatedimpairment

Carrying value

Land 3,275,000 - 3,275,000 3,175,000 - 3,175,000

Buildings 10,857,646 (1,877,896) 8,979,750 10,406,983 1,658,233 8,748,750

Furniture and fixtures

1,029,068 (542,722) 486,346 1,029,068 (378,973) 650,095

Motor vehicles

151,042 (146,007) 5,035 151,042 (140,973) 10,069

Office equipment

1,021,208 (809,599) 211,609 1,021,208 (620,590) 400,618

Computer equipment

1,611,282 (1,133,698) 477,584 1,285,362 (849,296) 436,066

Paintings 52,270 - 52,270 52,270 - 52,270

Photocopiers 645,176 (634,423) 10,753 645,176 (505,388) 139,788

Banners 71,519 (54,979) 16,540 71,519 (31,139) 40,380

Digital equipment

19,555 (19,555) - 19,555 (19,555) -

Total 18,733,766 (5,218,879) 13,514,887 17,857,183 (4,204,147) 13,653,036





2. Property, plant and equipment (continued)

Reconciliation of property, plant and equipment - 2021

Openingbalance

Additions Disposals Othermovements /revaluation /impairment

Depreciation Total

Land 3,175,000 - - 100,000 - 3,275,000

Buildings 8,748,750 - - 452,715 (221,715) 8,979,750


650,095 - - - (163,749) 486,346

Motor vehicles

10,069 - - - (5,034) 5,035

Office equipment

400,618 - - - (189,009) 211,609

Computer equipment

436,066 336,589 (1,778) - (293,293) 477,584

Paintings 52,270 - - - - 52,270

Photocopiers 139,788 - - - (129,035) 10,753

Banners 40,380 - - - (23,840) 16,540

13,653,036 336,589 (1,778) 552,715 (1,025,675) 13,514,887

Reconciliation of property, plant and equipment - 2021

Openingbalance

Additions Disposals Transfers Revaluations Other changes,movements

Depreciation Total

Land 1,907,021 - - 1,150,000 117,979 - - 3,175,000

Buildings 4,992,980 - - 3,450,000 1,207,950 (707,252) (194,928) 8,748,750


692,370 106,440 - - - - (148,715) 650,095

Motor vehicles

40,278 - - - - - (30,209) 10,069

Office equipment

391,879 192,818 - - - - (184,079) 400,618

Computer equipment

244,526 492,655 (2,145) - - - (298,970) 436,066

Paintings 52,270 - - - - - - 52,270

Photocopiers 268,823 - - - - - (129,035) 139,788

Banners 82,150 - (9,961) - - - (31,809) 40,380

Digital equipment

- 27,547 (19,895) - - - (7,652) -

8,672,297 819,460 (32,001) 4,600,000 1,325,929 (707,252) (1,025,397) 13,653,036




2. Property, plant and equipment (continued)

Change in estimate: Useful life of assets review

A change in the estimated useful life of assets in computer equipment and office equipment, resulted in a change in depreciation for the year. NAC discloses the nature and the amount resulting from the change in an accounting estimate that has an effect in the current period and is expected to have an effect in future.This change in estimate is applied prospectively.

Revaluations/(Impairment)

3. Intangible assets

Other information

Repairs and maintenance

During the 2020/21 financial year, repairs and maintenance cost amounted to R 758 708 (2020: R1 717 684).

The effective date of the revaluations was 31 March 2020. The revaluations were performed by an independent valuer, Mr Akoob, professional valuer of DDP Valuation and Advisory Services (Pty) Ltd. Mr Akoob is not connected to the National Arts Council of South Africa.

Key unobservable inputs used in the valuation model included estimated Lettable Area (1,645 square metres), and Vacancy Rate (3%). A capitalisation rate of 12% was applied based on comparable, observable sales and capitalisation rates for offices in the Johannesburg area, adjusted for the condition and locality of the NAC property, and data from other proprietary sources.

The estimated value of the property increased from the previous reporting period.


Figures in Rand 2021 2020

Land and buildings 552,716 1,325,929

Property, plant and equipment fully depreciated and still in use (Initial Cost)

Digital equipment 19,555 19,555

Office equipment 58,696 58,696

Computer equipment 609,955 609,955

Furniture and fixtures 46,570 46,570

734,776 734,776

Cost / Valuation

Accumulated amortisation and accumulated impairment

Carrying value Cost / Valuation

Accumulated amortisationand accumulated impairment

Carrying value

Computer software

806,165 (738,984) 67,181 806,165 (638,214) 167,951



3. Intangible assets

Cost / Valuation

Accumulated amortisation and accumulated impairment

Carrying value Cost / Valuation

Accumulated amortisationand accumulated impairment

Carrying value

Computer software

806,165 (738,984) 67,181 806,165 (638,214) 167,951

Reconciliation of intangible assets - 2021

Opening balance Amortisation Total

Computer software 167,951 (100,770) 67,181

Reconciliation of intangible assets - 2020

Opening balance Amortisation Total

Computer software 268,722 (100,771) 167,951



4. Operating lease asset

Current assets 81,878 -

5. Trade and other receivables from exchange

Trade debtors 12,196 124,731

Staff advances - 11,572

Deposits 6,477 6,477

Interest receivable 827,130 317,619

845,803 460,399

6. Cash and cash equivalents

Cash on hand 4,896 6,400

Cash at Bank - Current Account 12,680,494 931,717

Cash at Bank - Call Account 285,045,526 63,881,772

297,730,916 64,819,889

Analysis of Bank Accounts

Trade debtors 12,196 124,731

NAC- Current Account 12,680,494 931,717

NAC- Call Account 285,045,526 63,881,772

297,730,916 64,819,889

Age Analysis of Accounts Receivable - 2021

Current 30 days 60 days 90 days 120 days Total

Trade debtors 4,196 - - - 8,000 12,196



Trade debtors 116,731 - - - 8,000 124,731




Trade and other receivables past due but not impaired

Trade and other receivables which are less than 90 days past due are not considered to be impaired. At 31 March 2021, receivables amounting to R 8,000 (2020: R 8,000) were past due but not impaired. Amounts more than 90 days past due are disclosed in the age analysis of accounts receivable below.

The NAC has not provided for these trade receivables as there has been no significant change in their credit quality and the amounts are still considered recoverable.





7. Trade and other payables

Trade payables 804,834 540,867

Accrued Medical Aid 793,337 124,800

Accrued 13th Cheque 238,548 298,392

Honoraria 797,680 1,308

Accrued expenses 795,358 123,373

Salary account 27,151 -

3,456,908 1,088,740




Trade payables 804,834 - - - - 804,834

Age analysis of trade payables - 2020


Trade payables 513,522 27,345 - - - 540,867

8. Deferred grant income

Movement during the year

Balance at the beginning of the year - 1,489,940

Add: Income received from DAC - Capital works 1,905,000 -

Add: Income Received from DSAC - First Wave 20,000,000 -

Add: Income Received from DSAC - Second Wave 10,000,000 -

Less: DAC Capital Works (657,940) (1,369,128)

Less: DSAC First Wave (18,150,165) -

Less: DSAC Second Wave (2,719,188) -

Less: UNESCO payment - (120,812)

Balance at the end of the year 10,377,707 -

Trade payables are non-interest bearing and are normally settled on a 30 day term.





10. Covid 19 Project

Cash available 12,606,890

2020/2021 Budget 6,726,369

2019/2020 Projects April 2020 5,299,617

Write back of projects previously approved 3,877,215

28,510,091

9. Provisions

Reconciliation of provisions - 2021

Opening Balance as at 01 April 2020

Provisions Raised

Amounts used

Unused AmountsReversed

Closing Balance as at 31 March 2021

Leave pay 623,097 649,328 (178,337) - 1,094,088

Performance bonus 1,993,770 - (371,052) (1,000,000) 622,718

2,616,867 649,328 (549,389) (1,000,000) 1,716,806

Reconciliation of provisions - 2020

Opening Balance as at 01 April 2019

Provisions Raised

Amounts used

Unused AmountsReversed

Closing Balance as at 31 March 2020

Leave pay 629,574 162,909 (169,386) - 623,097

Performance bonus 2,396,579 - (402,809) - 1,993,770

3,026,153 162,909 (572,195) - 2,616,867

A provision for leave is recognised for leave due to employees at period end and calculated using the BCEA rates. The provision is expected to be realised within the following financial year when the employees utilise the leave, resign or retire.

“Performance bonus” represents management’s best estimate of the NAC’s liability for staff bonuses.The provision raised estimates the amount of the provision based on the anticipated performance of employees. This anticipated performance is based on experience with the employees of the NAC, taking into account performance trends in the prior periods.

In April 2021, the Council of the NAC resolved to provide relief to the sector through a dedicated Covid-19 project. The aim of the project was to forge relationships with credible and authenticated partners in various provinces to reach deep rural areas. Strategic partnerships were also formed and enhanced with current partners to further increase resource mobilisation to reach deep rural areas.

The 2019/20 projects: a number of projects approved in the previous financial year were either unable to continue or contingent on status of lockdown. Discussions were held with beneficiaries and a 25 % relief disbursed on the balances owed to them. The rest of the funds were redirected to Covid 19.



Write back of projects refer to beneficiaries that could not continue their projects for various reasons. Each of these projects are evaluated on a case by case basis. These funds were then reallocated to the Covid-19 Projects in the current Financial Year.

An amount of R15 903 200 funding from 2019/20, 2020/21 and write back of projects were ring-fenced. Payments to the value of R3 559 986 were also expedited and therefore a balance of R5 616 847 is available for disbursement.

11. Projects and Bursaries Payable

Projects and bursary expenditure is a core business of the National Arts Council of South Africa. In the prior periods, the National Arts Council recognised the approved funding amounts and related liability after the approval of the projects. Subsequent payments were processed through the liability.





11. Projects and Bursaries Payable (continued)

In the year under review, only those projects and bursaries that met the criteria of a present obligation are recognised.


Projects and Bursaries Payable

Opening Balance (54,999,720) (34,592,145)

Net Movement (217,861,382) (20,407,575)

(272,861,102) (54,999,720)

12. Revaluation reserve

Opening balance 6,914,919 5,588,990

Change during the year 552,716 1,325,929

7,467,635 6,914,919

13. Other income

Project returned funds and Cash received for scrap material 18,600 207,429

14. Investment income

Interest revenue

Bank 3,354,971 2,805,773

15. Revenue


Interest received - investment 3,354,971 2,805,773

Government grants received 433,424,680 117,182,095

436,798,251 120,195,297

The amount included in revenue arising from exchanges of goods or services are as follows:


Interest received - investment 3,354,971 2,805,773

3,373,571 3,013,202



The amount included in revenue arising from non-exchange transactions is as follows:

Department of Sports Arts and Culture - Grant received 433,424,680 117,182,095

16. Employee related costs

Basic salary 16,450,365 17,786,825

Medical aid - company contributions 1,517,410 1,487,141

Unemployment Insurance Fund (UIF) 107,256 106,914

Workers Compensation Assistance (WCA) 4,687 46,868

Leave pay 720,678 75,509

Provident fund 1,532,538 1,516,861

Pension plans 391,346 426,403

Overtime payments 77,642 110,355

Housing benefits and allowances 184,933 195,704

20,986,855 21,752,580






17. Bad debts

Bad debts - 9,930

18. Operating expenses

Auditors' fees (External) 928,396 908,953

Auditors' fees (Internal) 267,191 331,405

Bank charges 55,418 46,590

Board Secretarial services 1,073,044 555,935

Cleaning 116,075 209,463

Consulting fees 577,753 528,087

Delivery expenses 414 -

Expense reimbursements 16,692 8,896

Fuel and oil 27,884 28,638

IT expenses 1,583,773 1,254,252

Insurance 237,679 93,290

Interest paid 676 2,511

Legal expenses 818,337 228,194

Marketing 977,675 1,310,690

Minor assets expense 6,598 35,723

Motor vehicle expenses 329,212 324,466

Office expenses 63,972 144,776

Organisational review 131,733 54,509

Postage and courier 4,489 2,615

Printing and stationery 63,208 394,133

Recruitment costs - 53,785

Remuneration - Council 2,595,264 1,581,408

Repairs and maintenance 758,708 1,717,684

Security 530,577 410,196

Staff training 96,387 311,517

Staff welfare 4,924 16,572

Subscriptions and membership fees 85,557 147,696

Cellphone 1,062,790 330,415

Telephone and fax 91,536 165,806

Travel and accommodation - Board 3,549 870,696

Travel and accommodation - Staff 1,334 92,355

Venue expenses - 249,203

Water and Electricity 601,583 461,940

13,112,428 12,872,399



The amount included in revenue arising from non-exchange transactions is as follows:

Department of Sports Arts and Culture - Grant received 433,424,680 117,182,095

19. Project and Bursary Expenses

Projects 14,937,457 22,441,385

Orchestras 21,583,000 21,583,000

Organisational Support Funding (Company Funding) 21,730,000 22,999,999

Individuals 16,382,850 8,445,184

Bursaries 6,515,000 5,286,452

First wave 18,150,165 -

Second wave 2,719,187 -

PESP 302,290,451 -

404,308,110 80,756,020

Total

Allocation received 300,000,000

Expenditure: 302,290,451

Cash payments disbursed 104,583,763

Accrued amount as at 31 March 2021 197,706,688

(2,290,451)

Total

PESP Admin accrual 4,961,415

PESP Projects accrual 192,745,273

197,706,688

In an effort to provide relief to the industry during Covid-19, the NAC reprioritised the NAC and DSAC entered into a MOU to implement, manage and co-ordinate the relief payments. These projects are referred to as the First Wave (R20 million received) and Second Wave (R10 million received).

The Presidential Employment Stimulus Programme (PESP) is another initiative from the office of the Presidency to offer support for job retention and create work opportunities to artists. An amount of R300 million was received to expedite this programme.

Funds were also re-prioritised from the NAC budgets to assist industry with Covid-relief.

20. Presidential Employment Stimulus Programme (PESP)

The NAC received an allocation of R300 million, of which R285 million was to be distributed for PESP funding.

Reconciliation of movement during the year:



Actual amounts paid as at year end 31 March 2021 amount to R104 583 763. This includes R94 539 686 to 696 beneficiaries who had signed contracts by 31 March 2021 and first tranche payments expedited. The R10 038 585 are costs related to PESP administration. An Accrual was raised for the balance of the second tranche payments to the value of R192 745 273 and the balance of the PESP administration of R4 961 415. The total expenditure for PESP is R302 290 451

21. Operating lease

During the 2020/21 financial year, the NAC entered into 2 operating lease agreements, leasing of printers and PABX telephone system.

As at 31 March, the NAC had outstanding commitments which relates to operating leases and falls due as follows:

2021 Up to 1 Year 2 - 5 Years Total

Printers 239,984 239,984 479,968

PABX System 95,278 113,799 209,077

335,262 353,783 689,045

Printers & PABX 2021 2020

Current 335,262 -

Non-current 353,783 -

689,045 -






22. Cash generated from operations

(Deficit) surplus (2,806,367) 3,648,898

Adjustments for:

Depreciation and amortisation 1,195,447 1,126,168

Disposal of assets 1,778 29,302

Bad debts - 9,930

Movements in operating lease assets and accruals (81,878) -

Movements in provisions (900,061) (409,286)

Changes in working capital:

Trade and other receivables from exchange

Consumer debtors - (9,930)

Trade and other payables 2,368,165 (28,784)

Deferred grant income 10,377,707 (1,489,940)

Covid 19 Project 5,616,847 -

Projects and bursaries payable 217,861,382 20,407,575

233,247,616 22,934,612

23. Related parties

Relationships

Controlling entity Department of Sports Arts and Culture

Members Refer to note 24

Members of key management Refer to note 24

Related party transactions

Amount paid to (received from) related and former related parties

Department of Sports Arts and Culture (443,784,000) (117,182,095)





Figures in Rand

24. Emoluments

Executive

2021

Basic Salary

Salary Structure-13th Cheque

Performance Bonus

Travel Allowance

Other benefits/ Acting Allowance

Total*

Chief Executive Officer* 1,503,584 - - 344,540 - 1,848,124

Acting Chief Executive Officer27 Feb 2021 - 31 March 2021)

- - - - 63,097 63,097

Chief Financial Officer 1,300,000 - - - - 1,300,000

Acting Chief Financial Officer (27 Feb 2021 - 31 March 2021)

- - - - 23,421 23,421

Arts Development Manager 1,147,691 95,641 - - - 1,243,332

Acting Arts Development Manager

- - - - 11,098 11,098

Finance Manager 955,566 79,630 51,760 - - 1,086,956

Acting Finance Manager (01 March 2021 - 31 March 2021)

- - - - 28,531 28,531

IT Manager 909,723 - - - - 909,723

Communications & Marketing Manager

720,000 - - - - 720,000

HR Manager (1 April 2020 - 22 January 2021)

748,439 77,721 47,549 - 25,938 899,647

Acting HR Manager (01 March 2021 - 31 March 2021)

- - - - 74,247 74,247

7,285,003 252,992 99,309 344,540 226,332 8,208,176




*The total remuneration is the cost to company package to the National Arts Council.


Figures in Rand

24. Emoluments (continued)

2020

Basic Salary

Salary Structure-13th Cheque

Performance Bonus

Travel Allowance

Other benefits/ Acting Allowance

Total*

Chief Executive Officer 1,524,068 - - 344,540 92,406 1,961,014

Chief Financial Officer (Resigned 30 April 2019)

105,500 35,167 - 73,027 - 213,694

Acting Chief Financial Officer (Started 14 May to 30 September2019)

- - - 137,893 - 137,893

Chief Financial Officer (Started 1 October 2019)

650,000 - - - - 650,000

Acting Arts Development Manager (Started 9 September to 30 November 2019)

- - - 105,281 - 105,281

Arts Development Manager 899,422 79,701 - 8,780 - 987,903

Acting Finance Manager (Started 14 May to 30 September 2019)

- - - 198,062 - 198,062

Finance Manager 956,469 79,630 - - - 1,036,099

IT Manager 919,299 - - - - 919,299

Communications & Marketing Specialist (Resigned 25 May 2019)

122,081 - - 12,310 - 134,391

Communications & Marketing Manager (Started 2 September 2019)

420,000 - - - - 420,000

HR Manager 879,367 73,153 952,520

6,476,206 267,651 344,540 535,353 92,406 7,716,156






Non-executive - Council members

2021 Council Other fees

Mr. Hartley Ngoato (Chairperson) 120,528 104,976

Ms Avril Joffe (Resigned 21 March 2021) 135,774 90,516

Ms Erica Elk 59,550 76,224

Ms Nakedi Ribane 69,078 215,655

Mr Michael Arendse 145,302 286,280

Dr Same Mdluli 59,550 211,814

Mr Masengana Mabuza 59,550 76,224

Ms Thokozile Nogabe 107,190 175,901

Prof Sekgothe Mokgoatsana 73,842 199,011

Mr Edmund Mhlongo 61,932 -

Ms Mandie Van Der Spuy 73,842 144,910

Ms Maleshini Naidoo 57,168 4,764

Mr Phumlani Manzi 66,696 61,932

Mr Johane Johannes Chisekula 107,190 52,404

Mr John Raphela (External member) 4,764 -

Mr Sikuthali Nyangintsimbi (External member) 4,764 -

Ms Charlene Louw (External member) 4,764 -

Ms Madre Loubser 150,066 38,112

Mr Dennis Sithole 54,786 23,820

Mr Lufuno Motsherane (External member) - 4,764

1,416,336 1,767,307


Z Molusi (Chairperson) 27,216 19,440

H.R.H Celenhle Dlamini (Acting Chairperson) 135,630 26,766

Ms S D'Silva 85,752 23,820

Dr Sipho Sithole 78,606 28,584

Ms Michelle Constant (Resigned 12 February 2021) 16,674 -

Ms Kim Matthews 64,314 4,764

Mr Ashley Latchu 76,224 2,382

Adv Eric Nkosi 69,078 11,910

Mr Bongani Mtembu 61,932 26,202

Mr Tshepo Mashiane 76,224 38,112

Mr Gamelihle Mbuyane 76,224 14,292

Ms Nise Bulelwa Malange 42,876 11,910

Mr Mbangiseni Masia 23,820 2,382

Ms Layla Swart 16,674 2,382

Mr Phumzile Zitumane 7,146 4,764

858,390 217,710




Council’s term ended on the 31st of December 2020 and a new Council was in effect from the 1st of January 2021.

The Presidential Employment Stimulus Programme (PESP) gave rise to urgent interventions required by the new Council. Meetings were held to resolve the challenges and mitigate risks on a frequent basis. A number of meetings were also scheduled by the Minister, Office of the Presidency and DSAC stakeholders.

Two Council members remained for continuity i.e Mr Arendse and Ms Joffe.

Three provincial representatives also remained for continuity Ms Nogabe, Mr Chisekula and Ms Loubser. Other fees include sub-committee meetings and other NAC related meetings.







Council members are remunerated in accordance with Treasury Guidelines.Ms Jabu Dlamini is an official employed by the Provincial Government of Mpumalanga.


Mr. Hartley Ngoato (Chairperson) 97,200 97,200

Ms Avril Joffe 28,584 43,023

Ms Erica Elk 42,876 40,494

Ms Nakedi Ribane 54,786 61,932

Mr Michael Arendse 59,550 54,786

Dr Same Mdluli 33,348 19,056

Mr Zolani Mkiva 4,764 4,764

Mr Masengana Mabuza 59,550 30,966

Ms Thokozile Nogabe 38,112 52,404

Prof Sekgothe Mokgoatsana 59,550 71,460

Mr Edmund Mhlongo 28,584 -

Ms Mandie Van Der Spuy 38,112 59,550

Ms Maleshini Naidoo 28,584 7,857

Mr Nchoke Raphela (External member) - 2,619

Mr Sikuthall Nyangintsimbi (External member) - 5,238

Ms Charlene Louw (External member) - 5,001

Mr Phumlani Manzi 50,022 26,202

Mr Johanne Johannes Chisekule 50,022 30,966

Ms Madre Loubser 54,786 14,292

Mr Dennis Sithole 42,876 19,056

Mr Lufuno Motsherane (External member) - 11,910

771,306 658,776






Non executive - Panel membersIn terms of the National Arts Council Act, the Council may establish an advisory panel for every field of the arts it deems necessary. Membership of each advisory panel consists of persons who have achieved distinction or have special knowledge or experience in the field of the arts in question, and who are not members of the Council. The advisory panels advise the Council on the merits of applications for grants and on any matter relating to the field of the arts for which they were appointed.

2020 2021Remuneration

2020Remuneration

Ms Carol Brown 154,708 25,354

Ms Georgina Thompson - 16,902

Mr Kingdom Moshounyane 331,335 25,354

Mr Trevor Mokeyane 25,354 25,354

Mr Arthur Zitha 55,789 38,030

Mr Zothani Vilakazi 148,238 38,030

Mr Fhumulani Kenneth Mathiva - 29,579

Mr Theo Lawrence 99,724 42,256

Mr Njabulo Mkhondo 187,716 42,256

Mr Papama Mnqadi 57,045 42,256

Dr Conroy Cupido 113,202 16,902

Ms Bususlwe Sikhonde 42,256 29,579

Ms Celests Wannenburg 243,968 21,130

Mr Tsietsi Mohapi 80,712 29,579

Mr Njabulo Sifiso Mthimkulu 160,442 50,707

Mr Themba Sweetbirth Luthuli 177,774 50,707

Ms Smay Keerabilwe Malao 76,586 50,707

Ms Molebohang Mokomale 194,142 50,707

2,148,991 625,389

Audit and Risk Committee members 2021Remuneration

2020Remuneration

Ms Avril Joffe (Chairperson: 1 April 2020 - 31 December 2020) 79,074 51,804

Ms Maleshini Naidoo (Audit Committee Member) 41,430 26,190

Mr Sikhuthali Nyangintsimbi (External Audit Commitee member)

36,192 20,952

Mr John Raphela (External Aduit Commitee member 41,430 26,190

Ms Charlene Louw (External Audit Committee member) 51,906 26,190

Ms Stephanie D'Silva (Chairperson: 1 January 2021 - 31 March 2021)

8,634 -

Mr Ashley Latchu (Audit Committee Member) 5,238 -

263,904 151,326




The Irregular Expenditure relates to the expenditure disbursed to orchestras on behalf of the Department of Sports Arts and Culture (DSAC). The National Arts Council is directed by DSAC to make these funding disbursements, ring-fenced under the heading of orchestra funds, for the 2019/2020 and 2020/2021 financial years.

The Irregular Expenditure relates to the following:

The expenditure of R558 205 for this year relates to service providers that were approved through a deviation process. The required documentation of Tax clearance certificates and SBD 4 forms (Interest Disclosure) were not provided.

An amount of R72 663 was approved to a service provider as an extension but it exceeded the R500 000 threshold and therefore deemed as Irregular.

The balance of R600 628 is due to requesting services from a supplier without following due process.

The Amount of R2 005 759 relates to the Presidential Employment Stimulus Package (PESP). This additional amount was approved to honour the obligation to PESP applicants as at year end. At approval, mitigating factors were discussed to cover the additional expenditure.

The NAC legislation requires projects that have applied for funding to be rated on a scoring method. This method has been implemented. However, there are 14 projects to the value of R1.4 million that do not have the scoring documented although the scoring was discussed at adjudication meetings.

Transactions relating to a separate legal entity of the DSAC - Downtown Studios were incorporated into the bank account of the NAC from 2009 to 2013. This has been rectified and the AFS does not include any transactions for Downtown Studios.

SCM Procedures were not adhered to in prior years leading to transactions being Irregular. Regular training occurs annually to all staff to ensure that the NAC adheres to the relevant legislation.

Engagements are being held with Department of Sports Arts And Culture (DSAC) on the wayforward of disbursement of Orchestra Funding.

The NAC made an application to the National Treasury for condonation of irregular expenditure to the amount of R57 635 390.



25. Irregular expenditure

Opening balance 57,635,390 27,177,270

Add: Irregular Expenditure - incurred in current year 4,637,254 11,938,240

Add: Irregular Expenditure - incurred in prior year but identified in current year

- 18,519,880

Less: Irregular expenditure written off - -

Less: Irregular expenditure recovered - -

Less: Irregular expenditure condoned - -

62,272,644 57,635,390

The breakdown of the Irregular Expenditure is as follow:

Downtown Studios 14,941,510 14,941,510

Non-compliance to SCM Regulations 13,467,255 12,235,760

Non-Compliance to PFMA 33,863,879 30,458,120

62,272,644 57,635,390



26. Fruitless and wasteful expenditure

Incident

Other 676 2,511

676 2,511

As at 31 March 2021 Interest Rate % Year 1 Year 1 - 5 Over 5 years

Trade and other payables Interest free - - -

As at 31 March 2020 Interest Rate % Year 1 Year 1 - 5 Over 5 years

Trade and other payables Interest free 1 - -

27. Going concern

We draw attention to the fact that at 31 March 2021, the entity had accumulated surplus of R10,743,660 and that the entity’s total assets exceed its liabilities by R18,211,295.

The audited annual financial statements have been prepared on the basis of accounting policies applicable to a going concern. This basis presumes that funds will be available to finance future operations and that the realisation of assets and settlement of liabilities, contingent obligations and commitments will occur in the ordinary course of business.

The accumulated surplus of R10,743,660 includes projects contracted but not fully paid and projects approved by Council but not contracted. The National Arts Council submitted the request to National Treasury to retain the surplus.

28. Events after the reporting date

In April 2021, Council approved to further disburse 136 applicants to the value of R31 001 054 for the Presidential Employment Stimulus Programme (PESP).

29. Risk management

Liquidity riskThe National Arts Council of South Africa manages liquidity through the management of working capital, capital expenditure and cash flow and by variance reports between actual and budget items.

As at 31 March 2021 the carrying values of cash and cash equivalents, trade and other payables approximate their fair values due to the short term maturities of these assets and liabilities as disclosed above

Credit riskCredit risk is the risk of economic loss should any of NAC’s clients or market counterparties fail to fulfill their contractual obligations.

Financial assets, which potentially subject the entity to the risk of non-performance by counter parties and thereby subjecting it to credit concentrations of credit risk, consist mainly of cash and cash equivalents, investments and accounts receivable.

Financial Instruments 2021 2020

Cash and cash equivalents 297,730,916 64,819,889

Trade and other receivables 845,803 460,399

Trade and other Payables (3,456,908) (1,088,740)

295,119,811 64,191,548



Credit risk consists mainly of cash deposits, cash equivalents and trade receivables. The entity managed to limit its exposure by only dealing with well-established financial institutions, approved by the National Treasury. The entity’s exposure is continuously monitored by the Accounting Authority.Interest rate risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market interest rates.

Liquidity riskLiquidity risk is the risk encountered by an entity in the event of difficulty in meeting obligations associated with financial liabilities that are settled by delivering cash or another financial asset.





29. Risk management (continued) Market risk

Market risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices. Market risk comprises three types of risk: currency risk, interest rate risk and other price risk.

Other price risk

Other price risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in market prices (other than those arising from interest rate risk or currency risk), whether those changes are caused by factors specific to the individual financial instrument or its issuer, or factors affecting all similar financial instruments traded in the market.

30. Contingent Liabilities

The amendment of the guiding figure on the PESP has resulted in number of llitigations from beneficiaries opposing these guiding figures. The legal team is currently in the process of reviewing 9 cases of beneficiaries that have not signed the addenda’s on the new guiding figure. The value of these claims are R8 389 255.

31. Prior period errors

During the current year, management identified that the Property, Plant and Equipment recognized in the current year omitted an item of property owned by the NAC; this transaction has an impact on asset capitalisation and related depreciation. In assessing whether the identified adjustments should be processed as prior period error or recognised in the current period, management considered whether the facts that gave rise to the adjustments existed in prior years, or whether those events only arose due to information that came to light in the current year.

In line with GRAP 3, the Annual Financial Statements as at 31 March 2020 have been restated to correct the prior period error. An analysis is included of the financial impact on the affected financial statement line items:

Adjustment of accumulated surplus for the year

The aforementioned adjustments resulted in adjustments to the accumulated surplus for the year as follows:

2021 Change ininvestment

Upwardchange

Downwardchange

Cash and cash equivalents 1 % 2,141,074 (2,047,369)

2020 Change ininvestment

Upwardchange

Downwardchange

Cash and cash equivalents 1 % 724,259 (655,137)

Statement of financial position 2021 2020

Increase in opening balance of accumulated surplus: Property, plant and equipment @ cost

- 4,600,000

Increase opening balance of accumulated surplus: Property, plant and equipment accumulated depreciation

- (707,250)

Total adjustments to accumulated surplus - 3,892,750



31. Prior period errors (continued)

The NAC in effect acted as a fiduciary to purchase Downtown Studios with the aim of transferring it to to the Section 21 Company that had not yet been established. The transactions were consolidated in the books of NAC but resulted in an adverse opinion from the Auditor General as the accounting treatment was applied incorrectly. The non-profit company was eventually established and the books de-consolidated to exclude Downtown Studio transactions. It has been noted that the property was still legally in the name of NAC and has to be included in the books of NAC from the time of purchase.

The depreciation charge has to be calculated for previous years which resulted in a prior period error.

32. Change in estimate

At the beginning of 2021 financial period, the management of the NAC conducted an operational efficiency review of its assets in terms of GRAP 3.

As a result, the following changes occurred:

The expected useful life of some of the office equipment increased from 5 years to 6 years. The effect on the current and future periods is an increase in the depreciation charge of R2,324 in the current period and over the next period.

The expected useful life of some of the computer equipment increased from 3 years to 4 years. The effect on the current and future periods is an increase in the depreciation charge of R19,560 in the current period and over the next period.

The expected useful life of some of the motor vehicles increased from 5 years to 6 years. The effect on the current and future periods is an increase in the depreciation charge of R5,034 in the current period and over the next period.

These assets are depreciated using the straight-line method.

Statement of financial performance 2021 2020

Adjustment to surplus for the year: Property, plant and equipment

- (69,000)

- (69,000)

PART F: ANNEXURES


NAC 2021/22 | ANNUAL REPORT

ANNEXURE A:NAC GRANTBENEFICIARIES 2020/2021



Project Funding Round 2020 opened on the 18th February 2020 and closed on the 19th June 2020. The initial closing date was 30th April 2020 and had to be extendned to 19 June 2020 to accommodate the regulatory restrictions of Covid 19. This funding round included applications for bursaries, as well as project funding for organisations and individuals.

This was the secondround that categorised applications by focus area in line with the NAC strategic initiatives. Applicants chose one of the following focus areas:

Applicants chose one of the following focus areas: • Arts platforms/showcases/exhibitions/festivals• Capacity building,• Innovation, design and creation,• Social cohesion and nation-building• Strategic initiatives

All bursaries were categorised as “Capacity Building Projects”. Applicants still chose which art genre their application fell into.

FundingNumber Beneficiary Name Province Amount Approved

2448501 Phumevenini Music Production Eastern Cape 100 000

2453601 Big O Trading 415 Eastern Cape 100 000

2752101 Southern Power Media Eastern Cape 100 000

2825001 Metsimaholo Communty Trust Free State 100 000

2927501 Raw Foundation Npc Free State 100 000

2799201 Saacyf Gauteng 100 000

2884401 Golden Youth Club Gauteng 100 000

2932801 Tshimologong Digital Innovation Precinct Gauteng 100 000

2624101 Africa!Ignite (Rf) Npc Kwazulu Natal 100 000

2765601 Lisika Unite Foundation Limpopo 100 000

2785301 Evergreen Arts Center Limpopo 100 000

2926701 Eagles And Butterflies Corporation Limpopo 100 000

2622601 Creative Castle Non Profit Company Mpumalanga 100 000

2625701 Xhentsa Arts Education Mpumalanga 100 000

2779101 Mpumalanga Youth Orchestra Mpumalanga 100 000

2971801 Bluetutu Mpumalanga 100 000

NAC GRANTBENEFICIARIES 2020/2021

4.1: BENEFICIARY LIST: APPROVED ARTS PLATFORMS, SHOWCASES, EXHIBITIONS, AND FESTIVALS: BENEFICIARIES OF 2020-21 - ORGANISATIONS

4

PART F: ANNEXURES



2791601 Foot Expression Dance Company North West 100 000

2827201 My African Wonderland North West 100 000

2907901 Afrom Beats (PTY) North West 100 000

3003801 KKM Entertainment and Music Production North West 100 000

2905801 Dawson Lemma Arts And Crafts Northern Cape 100 000

2913801 Mafoka Communications and Events Northern Cape 100 000

2942601 Pilediwa Foundation Npc Northern Cape 100 000

2761801 Afrika Burns Creative Projects Npc Western Cape 100 000

2 400 000




2508001 Siyabonga Ngaki Eastern Cape 100 000

2627401 Thembinkosi Henna Eastern Cape 100 000

2805801 Siyabulela Avela Qwalela Eastern Cape 100 000

2883301 Jisreel Wintzel Eastern Cape 100 000

2463801 Semano Tom Motloung Free State 100 000

2492901 Mannini Nkata Free State 100 000

2569901 Khauhelo Maikhi Free State 100 000

3017401 Makara Tsoenyane Free State 100 000

3026401 Kegorapetse Melamu (Individual) Free State 100 000

2492401 Bokamoso Tsawane Gauteng 100 000

2798401 Lebohang Mthunzi Gauteng 100 000

2862201 Sithembele Ntombexabiso Khoza Gauteng 100 000

3018101 Lebogang Kgomongwe Gauteng 100 000

2486401 Khethukuthula Mpontshane KwaZulu-Natal 100 000

2760601 Xolile Makhosazane Vilakazi KwaZulu-Natal 100 000

2823301 Xolalane Hopewell Qwabe KwaZulu-Natal 100 000

3008001 Sinenhlanhla Buthelezi KwaZulu-Natal 100 000

2553501 Lesiba Samuel Thtshere Maphoso Limpopo 100 000

2937701 Dzunisani Shibambu Limpopo 100 000

2959601 Ramogohlo Judith Mokalapa Limpopo 100 000

2976801 Ramaleba Phophi Limpopo 100 000

2591301 Lawrence Xaba Mpumalanga 100 000

2817001 Mzwandile Dhlamini Mpumalanga 100 000

2619301 Phoka Nyokong North West 100 000

2858901 Kganya Mbotshane North West 100 000

2936701 Letsatsi Ditlhale North West 100 000

2964801 Gaolatlhe Mathenyane North West 100 000

2687501 Dineo Ramailane Northern Cape 100 000

2720101 Pulane Jantjies Northern Cape 100 000

2976501 Kefentse Angel Mafafo Northern Cape 100 000

2980401 Rodrick Mavundla Northern Cape 100 000

2837001 Ms. Mirriam Vabantu Western Cape 100 000

2631701 Elgin Rust Western Cape 100 000

2890001 Xolane Marman Western Cape 100 000

3 400 000

ARTS PLATFORMS, SHOWCASES, EXHIBITIONS AND FESTIVALS APPROVED BENEFICIARIES OF 2020-21 - INDIVIDUALS

PART F: ANNEXURES



2689201 Obed De Koker Free State 100 000

2808001 Given Sethole Gauteng 100 000

2407801 Nonhlanhla Buthelezi KwaZulu-Natal 150 000

2547501 Mhlonishwa Khathi KwaZulu-Natal 100 000

2642201 Mbuso Khoza KwaZulu-Natal 100 000

2717301 Nkanyiso Kunene KwaZulu-Natal 100 000

2956901 Frank Meintjies KwaZulu-Natal 100 000

2946001 Basani Vrisimati Limpopo 150 000

2617201 Susan Harrop-Allin Limpopo 150 000

2924501 Princess Mhlongo Mpumalanga 125 000

2766601 Melissa Nefdt Western Cape 100 000

1 275 000

CAPACITY BUILDING APPROVED BENEFICIARIES OF 2020-21 INDIVIDUALS




2574001 Lochive Consulting T/A Mtabazi & Co. Consulting Eastern Cape 100 000

2577801 Eastern Cape Philharmonic Society Eastern Cape 150 000

2959001 Christian Gregor School of Music Eastern Cape 200 000

2371501 Mangaung Music Institute Free State 100 000

2588201 Vrystaat Arts Festival Free State 150 000

2698801 Rare-Zolution Desing And Craft Free State 100 000

2421001 Future Of The African Daughter Gauteng 100 000

2496801 The Buskaid Trust Gauteng 100 000

2576301 Southern African Disabled Musicians Association Gauteng 100 000

2594501 The Coloured Cube Gauteng 100 000

2613201 Music In Africa Foundation Gauteng 100 000

2629001 Light Of Nation Youth Projects Gauteng 150 000

2694401 Visual Arts Network Of South Africa Gauteng 100 000

2580101 Wushwini Pan African Arts Centre KwaZulu-Natal 200 000

2676601 Ithunga Development Npo KwaZulu-Natal 100 000

2704801 Hillcrest Aids Centre/ Woza Moya KwaZulu-Natal 150 000

2933301 Mary Gray Theatre Projects KwaZulu-Natal 150 000

2946001 Nongo Business Enterprise Limpopo 150 000

2629401 Women Leadership Social Empowerment Limpopo 150 000

2800601 Zendatrix Npc Limpopo 150 000

2968001 Lesedi Publishers Limpopo 100 000

2554601 Art Aid (Pty) Ltd Mpumalanga 200 000

2735701 Business Divine Solutions And Projects North West 250 000

2745401 Moribo Arts Projects North West 250 000

2892801 Bokone Bophirima Craft And Design Institute North West 200 000

2420701 Friends Of The Northern Cape Theatre Northern Cape 100 000

2691001 Masasa Communications Northern Cape 150 000

2960801 Ikwezi Production Northern Cape 120 000

2376101 Topnotch Entertainment Western Cape 100 000

2377301 The Mothertongue Project Western Cape 100 000

2504201 Institute for Music & Indigenous Arts Development (NPO) Western Cape 100 000

2549701 Sparrow Society (NPC) Western Cape 100 000

2562101 Salesian Institute Youth Projects Western Cape 100 000

2634001 Handevat Music Project Western Cape 100 000

2872001 The South African National Dance Trust Western Cape 100 000

2885001 Cape Town Opera Western Cape 150 000

4 820 000

CAPACITY BUILDING APPROVED BENEFICIARIES OF 2020-21 ORGANISATIONS

PART F: ANNEXURES



3317601 Nelson Mandela Metro Eastern Cape 100 000,00

3356101 University of the Free State Free State 100 000,00

3040701 Ekurhuleni School of Music Gauteng 75 000,00

3235501 Imbali Visual Literacy Project Gauteng 100 000,00

3238401 Sibikwa Community Project NPC (t/a Sibikwa Arts Centre) Gauteng 100 000,00

3300401 Emendy (PTY) LTD Gauteng 90 000,00

3332001 Moving into Dance Gauteng 100 000,00

3377001 Artist Proof Studio Gauteng 100 000,00

3379901 University of Pretoria Gauteng 80 000,00

3386301 Oakfields College Gauteng 100 000,00

3038901 The Forgotten Angle Theatre Collaborative Mpumalanga 100 000,00

3362501 NWU School of Music North West 100 000,00

3046901 University of Cape Town Western Cape 100 000,00

3047801 Ruth Prowse School of Art NPC Western Cape 70 000,00

3270601 Magnet Theatre Western Cape 100 000,00

3285001 Cape Town College of Fashion Design Western Cape 100 000,00

3320501 Stellenbosch Academy of Design and Photography Western Cape 80 000,00

3332601 Jazzart Dance Theatre Western Cape 100 000,00

3360301 University of Cape Town Western Cape 80 000,00

3363001 AFDA Western Cape 100 000,00

1 875 000,00

CAPACITY BUILDING APPROVED BENEFICIARIES OF 2020-21 ORGANISATIONS




3039901 Phumlani Mtiti Eastern Cape 60 887,00

3314801 Zimkhitha Mliswa Eastern Cape 79 805,00

3344401 Nadia Van Der Walt Eastern Cape 27 000,00

3349001 Nozuko S TETO Eastern Cape 40 910,00

3355701 Nobuntu Mhlambi Eastern Cape 18 120,00

3372101 Cebisa Zono Eastern Cape 25 097,00

3390201 Oliver Bonga Eastern Cape 48 000,00

3392601 Sifiso Ngwane Eastern Cape 36 168,00

3316101 Kara Schoeman Free State 20 040,00

3328301 Setsoane Ntseki Free State 53 960,00

3367601 Hanro Cloete Free State 34 835,00

3371901 Simone-Claire Louw Free State 43 985,00

3373901 Kamogelo Walaza Free State 95 000,00

3377601 Danyke De Beer Free State 42 315,00

3380101 Jane Schnetler Free State 16 200,00

3400401 Jessica Sithole Free State 43 000,00

3038401 Tumelo Kope-Baloyi Gauteng 18 600,00

3056001 Danieyella Rodin Gauteng 46 560,00

3144001 Noluthando Sibisi Gauteng 53 440,00

3144301 Edinah Ndlovu Gauteng 37 030,00

3157801 Lebogang Mokgatle Gauteng 65 051,00

3181901 Bronwyn King Gauteng 17 450,00

3206001 Nash Lucky Magobane Gauteng 34 500,00

3209701 Kharys Laue Gauteng 43 500,00

3270901 Buhle Martha Radebe Gauteng 60 000,00

3274101 Tebogo Radebe Gauteng 40 000,00

3278001 Odette Graskie Gauteng 39 280,00

3286901 Nobantu Shabangu Gauteng 90 000,00

3291501 Keitumetse Mbatha Gauteng 45 862,00

3302801 Georgia Herron Lekorotsoana Gauteng 32 230,00

3334501 Thato Mahlangu Gauteng 63 656,00

3340801 Michela Nordmann Gauteng 78 303,00

3355801 Lindiwe Maxolo Gauteng 63 480,00

3362701 Thandi Dube Gauteng 61 000,00

3368801 Alexander Appolis Gauteng 42 906,00

CAPACITY BUILDING APPROVED BENEFICIARIES OF 2020-21 INDIVIDUAL BURSARIES

PART F: ANNEXURES


3375401 Karabo Lucy Mogane Gauteng 26 905,00

3379001 Marc du Plessis Gauteng 49 301,00

3379301 Saajidah Madhi Gauteng 50 000,00

3379801 Lehlohonolo Peega Gauteng 51 959,00

3391701 Moratoa Mokoena Gauteng 48 710,00

3399201 Lucky Mokoena Gauteng 43 500,00

3039701 Fanelesibonge Mkhwanazi KwaZulu-Natal 70 960,00

3044801 Sinenhlanhla Memela KwaZulu-Natal 34 917,00

3062001 Mhlonishwa Chiliza KwaZulu-Natal 32 665,00

3200501 Julia Arbuckle KwaZulu-Natal 26 100,00

3284301 Roshanda Lewis KwaZulu-Natal 95 135,00

3331301 Simon Ntuli KwaZulu-Natal 37 304,00

3351201 Anele Ngcobo KwaZulu-Natal 58 700,00

3351301 Misha Melck KwaZulu-Natal 26 905,00

3359401 Ndumiso Mazibuko KwaZulu-Natal 66 025,00

3393901 Nomandla Mayeza KwaZulu-Natal 58 700,00

3045501 Dennis Makonyololo Limpopo 35 000,00

3126601 Ndivhuho Luvhengo Limpopo 36 060,00

3196401 Mamelodi Marakalala Limpopo 22 195,00

3279501 Basani Gaaba Limpopo 36 720,00

3343301 Livhuwani Mutele Limpopo 77 924,00

3401201 Lesiba Molomo Limpopo 30 000,00

3035401 Bongani Nicholas Ngomane Mpumalanga 75 671,00

3048201 Sakhiseni Yende Mpumalanga 64 419,00

3395701 Mmaphuthego Maluleka Mpumalanga 52 910,00

3166001 Malebogo Molokoane North West 52 700,00

3354201 Boitumelo Charlotte Choene North West 60 160,00

3369501 Sèrvane Lewane North West 43 885,00

3314301 Nathan Lewis Western Cape 42 849,00

3344101 Gaireyah Fredericks Western Cape 54 000,00

3355201 Emme Pretorius Western Cape 65 516,00

3364501 Shamil Balram Western Cape 37 280,00

3376101 Dion Eaby Western Cape 49 580,00

3378601 Thandiwe Msebenzi Western Cape 37 300,00

3 270 125,00




2009401 Arts & Print Media Development Centre Eastern Cape 300 000,00

2010801 Buzwe Bethu Trading and Construction Projects Eastern Cape 400 000,00

1997601 Duncan Village Youth Developmental Initiative Eastern Cape 300 000,00

2053701 East London Guild Theatre NPC Eastern Cape 400 000,00

2066401 International Library of African Music (ILAM), Rhodes University Eastern Cape 400 000,00

2043501 Intlantsi Creative Development Project Eastern Cape 300 000,00

2030501 Keiskamma Trust Eastern Cape 400 000,00

2036601 Masifunde Learner Development Eastern Cape 300 000,00

2033801 Big R Group Free State 300 000,00

2026601 Bold Moves 198 Pty Ltd Free State 500 000,00

2052901 Free State Wombman in Theatre Free State 300 000,00

2072801 INFINI3 Free State 300 000,00

2027501 Legacy Kiddies Village NPC Free State 300 000,00

2058701 Mangaung Drama & Dance Group (MDG) Free State 200 000,00

2095101 Reclaiming Children and Youth Agency For Development Free State 300 000,00

2230001 Rhythmic Indigenous Dancers Organisation Free State 300 000,00

2229401 Afrosue Education Arts Ensemble Gauteng 300 000,00

2088301 Becomo Art Centre Gauteng 300 000,00

2087201 Impophoma Youth Production Gauteng 300 000,00

2068901 Jazzy Masala Creative Gauteng 300 000,00

2070701 Keep The Dream 343 Gauteng 300 000,00

2001501 Khwela Theatre Production Gauteng 300 000,00

2050901 Lucky Dance Theatre Gauteng 300 000,00

1995701 Maison De La Dance Project Gauteng 300 000,00

1990101 Makhaya Bushmen Ceramics Gauteng 300 000,00

2063401 Music Academy of Gauteng Gauteng 400 000,00

2079401 Omama Besxaxa Foundation Gauteng 300 000,00

2001701 Themba Phoenix Artist Management Gauteng 300 000,00

2062301 Awesome SA Raise Your Voice Foundation KwaZulu-Natal 300 000,00

2102501 Eyethu Theatre Production KwaZulu-Natal 300 000,00

2133501 Lihlikhono Community Organisation KwaZulu-Natal 150 000,00

2062701 Newcastle Arts Development Organisation KwaZulu-Natal 400 000,00

2056701 The Wentworth Arts and Culture Organisation KwaZulu-Natal 300 000,00

2061801 ZuluGal Retro KwaZulu-Natal 300 000,00

ARTS ORGANISATION SUPPORT FUNDING

PART F: ANNEXURES


2063101 Isiko Foundation NPC Limpopo 500 000,00

2015101 Limpopo Arts and Culture Youth Forum Limpopo 300 000,00

2094601 Limpopo Faces Limpopo 300 000,00

2228401 Maruleng Youth Development Centre Limpopo 300 000,00

1998201 Mavuyisi Creative Projects Limpopo 300 000,00

2054801 Phalafala Ya Bongwadi Limpopo 300 000,00

2054401 Raemat Kreations Limpopo 300 000,00

2088201 Unity and Cultural Diversity Council Limpopo 300 000,00

2045001 King Steve Productions Mpumalanga 300 000,00

2009701 Maqhawe Theatre Group Mpumalanga 300 000,00

2009501 Nebulae Productions CC Mpumalanga 300 000,00

2230701 Youth in Action Arts Centre Mpumalanga 300 000,00

2093801 Zimiseleni Projects Mpumalanga 500 000,00

2133001 Community Art Service North West 300 000,00

2230601 Ipopeng Basadi co-operative Limited North West 150 000,00

2042601 Lentswe Arts Projects North West 300 000,00

2041701 Lesedi African Theatre Production North West 300 000,00

1999801 Mahikeng Writing and Research Academy North West 300 000,00

2039301 Molete Nare Music Arts and Culture NPC North West 300 000,00

2091501 Rush Contemporary Theatre Company North West 300 000,00

2019301 The Foundation M (NPC) North West 150 000,00

2081901 Arts Scene Foundation Northern Cape 250 000,00

2231001 Bogaetsu Trading PTY Ltd) Northern Cape 250 000,00

2007801 Garage Dance Ensemble Northern Cape 400 000,00

2046901 Masihlangane Productions PTY (Ltd) Northern Cape 300 000,00

2015501 Modern Art Projects South Africa Northern Cape 250 000,00

1999701 Southern African San Development Organisation (SASDO) Northern Cape 250 000,00

2021001 Wall of Arts Trading Pty (Ltd) Northern Cape 300 000,00

1997801 ZTK Music Entertainment NPC Northern Cape 300 000,00

2088401 Africa South Art Initiative Western Cape 500 000,00

2062901 Heal the hood Project Western Cape 300 000,00

2018701 Marimba Education Foundation Western Cape 500 000,00

2066501 Musiquelaine SA Western Cape 300 000,00

2048901 SLED - Sign Language Education and Development Western Cape 500 000,00

TOTAL 21 550 000,00




2933001 Sjaka S. Septembir Eastern Cape 100 000

2949101 Alexander Hitzeroth Eastern Cape 100 000

2961101 Itumeleng Qhali Eastern Cape 200 000

2965601 Asanda Rilityana Eastern Cape 150 000

2986501 Shane Cooper Eastern Cape 100 000

3009801 Zintle Ntshoko Eastern Cape 100 000

2517901 Ketlareng Maureen Setlhare Free State 100 000

2582001 Carly Whitaker Gauteng 100 000

2683001 Harm Roche van Tiddens Gauteng 100 000

2753501 Thabiso Heccius Pule Gauteng 100 000

2425201 Nombali Mdletshe KwaZulu-Natal 100 000

2518201 Jabulile Mildred Mbizane KwaZulu-Natal 100 995

2546201 Nombulelo Precious Makhathini KwaZulu-Natal 101 000

2566101 Jean Meeran KwaZulu-Natal 100 000

2807301 Bongukufa Ntuli KwaZulu-Natal 100 000

2986601 Billy Monama Limpopo 100 000

2559801 Liese Kuhn North West 100 000

2844701 Marcus Mabusela North West 150 000

2531301 Emmie Smit Northern Cape 100 000

2928601 Thabo Wayne Mogotsi Northern Cape 147 000

2929801 Dineo Kgotlaetsile Northern Cape 124 300

2976001 Ompemetse Raadt Northern Cape 200 000

2895501 Gavin Krastin Western Cape 200 000

2918901 Rinnet Sekgobela Limpopo 100 000

2988001 Luke De Kock Western Cape 100000

2 873 295

INNOVATION DESIGN AND CREATION INDIVIDUALS

PART F: ANNEXURES



2777801 Mondlo Foundation Arts Free State 150 000,00

2797801 Organisation Free State 150 000,00

2559101 Mandelwa arts and culture Gauteng 100 000,00

2792401 Awesome Africa Concert Ventures Gauteng 150 000,00

2930801 Organisation : POPArt Studios Gauteng 100 000,00

2956501 Alexandra Youth in Action Ensemble Gauteng 150 000,00

2659601 Ubuciko Bemvelo Art and Craft Co-Operative Limited

KwaZulu Natal 100 000,00

2782801 Intungwa Development Project KwaZulu-Natal 100 000,00

2807301 Bongukufa Ntuli KwaZulu-Natal 100 000,00

3018201 Nela Kahle 117cc KwaZulu-Natal 120 000,00

2449501 Dikutwana Development Centre Limpopo 100 000,00

2786801 World Toungues Publishers Limpopo 200 000,00

2790501 Development of Limpopo Literature Organization (DOLLO) Limpopo 200 000,00

2957301 Language Safeguard International (NPC) Limpopo 185 000,00

2692301 Thomarts Gallery Mpumalanga 200 000,00

2559801 Liese Kuhn North West 100 000,00

2844701 Marcus Mabusela North West 150 000,00

2935101 Peoentle Produtions PTY North West 200 000,00

2508901 Why sala organisation Northern Cape 200 000,00

2961601 Unboxed Projects (Pty) Ltd t/a: The Workshop ko Kasi Northern Cape 150 100,00

2538301 Madevu Entertainment Western Cape 100 000,00

2718501 Organisation - Biblionef South Africa Western Cape 100 000,00

2801501 Jungle Theatre Company Western Cape 100 000,00

2827001 Lunchbox Theatre Western Cape 100 000,00

3 305 100,00

INNOVATION DESIGN AND CREATION – ORGANISATIONS




2966401 Charmaine Mrwebi Free State 110 400,00

2993901 Kate Thumberan - On behalf of all the Artists and Creatives within the Project Gauteng 100 000,00

3019401 Mokete Johannes Mosia Gauteng 100 000,00

2851501 JIll Trappler KwaZulu-Natal 200 000,00

2824801 Tiego Phillimon Tjale Limpopo 100 000,00

2882001 Mabonchi Motimele Limpopo 105 000,00

2962201 Miyelani Maluleke Limpopo 100 000,00

2398701 Sthembiso Mathebula Mpumalanga 142 000,00

2457001 Keketso Mashigo Mpumalanga 109 000,00

2998201 Onica Say Northern Cape 150 000,00

2930601 Zukanye Sihlobo KwaZulu-Natal 205 000,00

1 421 400


2739301 Komani Independent Artists Eastern Cape 221 000,00

2847501 Seulaula SA Publishing and Production Eastern Cape 250 000,00

2859901 Team Community Development Center Eastern Cape 250 000,00

2881801 Organization Free State 332 084,00

2615601 Luthando Arts Academy Gauteng 100 000,00

2714401 Mazibuye Emasisweni Recreation and Arts Projects Gauteng 100 000,00

2756901 Lentswe Performing Arts Gauteng 100 000,00

2822901 Lathitha Centre for Development Gauteng 100 000,00

2867101 Mmakgare Project development Gauteng 100 000,00

2995801 Irini Concepts Gauteng 100 000,00

2571701 Ubuciko bamaciko development KwaZulu-Natal 300 000,00

2734101 Jive Media Africa KwaZulu-Natal 223 009,00

2538901 Vhakololo Press Limpopo 124 400,00

2982401 Nyavhumbwa wa Dagaila Cultural Village Limpopo 150 000,00

2851101 Masbonisanenisonke Trading and Projects 27 Mpumalanga 404 555,00

2597201 The Village Knockout Foundation North West 356 200,00

2782401 Annah Malatsi North West 172 739,00

2904101 Organisation: Kimberley Academy of Music Northern Cape 250 000,00

SOCIAL COHESION AND NATION BUILDING – INDIVIDUALS

SOCIAL COHESION AND NATION BUILDING – ORGANISATIONS

PART F: ANNEXURES


3016301 Radio Riverside Northern Cape 100 000,00

2377601 Dryad Press (Pty) Ltd Western Cape 150 000,00

2866101 Unmute Dance Theatre Western Cape 300 000,00

2982201 Zip Zap Circus School trust Western Cape 150 000,00

4 333 987,00


2385201 Phumlani Mtiti Eastern Cape 300 000,00

2577001 Xolani Ngesi Eastern Cape 169 680,00

2948001 Andile M-Afrika Eastern Cape 300 000,00

2666001 Beatrice Ludidi Free State 143 830,00

2711401 Zane Muller Free State 149 000,00

2908001 Fortunate Mokgehle Limpopo 300 000,00

2966601 Reshoketswe Daphney Limpopo 101 600,00

2865501 Karabo Finger Mpumalanga 118 650,00

2886901 Abednico Moshosho North West 250 000,00

2891701 Bridgette Northern Cape 331 100,00

2517701 Sarah Summers Western Cape 200 000,00

3032501 Denver Breda Western Cape 100 000,00

2 463 860,00

STRATEGIC INITIATIVES – INDIVIDUALS




2713601 Sun Peo Free State 301 000,00

2945601 Organisation Gauteng 400 000,00

2983301 The Trinity Session Gauteng 250 000,00

2802001 ARROWSA (Reg 088-058 NPO) KwaZulu-Natal 250 000,00

2863801 Khuze Music Cc KwaZulu-Natal 250 000,00

2876901 Open Plan Studio KwaZulu-Natal 200 000,00

2580301 Never Give Up Productions and Book Dealers Limpopo 120 000,00

2907501 Limpopo Young Leadership Development Foundation Limpopo 200 000,00

2372301 The Forgotten Angle Theatre Collaborative (FATC) / NPC Mpumalanga 418 900,00

2609401 Izigi Performing Arts Mpumalanga 250 000,00

2939701 Kopano Ke Matla Youth Group North West 144 864,00

3002801 Aganang Gospel Music Asociation North West 300 000,00

2761401 Association for Visual Arts Western Cape 200 000,00

3 284 764,00


COV-19/ 0421 ACT Eastern Cape 500 000,00

COV-19/ 0621 Arrows SA Gauteng 200 000,00

COV-19/ 0921 BIBLIONEF Gauteng 300 000,00

COV-19/ 0821 Buiskaid Trust Gauteng 300 000,00

COV-19/1721 Duncan Village Gauteng 200 000,00

COV-19/ 0521 FACT Gauteng 200 000,00

COV-19/ 0221 NAF Gauteng 1 000 000,00

COV-19/ 1221 New Musice SA Gauteng 300 000,00

COV-19/ 1521 SAACYF Gauteng 100 000,00

COV-19/1621 Solidarity Concert Gauteng 200 000,00

COV-19/ 1321 The Art Lab KwaZulu-Natal 100 000,00

COV-19/ 1021 Thom Arts Gallery KwaZulu-Natal 200 000,00

COV-19/ 0321 Trinity ISEA KwaZulu-Natal 350 000,00

COV-19/ 1421 Tshimologong Mpumalanga 500 000,00

COV-19/ 0721 VANSA Western Cape 400 000,00

COV-19/ 1121 WUSHINI Western Cape 50 000,00

4 900 000,00

STRATEGIC INITIATIVES – ORGANISATIONS

STRATEGIC PARTNERSHIPS

PART F: ANNEXURES


ANNEXURE B:PRESIDENTIAL EMPLOYMENT STIMULUS PROGRAMME (PESP) BENEFICIARIES



ProjectNumber Project Name Organisation Name Amount Approved

3742501 Aaron Gert Aaron Gert 10 895,00

3687801 Impact of Art Ali Manzana 10 895,00

3718701 Arthur-Junior Mafokate Arthur-Junior Mafokate 10 895,00

3566401 Bianca Van Wyk Bianca Van Wyk 10 895,00

3756101 Khthiwe Mndawe Bikirah mndawe 32 685,00

3402601 You Know What Bogosi Bolokwe 10 895,00

3501701 Individual (freelance sound engineer/av tech) Brian Zwelixolile Bakaco 10 895,00

3715201 Celest Florence Celest Florence 10 895,00

3600201 Christinah Christinah Twala 10 895,00

3745801 Stage Builder Clement Gumede 10 895,00

3655301 We CaveMen Collen Makua 10 895,00

3671701 Creshwell October Music/performing arts program Creshwell J October 10 895,00

3741201 Kgotso Ya Rona David Mahlaba 10 895,00

3463501 Mr Dannis Makonyololo Dennis Makonyololo 10 895,00

3704901 Unlimited project Dimakatso Elisa Mocumi 20 500,00

3677601 Live stream concert Dineo Ramailane 87 160,00

3673801 Thabo Seale Dudu Seale 10 895,00

3695001 Dylan Scharneck Dylan Scharneck 10 895,00

3750001 Elijah Mlalazi Elijah Mlalazi 10 895,00

3716901 Elizca Coetzer Elizca Whiteside 10 895,00

3734901 Wage Subsidy Fortunate Busisiwe Radebe 10 895,00

3558801 Fred Abrahamse Fred Abrahamse 10 895,00

3703701 Gary Sam Relief Funds Gary Sam 10 895,00

3662301 Gcotyelwa Mashiqa Gcotyelwa Mashiqa 10 895,00

3661701 G-troy Music Education for Kids Gerald Boy Louw 43 580,00

3647201 Ignatia Nkhensani Kubayi Ignatius nkhensani Kubayi 10 895,00

3649301 Ilecia Adams ilecia adams 10 895,00

3751701 Guardians Of Ubuntu Imaan Latif 10 895,00

3493001 Ceramic and mosaic art studio Irvin M Nkwanyana 10 895,00

3755201 Loss iLahleko Itumeleng Qhali 130 740,00

3745701 Ivory Sikepe Ivory Sikepe 10 895,00

3592101 James Bassingthwaighte James Bassingthwaighte 10 895,00

3642801 Arts Fest Jason Joyi 54 475,00

3748001 Jeffrey Mchunu Jeffrey Mchunu 10 895,00

3607701 Moribo WA setswana music composition Jeremiah Semaushu 283 270,00

PRESIDENTIAL EMPLOYMENT STIMULUS PROGRAMME STREAM 1 - INDIVIDUALS

PART F: ANNEXURES



3757701 Jerry Bongani Zwane Jerry Bongani Zwane 21 790,00

3736001 Joseph Ndlovu Joseph Ndlovu 10 895,00

3581701 Locrianz music academy Kataki Thoka 10 895,00

3722601 Bang The Drums Katlego Dusky Mabasa 10 895,00

3693401 Bashauhuru Keith Manana 10 895,00

3719301 Published Book: Money-Bucket Holes Explained Kelebogile Mooketsi 10 895,00

3709601 Kerianne de Nobrega Kerianne De Nobrega 10 895,00

3715901 Kerwin Albertus Music Kerwin Albertus 10 895,00

3707401 Khanyisile Maphumulo Khanyisile Maphumulo 10 895,00

3614001 The Masks Khauhelo Maikhi 10 895,00

3665301 Temples of Kwakwatsi Kidibone Yvonne Motlhasedi 10 895,00

3696901 King Kulture Branding Studio PTY (LTD) Lee-Anne King 10 895,00

3713001 Love Triangle Lefu Lekoala 18 500,00

3652601 Dig Pot Leonard Mckay 21 790,00

3723801 Youth In Motion Dance Studio lesedi Masombuka 21 790,00

3656001 Lianne Cox-Music Lianne Cox-Music 10 895,00

3610001 Mj Event Gear Lihle Mvumvu 10 895,00

3632401 Livhuwani Bervely Mawela Livhuwani Bervely Mawela 10 895,00

3527101 Lungi Mtetwa Lungi Mtetwa 10 895,00

3538301 Lulama Luvani Mabale 10 895,00

3428401 The Travelling Piano Lady Lynette Kruger 10 895,00

3519301 Heritage Photoshoots and Videos Manase Bopape 10 895,00

3722401 Mankala Mashao Mankala Mashao 10 895,00

3647101 The Secret Love Life Of Ophelia by Steven Berkoff Marcel Meyer 10 895,00

3743301 Street Kred Martin Itumeleng Mooketsi 10 895,00

3650001 Masindi Netshakhuma Masindi Netshakhuma 54 475,00

3705401 Limpopo gospel conference Matete Mphela 10 895,00

3638901 Keyboard classes Mbongeni Buthelezi 10 895,00

3701001 Mduduzi Ngwenya Mduduzi Ngwenya 10 895,00

3409001 Mduduzi Zondo Mduduzi Zondo 10 895,00

3541201 Mliicent Nthabeleng Music Millicent Thamae 10 895,00

3668301 Crump in the Dustbin Mishack Melane 10 895,00

3604701 Income Retainment Mkululi Albert Jacobs 10 895,00

3402401 Mlamli Mangcala Mlamli Mangcala 10 895,00

3708701 Sisonke Trading and Design Mmatjhabedi Paulina Mabina 43 580,00





3751401 Mnqobi Victor Majola Mnqobi Victor Majola 10 895,00

3460001 Isaac Mohale Mochaka I Mohale 10 895,00

3664001 Moeketsi P Pharoe Moeketsi P Pharoe 10 895,00

3619301 Mohamed Saldulker Mohamed Saldulker 43 580,00

3425801 Maximus Graphics Mongezi Mantjane 21 790,00

3685201 Music and Lights project Monica Bila 10 895,00

3754901 Musiq Box Band Mosiuwa Arthur Mosina 21 790,00

3719901 Region C Youth Arts Festival Mpho George Eaye 10 895,00

3619701 Sound entertainment Mthobisi Xaba 10 895,00

3657601 Musawenkosi Khoza Musawenkosi Khoza 10 895,00

3601601 Mxolisi Mntambo Mxolisi Mntambo 10 895,00

3509001 Ndilind' Endihamba Naye!!! Mzwamadoda M Vava 10 895,00

3715101 Nandipja Khemese Nandipja Khemese 58 000,00

3473901 Tshivenda Language Practitioner Ndanduleni J Manthakha 10 895,00

3657501 Nhlakanipho Mkhwanazi Nhlakanipho Mkhwanazi 10 895,00

3439501 Notes 'n Strokes - The Art of Making Music Nico Phooko 10 895,00

3744501 Shaval Music Festival Nicolas Goba 16 600,00

3739301 Radikaputu Nkekole Mary Lekoala 10 895,00

3730101 Sizanani Nokukhanya Mabona 10 895,00

3709001 Palo ya buka Nomsa A De Wee 64 500,00

3642301 Book Publication Nonqubela Evelyn Rasmeni 10 895,00

3412101 Nontokozo Sithembile Mfuphi Nontokozo Mfuphi 10 895,00

3559901 Nontsokolo Mhlotshana nontsokolo mhlotshana 10 895,00

3597301 Traditional hand bags and Hat Sewing & Beading Nosipo Mkumatela 130 740,00

3714901 iSibani Project Nozipho Kubeka 10 895,00

3746101 Bootworx Nthato Korolosi 10 895,00

3597701 Wage Subsidy Ntokozo Ngcobo 10 895,00

3533201 Africa events collab Ntuthuko Mhlanga 10 895,00

3598701 Odidi Mfenyana (ODIDIVA) Odidi Mfenyana 10 895,00

3667201 NewWave Podcast Onkgopotse Ricco Mabuela 10 895,00

3641601 Music in me Palesa Primrose Senooe 98 055,00

3538001 Wathintabafazi wathintimbokotho Phumla Matolo 10 895,00

3503301 Entertainment Phumlani Magudu 10 895,00

3403201 The Journey of Growing pains Portia N Ncwane 10 895,00


PART F: ANNEXURES



3692501 Tons of Fun Princess Gqeza 10 895,00

3752101 Mashamba Arts: Black Musculinity Proless Mashamba 10 895,00

3742601 Prudence Veronica Maphanga Prudence Veronica Maphanga 10 895,00

3667101 Craft Qhubeka Julius Makhanya 10 895,00

3424201 The Western Cape Virtual Arts Festival Ralton Ashley Nolan 10 895,00

3438601 Richard Levin Richard Levin 10 895,00

3751801 Risden van Niekerk Risden van Niekerk 10 895,00

3735001 Design and Printmaking Samuel Mosebe 16 600,00

3572601 Sandiso Muhlanga Sandiso Muhlanga 10 895,00

3751101 COVID-19 Art Selwin Pekeur 10 895,00

3518801 Senzo C Senzo Clive Mavayeya 10 895,00

3482101 Virtual Exhibition Sibusiso Magilindane 10 895,00

3407701 Zombiegraphy Exhibition Sibusiso Mckintosh Tshabalala 10 895,00

3533901 Sikanyiselwe Nyoka Sikanyiselwe Sharon Nyoka 10 895,00

3739301 Sikhumbuzo Mazeka Sikhumbuzo Mazeka 10 895,00

3716401 Simo Sydney Khumalo Simo Sydney Khumalo 10 895,00

3527201 Photography Short Course Simphiwe Radebe 10 895,00

3689901 Arts in School Sipho Ganafana 10 895,00

3614601 UNISA Music Foundation Sipho Sibiya 10 895,00

3697101 Siphokazi Siphokazi Mohapi 10 895,00

3712101 Independent Creative Content Producer Siphokazi Zaka 10 895,00

3727301 Siyabonga Lerumo Siyabonga Lerumo 10 895,00

3630201 Grace grace Sizwe Mtombeni 10 895,00

3455601 Takalani Peter Mulaudzi Takalani Peter Mulaudzi 10 895,00

3410901 Takalani Peter Mulaudzi Takalani Peter Mulaudzi 10 895,00

3629001 Tana Calvin Mofokeng Tana Calvin Mofokeng 10 895,00

3520601 Thabang Mafane Moremi Thabang Moremi 10 895,00

3533001 Digital Embroidery Thabiso Michael Machete 43 580,00

3702501 Thembeka Mthembu Thembeka Mthembu 21 790,00

3616701 Event Management Skills Development Initiative Tlaleng Mofokeng 54 475,00

3496201 Tshegofatso Teffo Tshegofatso Teffo 32 685,00

3736801 Tshepo Mohlabane Tshepo Mohlabane 10 895,00





3444801 Assistance Stage Manager Freelancer Tshika Errol Matsha 10 895,00

3540401 Crack Empire World Priensly Sekabe 29 000,00

3612701 Performing Arts Development Unati Tutani 10 895,00

3701201 Ursula Dale Ursula Dale 21 790,00

3690601 Mosaic economy Usha Seejarim 32 685,00

3615701 Mkizwana Ensemble Viwe Mkizwana 87 160,00

3629201 Vusi Vusi Emanuel Silinda 16 600,00

3742301 Sitshala Ithalente Vusumuzi Michael Mbata 32 685,00

3641801 Vusumuzi Siphiwesihle Vusumuzi Mnomiya 10 895,00

3535201 Cactutecture Vusumzi Mahlatshana 10 895,00

3667401 Tha Future Is Kasi Vuyani Prusent 10 895,00

3676801 Vuyisile Mqoqi Vuyisile Mqoqi 10 895,00

3632601 Jozi Colour Festival William Letjeku 21 790,00

3708501 Digital Social Innovation Xolile Machakela 10 895,00

3701701 Drummies Zandile Maseko 10 895,00

Total 2 985 840,00


PART F: ANNEXURES



3402001Baxter Theatre Centre Employment Retention Project

Baxter Theatre Centre 1 318 295,00

3402101 The Forgotten Angle Theatre Collaborative ForgottenAngle 76 265,00

3403101 Our Culture Our Nation in Performing Arts Rainbow Arts Organisation 76 265,00

3409501 Thonifho Investment(Pty) Ltd Thonifho Investment(Pty) Ltd 10 895,00

3409801 MusicWorks MusicWorks 54 475,00

3410301 Siyakhulisa Arts Festival REFENGKGOTSO HD RADIO 32 685,00

3410401 SeulaulaSA - Books Publishing (PESP)

Seulaula SA Publishing and Production 174 320,00

3414401 JCFI Wage Subsidy Jazz Camp For Female Instrumentalists (JCFI MAMELODI) 108 950,00

3414501 Wind Keys Mangaung Music Institute 87 160,00

3415901 Keep Moving into Dance Moving Moving into Dance 141 635,00

3417001 AfrikaBurn Stream 1 Subsidy Afrika Burns Creative Projects NPC 217 900,00

3418201 The Craft and Design Institute The Craft and Design Institute 207 005,00

3420901 IMAD Youth Community Music SchholsInstitute

Institute for Music and Indigenous Arts Development 66 750,00

3423201 Black Publishing Practices Natal Collective 32 685,00

3423801 Mosadi Poo Peoentle Productions PTY 130 740,00

3424501 Botshabelo Street Culture Art Festival Raw Foundation NPC 65 370,00

3426201 Areyeng Gae Development Program Areyeng Gae 141 635,00

3430101 Kickstarter Educational Empowerment ASSITEJ South Africa 294 165,00

3430201 Melodika The Journey Marimba Melodika 54 475,00

3430301 Phototool Phototool 16 000,00

3431501 Sibikwa Arts Centre Staff Retention Sibikwa Community Project NPC 228 795,00

3431601 DYA Performing Arts Education Diepsloot Youth in Action 43 580,00

3431901 Cape Town Jazz Orchestra Marysa Leukes 43 580,00

3432001 Buzz Buzz Drama 141 635,00

3433301 Mzansi Arts Development Ensemble salary subsidy

Mzansi Arts Development Ensemble 32 685,00

3436401 Thiba Tlala Lentswe Performing Arts 16 000,00

3436901 Music Literacy and Performance Ekurhuleni School of Music 65 370,00

PRESIDENTIAL EMPLOYMENT STIMULUS PROGRAMME STREAM 1 - ORGANISATIONS




3440301 Midvaal Arts Collective Expression Midvaal Arts Institution 87 160,00

3441401 Hermanus FynArts Hermanus FynArts 43 580,00

3448001 Meruka Organisation 54 475,00

3449101 T Musicman T Musican 119 845,00

3450101 Buzwe Bethu Rentention Buzwe Bethu Trading & Construction Projects c.c 54 475,00

3452101 House of Indiza Tea House of Indiza tea 54 475,00

3457001 Sagiya Musical Evolution Sagiya Musical Evolution 32 685,00

3457401 8 Colours of the Rainbow Soul Truth Music CC 217 900,00

3458501 Job Retention Wage Subsidy Fordsburg Artists Studios 21 790,00

3459201 Butterfly 2021.1.-3. The Butterfly Art Project 98 055,00

3460601 Afrika Tiya Steelpan marimba Youth Development 152 530,00

3462501 The Regular Post Show FlipnFlap (Pty) Ltd 10 895,00

3462901 B2P Arts Programme Born To Prosper Community 108 950,00

3463301 bonninsballet melanie huggins school of ballet 32 685,00

3465001 Stream 1 Application VR Theatrical 32 685,00

3465401 Spatial Fabrications: An uninhabitable World Preempt Group 43 580,00

3468701 Uhambo Sibonelo Dance Project 108 950,00

3469201 Charisma Music Foundation Charisma Music Foundation 261 480,00

3469801 SA Literature Helpmyworld (Pty) Ltd 21 790,00

3473801 Vuyani Job Retention Vuyani Dance Theatre 239 690,00

3474401 Art Aid (Pty) Ltd Art Aid (Pty) Ltd 21 790,00

3474401 Stream 1 Permanent Staff Job Retention Theatre on the Square CC 76 265,00

3474901 Eyethu Music Project Johannesburg Youth Orchestra NPC 185 215,00

3476101 Retain Employees at SAHO South African History Online 196 110,00

3478401 Limpopo Visual Arts Exhibiton Mbofholowo General Trading 108 950,00

3479801 Soweto Spiritual Singers Viltainment (Pty) Ltd T/A Vilakzi Entertainment Group 533 855,00

3481201 PE Opera House PE Opera House 207 005,00

3482501 Black Coal Payroll Funding Black Coal Clothing 65 370,00

3483001 Home if Creativity Ubuciko Bamaciko Development 555 645,00

3485601 Indoni Dance Arts and Leadership Academy

Indoni Dance Arts and Leadership Academy 65 370,00

3488001 Profolic Ent Profolic Ent 10 895,00

3488301 Buhle Buyeza Support Group BuhleBuyeza Support Group 119 845,00


PART F: ANNEXURES



3489001 Innibos National Arts Festival Laeveld Nasionale Kunstefees 76 265,00

3489601 Presidential Employment Stimulus Programme Ipopeng Cultural Group 32 685,00

3490001 Archival research, outreach and preservation South African History Archives Trust 32 685,00

3490401 FBF Wage subsidy Field Band Foundation 163 425,00

3493601 Leading in Art Smart Moves SA 76 265,00

3498701 Wage Subsidy Cool Music Sound & Lights 21 790,00

3499201 Lisika Unite Future Hands Lisika Unite Foundation 54 475,00

3499301 Job retention wage subsidy Impilo development projects 185 215,00

3500401 Wmen Unmased TODA Holdings 10 895,00

3501301 Lefika La Phodiso Lefika La Phodiso 108 950,00

3504901 AN Action The Titan Theater Production NPO 163 425,00

3505901 ArtEC Gallery EPSAC Community Art Centre 10 895,00

3520501 Zip Zap Circus School Zip Zap Circus School Trust 76 265,00

3526501 Bana Ba Sefapano Artists Development

Bana Ba Sefapano Artists Development 32 685,00

3527601 Open call! BAT Center Trust 151 780,17

3528801 Future Creatives Fhumulina Business Enterprises 10 895,00

3530001 Omphile Katleho Arts and Crafts Paul Mokhele 43 580,00

3532301 Vhukoni Virtual Artistic Project

Women Leadership Social Empowerments 65 370,00

3536201 Green crafts recycle Lungisani doingz craft 108 950,00

3536901 Music Academy of Gauteng Classes Music Academy of Gauteng 130 740,00

3542001 Aardklop 2020/2021 Aardklop National Arts Festival 108 950,00

3542401 Afrika Tshipembe Cultural Preserve Eagles and Butterflies Corporation 152 530,00

3542701 Sisonke Community Theatre imfundiso skill development 119 845,00

3544401 Retain Current Staff Witbank Arts Campus 130 740,00

3544501 My Home Town Rejuvenation Community Trust 174 320,00

3556201 Purple Pot Designs Purple Pot Designs 54 475,00

3556501 Literature publishing Richard Mbokodo Group of Companies 98 055,00

3557401 My Africa Range Lilly Loompa 21 790,00

3560801 Wild Sunshine Wild Sunshine Media 32 685,00

3562801 Giyani Music Development Project HI-Chat Technologies 108 950,00

3566501 SKKA Job retention project Smart Kingdom Kids Academy 32 685,00





3566901 Art in Schools Charismatic Rhythms Community Arts Hub 43 580,00

3568101 Artref art and Craft Artref 32 685,00

3569601 Free State Arts Festival Free State Arts Festival 98 055,00

3573001 Arts and Craft Nometha Trading Entreprise 119 845,00

3577001 Love and Hope Cultural Arts Programme To The Throne Foundation NPC 141 635,00

3579601 Ngorongoro Arts and Crafts Ngorongoro Arts and Crafts 10 895,00

3580801 UKUSA Wage Subsidy project UKUSA Arts Programme 130 740,00

3581201 Handevat Music Project - wage subsidy Handevat Music Project 38 942,00

3583001 Stream 1 Mahambehlala Communications CC 76 265,00

3584901 MAPSAâ€” Wage Subsidy Modern Art Projects South Africa NPC 76 265,00

3587301 WGSA Outreach Skills Lab Writers Guild of South Africa 217 900,00

3588101 National Eisteddfod Academy NPC National Eisteddfod Academy NPC 10 895,00

3588601 Vicaro Vicaro Trading (PTY) LTD 43 580,00

3590501 Singing for Sustainability Cape Town Opera 337 745,00

3592001 GOMACC - Wage Subsidy Project GOMACC 315 000,00

3593501 SALS Stuff Retention Initiative Proposal

SA Leading Singore Consulting and Services (Pty) Ltd 370 430,00

3594201 Klein Karoo National Arts Festival Kunste Onbeperk NPC 54 475,00

3594301 Table Mount Trading Enterprise Table Mount Trading Enterprise 54 475,00

3596401 Presidential Employment Stimulus Package Becomo Art Centre 10 895,00

3596901 Keiskamma Art Project (COVID-19 RESILIENCE)

Keiskamma Art Project, Keiskamma Trust 76 265,00

3597801 Luthando Thuthuka project Luthando Arts Academy 141 635,00

3602301 Wage Subsidy Mhayise Designs Cc 54 475,00

3612001 Organisation Protject M i C Entertainment 10 895,00

3616101 Ad Libitum Academy of Music Ad Libitum Academy of Music 87 160,00

3616301 Music Tuition SANGEET VIDYA Institute (S.A.) 21 790,00

3618801 Jazzart Dance Theatre Jazzart Dance Theatre 54 475,00

3623401 Skills Development Project Durban Music School 414 010,00

3624601 Cape Flats Performing Arts Development Project 021 NPO 115874 32 685,00


PART F: ANNEXURES



3624701 Thomarts Gallery Wage Subsidy Thomarts Gallery 21 790,00

3630701 Cape Town City Ballet Cape Town City Ballet NPC 348 640,00

3635101 Human Resource Retention Artist Proof Studio Artist Proof Studio 228 795,00

3636101 Robben Island Museum Robben Island Museum 2 000 000,00

3638301 Qaphelani Community Project Qaphelani Community Project 272 375,00

3647601 Alex Arts Academy Alex Arts Academy 32 685,00

3654901 Kotaz Writing Magazine Imbizo Arts 32 685,00

3657801 Access Music Project Arkwork for Art NPC 91 415,00

3660701 Arts Support Retention Wage Subsidy

Duncan Village Youth Developmental Initiative 54 475,00

3662101 Stageworx Stageworx School Of Performing Arts 98 055,00

3662501 Music Development Project Lwazi le Lwazi Arts and Culture NPO 54 475,00

3663301 FunDza First-timers FunDza Literacy Trust 65 370,00

3664201 Job Creation Initiative - Nail Tech Training Blaqpearl Foundation NPC 32 685,00

3665001 Seeds of Light 2021 funding CoreLight t/s Seeds of Light 32 685,00

3665701 Izithethe Development Project Izithethe Development Project 98 055,00

3666201 Mondlo Foundation Mondlo Foundation 294 165,00

3667001 Sukumani Helping People Sukumani Helping People 130 740,00

3668801 Sikanye Simunye move Big Eagle Youth Development 32 685,00

3673101 PESP Employee Retention Seboi Publishers 54 475,00

3673201 Staff Retention Icons Managements (PTY)LTD 10 895,00

3673401 Sekhukhune Arts Adventure Project Dikutwana Development Centre 32 685,00

3675901 POPArt Studios : Stream 1 application POPArt Studios PTY LTD 32 685,00

3676301 Kickstart Theatre Productions Kickstart Theatre Productions 21 790,00

3678101Photographer and Documentarian Rowen Smith

Cignalhill Pty Ltd, Films and Documentaries 10 895,00

3679001 Mazisi Kunene Foundation Wage Subsidy Application Mazisi Kunene Foundation 54 475,00

3686101 ThinkTheatre's Hamlet and Othello

ThinkTheatre (in association with Big Creek Trading 51 CC 108 950,00

3694301 Outdoor music festivals Camissa Trading Solutions 141 635,00

3695901 Flatfoot Dance Company Flatfoot Dance Company 76 265,00

3696301 Jobs from God Phansi Resource Centre 98 055,00

3696701 Artist Profiling Capital Arts Revolution Co-op Ltd 163 425,00





3697001 Literary District Bridge Books 98 055,00

3697401 Sisters With Soul Madlokovu Youth Development Foundation 130 740,00

3698301 Dance Movement The Wentworth Arts and Culture Organisation 108 950,00

3699401 Art school Thage Foundation 76 265,00

3700001 Entrepreneural development South African Book Development Council 21 790,00

3700501 Bridget van Oerle Consultants Bridget van Oerle Consultants 21 790,00

3700901 Moshito Music Conference Moshito Music Conference 43 580,00

3701101 Phronesis Training Academy Phronesis Training Academy 65 370,00

3702101 Phakama Dance Theatre KZN Dance Productions NPC 65 370,00

3702201 Inqubeko Project Inqubeko Project 54 475,00

3703601 Lesotho The Weeping Mother Land Lwazi Duma Entertainment 51 000,00

3704601 Music Education and Development

Kronendal Music Academy of Hout Bay 76 265,00

3705201 Magnet Theatre Bridge for the next generation

Magnet Training and Youth Upliftment Trust 65 370,00

3706801 Owning and Growing Your Music Zendatrix NPC 98 055,00

3710901 Music Workshops and Performances Merakeng Foundation 43 580,00

3711001 8th INK Arts Festival - Admin/Planning/PR

The Nelisa Mzimela Legacy Foundation 107-279-NPO 76 265,00

3711201 The Rainbow Academy Turnstyle177 T/A The Rainbow Academy 54 475,00

3714801 Ulozolo Acapella Talent Development Programme African Heart Beat 43 580,00

3715001 Beading, Diamond & Gemstone Skills Dev Proj. State Mineral Trader Group 54 475,00

3716501 Youth Adult Career Development Programme Garage Dance Ensemble 130 740,00

3717801 Kurgan Kenani Leather (Pty) Ltd Kurgan Kenani Leather Pty 186 500,00

3720001 District Six Memory Project District Six Museum 141 635,00

3724301 Kgakana' Batswana Branding SA

Afrosue Education Arts Ensemble (Pty) Ltd. 65 370,00

3725301 WCYO Music Program West Coast Youth Orchestra 65 370,00

3725501 Charviok Clothing Charviok Clothing 32 685,00

3728601 Go Explo Gospel Explode NPC 119 845,00

3728801 National choirs league Access benefit (insurance)

National choirs League primary corporative 108 950,00


PART F: ANNEXURES



3730201 The Jabulani Charitable Trust The Jabulani Charitable Trust 54 475,00

3731301 Izandla Zobomi UNIMA South Africa 43 580,00

3734001 Imara Jewellery Enza Management Services 32 685,00

3734701 Candle 2 Success Light of Nation Youth Projects 17 000,00

3735301 Tshwane Gospel Choir Tshwane Gospel Choir 249 000,00

3736101 BBCDI job retention funds Bokone Bophirima Craft and Design Institute 43 580,00

3736401 Custom Content Collective Custom Content Collective 54 475,00

3737601 Setswana cultural dance Lethabo entertainment group 21 790,00

3737701 Matlosana Food and Lifestyle Market

LE SANGE Bakery and Coffee Shop (PTY)LTD 51 500,00

3739001 Youth Arts & Culture Skills Development Project

South African Arts & Culture Youth Forum 512 065,00

3740101 Afrikan Heritage Ensemble BLOCKK (PTY) LTD 32 685,00

3742701 Lentswe La Setjhaba Newspaper Letlama Foundation 20 000,00

3742901 Presidential Employment Stimulus Programme Lillys school of arts 10 895,00

3746001 Staff Wage Subsidy Application Shekhinah Donnell (Sole Proprietor) 54 475,00

3746401 Tembisa Theatre Week 2021 Live (T) and Recorded (X) Theatre Production 87 160,00

3747501 Indigo Theatre Indigo Theatre CC 43 580,00

3747601 Imbali Visual Literacy Project Imbali Visual Literacy Project 54 475,00

3748601 Lesch Antics Productions Lesch Antics Productions 32 685,00

3748801 ThinkTheatre ThinkTheatre Ent (Pty) Ltd 21 790,00

3752701 Organization Tiro Training and Skill Centre 43 580,00

3753401 Lament Songs of Imbokodo One Step Productions cc 65 370,00

3753601 The Jazz Foundation of SA The Jazz Foundation of SA 32 685,00

3758301 Talingwane Solutions Talingwane Solutions 10 895,00

Total 21 912 232




ProjectNumber Individual Name Amount Approved

3552801 Beatrice Ludidi 87 160,00

3469701 Bianca Van Wyk 348 640,00

3455201 Bradley Adams 10 895,00

3550201 Brian zwelixolile Bakaco 54 475,00

3464101 Charles Ikaneng 435 800,00

3544301 charmaine mrwebi 54 475,00

3405401 Dennis Makonyololo 15 000,00

3498901 Dineo Kgotlaetsile 326 850,00

3492501 Hunter Plaatjies 152 530,00

3570401 J. Vusi Shashu 32 685,00

3513701 Johannah Mosenagabo Tlooke 32 685,00

3557701 John Paka 130 740,00

3510601 Keseabelo Mogoje 217 900,00

3539401 Lungile G 54 475,00

3545801 Luvuyo E 32 685,00

3544701 Luyanda Tetyana 326 850,00

3494801 Mabonchi Goodwill Motimele 54 475,00

3486601 Motho Bomela 10 895,00

3485401 Nceba S Dube 1 383 665,00

3501601 Nicolaas J Luwes 132 000,00

3432901 Nomavenda Mathiane 10 895,00

3574801 Nomsa A De Wee 94 500,00

3541301 Nonhlanhla Buthelezi 424 905,00

3484501 Segodi S Leshalabe 708 175,00

3423701 Sinethemba Nxumalo 23 500,00

3495601 Sinky Sewela 185 215,00

3552401 sipho soyingwa 334 000,00

3403801 Siyasanga Charles 29 700,00

3492301 Steve Manaka 25 000,00

3465101 Tamsanqa Ngxeketo 16 000,00

3484301 Tebatso Matabane 76 265,00

3567701 Thabang Shaun Kekana 817 125,00

3498101 Thamsanqa Mbongo 108 950,00

3450001 Theo Kemp 43 580,00

3434501 Tiego Tjale 108 950,00

3515701 Tsepiso Nzayo 98 055,00

3571601 Tshegofatso Phahlamohlaka 65 370,00


PART F: ANNEXURES



3463901 Tsholofelo Chupologo 109 000,00

3485101 Vaughan Bonini 21 790,00

3403501 Xolani Makwedini 304 000,00

3454101 Xolani Mali 87 160,00

3432501 Zakaria Lethoba 25 500,00

3422001 Boitumelo Gloria Khumalo 10 895,00

3463001 Phakamani Zikalala 108 950,00

3473601 Lelethu Ntwanambi 10 895,00

3474501 Lebogang Ralefeta 294 290,00

3481301 Nosipho Simelane 119 845,00

3483101 Amogelang Mokonoto 24 500,00

3500301 Jan Mthethwa 94 500,00

3505101 Mandla Qwabe 76 265,00

3505201 Burton Reid 250 585,00

3516501 Mkululi Albert Jacobs 91 000,00

3529001 Gavin J Krastin 130 740,00

3537301 Phumzile Maseko 119 845,00

3541701 Jabulani Dwai 108 950,00

3552901 Sydney Ndhlovu 43 580,00

3556301 Mbongeni Buthelezi 140 625,00

3559501 Priensly Sekabe 10 895,00

3566601 Calvin Tlooke 65 370,00

3576901 Douglas Tsimane 174 320,00

3591301 Jill Trappler 65 370,00

3602901 Keletso Mofokeng 130 740,00

3613001 Zakhele Hlabisa 10 895,00

3615101 Keogotsite Moses Merementsi 326 850,00

3626401 thabiso mofokeng 54 475,00

3627801 Nhlanhla John Lata 119 845,00

3638501 Happy T Dhlame 394 175,00

3640901 Nombasa Maqoko 21 790,00

3641201 Thandi Gqiba 57 900,00

3641401 Zinaid Meeran 10 895,00

3644101 Mmamogapi Desiree Linda Raphepe 32 685,00

3656301 Zane Muller 10 895,00

3662401 Lunga Radebe 25 500,00

3667601 Mokete Mosia 54 475,00





3670701 Sibongile Nkosi 10 895,00

3685001 Dineo Ramailane 77 180,00

3699601 Mzwanele Mgijima 76 265,00

3702701 Welcome Danca 163 425,00

3711101 Nompumezo Buzani 108 950,00

3402501 thandekile goodness ndlovu 152 530,00

3409201 Segomotso S Modise 261 480,00

3415101 Annette du Plessis 10 895,00

3416201 Luyolo Mapekula 141 635,00

3416401 Letsatsi Ditlhale 170 500,00

3420201 Ndumiso Madonsela 64 800,00

3420801 Mmatema moremi 135 500,00

3424001 Jarryd West 32 685,00

3427001 Rinnet lebohang Sekgobela 185 215,00

3427101 Ndumiso Mazibuko 54 475,00

3427501 Nolitha Mqunyana 130 740,00

3430701 KAtlego Makua 390 000,00

3447201 Mandla Mpanjukelwa 174 320,00

3451901 Jane M Mpholo 163 425,00

3456901 Denzil Africa 10 895,00

3468901 Rorisang Maimane 65 370,00

3472401 Ramogohlo Judith Mokalapa 108 950,00

3512901 Mthokozisi Zulu 108 950,00

3404301 Nelson Nohashi 72 500,00

3914101 Zanele Zulu 43 580,00

3458401 Masindi Netshakhuma 87 160,00

3508001 Seskie Maringa 32 685,00

3732401 Sphelele Mzimela 100 000,00

3406801 Zimkhitha Mliswa 108 950,00

3788801 Nhlamulo Mashele 10 895,00

3692101 Bongumusa Shezi 10 895,00

3799401 phindile dube 174 320,00

3626201 Bongani Mahlangu 348 640,00

3796301 Sunnyboy Mtsweni 21 790,00

3730001 Gabriel Masenya 217 900,00

3802801 Tiisetso Ramanella 163 425,00

3516301 Adelle Gascoyne 130 740,00

3477201 Nkanyiso Mlambo 15 650,00


PART F: ANNEXURES



3784901 Thembeka Mthembu 21 790,00

3507601 Ayanda Daweti 163 425,00

3770301 sizwe zakwe 23 000,00

3793401 Gava Kassiem 141 635,00

3764801 Raphael Vilakazi 163 425,00

3654601 Mpho Kunene 94 400,00

3539801 Ludwe Mgolombane 10 895,00

3772601 Sbusiso Manqa 43 580,00

3497001 Mamodise Mailula 272 375,00

3791501 thabo modillane 16 850,00

3689201 Rodrick Mavundla 98 055,00

3554401 Thembekile Say 130 740,00

3805101 Christa-Louie Kannemeyer 152 530,00

3480001 Rudzani Rosemary Khashane 207 005,00

3858401 khanyiso Billyboy Dakada 65 370,00

3628801 Nomveliso tshabalala 54 475,00

3853201 Psalm Dlamini 10 895,00

3831401 Jabulani Zulu 217 900,00

3787801 MAHLUBANDILE Nontlanga 247 000,00

3623201 Jemma W Kahn 130 740,00

3535801 Nombali Mdletshe 87 160,00

3780001 Oscar O'Ryan 108 950,00

3514601 Ketlareng Setlhare 163 425,00

3865901 Thembinkosi Sinslo Ntuli 65 370,00

3635601 Janine Titus 87 160,00

3783301 Sfiso Botha 163 425,00

3623101 Lehlohonolo Shale 65 370,00

3666401 Lulu Mlangeni 108 950,00

3508701 Mxolisi Sapeta 43 580,00

3873101 Muponisi Mbombi 96 000,00

3787101 Esther Keseokile 76 265,00

3556901 Nondumiso Zweni 65 370,00

3809601 Cheslyn Henry 130 740,00

3836701 Tshegofatso Molelle 25 000,00

3832301 Zanele Chakela 54 475,00

3793001 Tebogo Hamnca 21 790,00

3725901 Jason Staggie 43 580,00

3858801 Simphiwe Vikilahle 130 740,00

3896701 Sbusiso Madondo 631 910,00





3511801 Nokulunga Khumalo 99 100,00

3760801 Mzokuthula W Gasa 174 320,00

3864701 David Shuping 130 740,00

3789901 Julia Zenzie Burnham 141 635,00

3783701 Lola Aikins 108 950,00

3898001 Pulane Jantjies 65 370,00

3783801 Tebogo Thato Mabina 163 425,00

3792701 Karabo Kgokong 76 265,00

3896201 Vusumuzi Michael Mbata 43 580,00

3825401 Zwidofhelangani Pertunia Mashau 250 585,00

3893701 Sibusiso Magilindane 21 790,00

3839901 Isaac Nyokong 98 055,00

3894501 Thamsanqa Luthuli 54 475,00

3889101 Puleng March 111 500,00

3875201 Lindiwe Bakaqa 130 740,00

3730901 Jon Keevy 152 530,00

3856701 Dominic Hurd 108 950,00

3857101 Jude Kenrick Ganasen 163 425,00

3824101 Bongani Sibanyoni 25 000,00

3879501 DANNY JASSONI 283 270,00

3760301 Refilwe Pieterse 496 000,00

3740901 Ziphozethu Vena 67 500,00

3837901 Bogosi Kenneth Bolokwe 239 690,00

3820401 Teballo Phalane 108 950,00

3853301 Zukanye Sihlobo 108 950,00

3665801 Monishia Schoeman 130 740,00

3854001 Victor Sithole 381 325,00

3880501 Dylan Scharneck 163 425,00

3821501 Mary Corrigall 54 475,00

3653001 Noosie Petlele 34 404,00

3583801 Lonwabo Jobodwana 108 950,00

3725701 Dimakatso Charity Kgwadi 108 950,00

3631101 Xabiso zweni 54 475,00

3900301 Hilda Tloubatla 381 325,00

3802301 Leigh Leyde 217 900,00

3804801 Bawinile Promise Dube 152 530,00

3428101 Rene Weston 130 740,00

3428101 Rene Weston 130 740,00

3720101 Elfriede Dreyer 228 795,00


PART F: ANNEXURES



3884601 Cyril Malatsi 1 176 660,00

3485301 Bongukufa Ntuli 130 740,00

3444001 John Loate 207 005,00

3833301 Zakhele Mabena 56 000,00

3832901 Maria Vos 65 370,00

3771001 Abednico Moshosho 25 000,00

3482901 Busaphi Happness Dladla 130 740,00

3841501 Princess Gqeza 108 950,00

3774301 Fortunate Mokgehle 130 740,00

3591701 Mogau Maredi 32 685,00

3818801 Lesego Chauke 108 950,00

3810601 Buhle Martha Radebe 107 500,00

3862201 Zaide Harneker 119 845,00

3798301 Makie Mosemele 25 000,00

3871601 Seitatolo Sefafe 196 110,00

3742801 Mzwandile Ntuli 217 900,00

3608401 Zizicelo Sifumba 24 512,00

3738301 Wellington Mnisi 152 530,00

3553201 Dumisani Deliwe 21 790,00

3845701 Gaerin Hauptfleisch 76 265,00

3787201 Simphiwe Sekhute 217 900,00

3840801 Bronwen Clacherty 60 000,00

3639601 Sjaka Septembir 108 950,00

3892201 Blake Hellaby 119 845,00

3897101 Mbasa Tsetsana 141 635,00

3810101 Leigh-Ann Hellaby 130 740,00

3904001 Sizwe Mtimkulu 163 425,00

3792901 Denver Breda 217 900,00

3797601 sam Modieginyana 152 530,00

3904101 kagisho kolwane 108 950,00

3725001 Stanley Chiloane 446 695,00

3808001 Lehlohonolo Mrwebi 98 055,00

3821801 Mxolisi Veli Mkhonto 43 580,00

3787401 Kefilwe Nkwe 130 740,00

3890901 Ruth De Cerff 294 165,00

3907501 Griffin Shea 130 740,00

3798601 Mpumelelo Zingitwa 108 950,00

3766401 Katlego Kau 348 640,00





3896801 Lutando Hermans 108 950,00

3609101 Cebolenkosi Zuma 65 370,00

3680101 Chloe R Reid 108 950,00

3773301 Siphelele Mshubi 65 370,00

3871201 Daniel Basckin 119 845,00

3874501 Thato Ditlhale 236 995,00

3899001 Mzwamadoda M Vava 141 635,00

3572001 Marcus O Mabusela 108 950,00

3807101 Mbuyiselo Nqodi 119 845,00

3792401 Thapelo Moraka 108 950,00

3486501 Lulama Masiminni 98 055,00

3900501 Julian Janse van Rensburg 272 375,00

3843501 Mpho Mookapilo 108 950,00

3671801 Luke Cromhout 32 685,00

3898101 Anton Esterhuyse 54 475,00

3785801 Dara Kometz 163 425,00

3808801 Mohlatlego V Molele 108 950,00

3653201 Siyabonga Lerumo 54 475,00

3532701 Patrick Ntlatseng 98 055,00

3829901 Thiyiwe Suezett Mbola 163 425,00

3535001 Xolani Ngesi 108 950,00

3847301 Philiswa LIla 65 370,00

3666301 Neo Mmatli 10 895,00

3838701 Lesiba Samuel Thitshere Maphoso 283 270,00

3779101 Sandile Mkhize 65 370,00

3481801 Nombulelo Makhathini 108 950,00

3915801 Michelle Cruywagen 119 845,00

3844001 Thato Mokgoko 32 685,00

3861701 sithembele khoza 163 425,00

3767701 Thuto Noko 76 265,00

3520001 Zondi Vincent Ndlovu 141 635,00

3809101 Nhlanhla Erasmus Mnikathi 90 900,00

3822401 Rehilwe Mooketsi 207 005,00

3807901 Joan Legalamitlwa 108 950,00

3577401 Nonhlanhla Kuzwayo 108 950,00

3883401 Bavusile Maaba 87 160,00

3920001 Avinash Mackanjee 108 950,00

3670901 Akhona Mpendu 79 800,00


PART F: ANNEXURES



3875901 Teresa Phuti Mojela 272 375,00

3779601 Leagan Peffer 76 265,00

3916101 Mmusi Morekhure 119 845,00

3857001 Sasha Fourie 207 005,00

3810001 Mthimkulu Seroto 54 475,00

3899801 Johanna Matshuene Mothema 163 425,00

3650201 Thabo Mabaso 76 265,00

3608801 Mbali Sibiya 130 740,00

3585601 Sibahle Joyful Makhanya 141 635,00

3921101 Dewey Botshelo 283 270,00

3796501 Carol Brown 261 480,00

3888501 Dumza Maswana 196 110,00

3798101 Mziwamadoda Mkhuma 10 895,00

3646001 Sonwabile Poswa 108 950,00

3748701 Debra Majola 25 000,00

3921001 Avela Qwalela 468 500,00

3652801 Khanyisani Ntombela 152 530,00

3631701 Vaughn Cunningham 54 475,00

3909101 Tebogo George Mahashe 108 950,00

3916301 Lungile Themba 26 600,00

3838901 Bongani Legong 10 895,00

3816601 Botlhale Tema 65 370,00

3823101 Nompi Vilakazi 217 900,00

3881101 Coral Bijoux 10 895,00

3823601 Sekano Setlalentoa 21 790,00

3874101 Phindile Simelane 54 475,00

3799501 Motobaki Mokoena 54 475,00

3838601 Bonani Tony Miyambo 98 055,00

3870601 Zainub Dala 65 370,00

3510501 Thabile Nhlapo 108 950,00

3898801 Danielle Retief 26 500,00

3787701 Xolisile Bongwana 54 475,00

3800801 Letsatsi Ditlhale 108 950,00

3875101 Namhla Blou 54 475,00

3789401 Ellen Mpoloeng Molomo 20 000,00

3865001 Ethel Laka 152 530,00

3819901 Tshepang Ramoba 25 000,00

3873301 Janet C Younge 185 215,00

3911101 Kgafela Magogodi 152 530,00





3918201 Segodi S Leshalabe 762 650,00

3804201 Hulisani Sivhaga 228 795,00

3683901 Sihle Khumalo 76 265,00

3682901 Jabu Masemula 174 320,00

3650901 Lebohang Moroe 25 000,00

3733701 Vicky Seja Moletja 272 375,00

3876501 Themba Mbuli 87 160,00

3806801 edwin siriba 141 635,00

3758501 Nokuthula Fundama 25 000,00

3595801 Maleshoane P Mphutlane 108 950,00

3764301 Thembisile Nogwanya 130 740,00

3772401 Pamela Mnyaka 130 740,00

3619201 Keegan Naidoo 21 790,00

3791801 Tshepo Gaerupe 54 475,00

3836501 Matome Paulus Mauqapheetsa 65 370,00

3767601 Luvani Mabale 163 425,00

3802601 limpo sonjica 185 215,00

3439001 Thamsanqa Mbongo 108 950,00

3910801 Buyisiwe Khumalo 119 845,00

3611301 Ilze Williams 76 265,00

3837801 Rudi Smit 217 900,00

3781601 Lufuno Munzhelele 163 425,00

3814901 Lebo Leisa 108 950,00

3473501 Alutho Sentile 141 635,00

3649801 Eve Bodirwa 43 580,00

3797801 Botho Malope 239 690,00

3801901 Phindile Suntsha 87 160,00

3751901 Nokuzola Zingithwa 29 000,00

3803401 Lithuso Mujovo 65 370,00

3836801 Lebogang Nawa 65 370,00

3403401 Hlomla Mpongoshe 326 850,00

3497601 Khathu Nematei 152 530,00

3622801 Daniel Galloway 217 900,00

3777701 Nomkhosi Sibiya 130 740,00

3826301 Megan Ross 10 895,00

3869801 Leslie Ehrhardt 217 900,00

3810901 Patrick Pasha 108 950,00


PART F: ANNEXURES



3846501 Antony kaminju 54 475,00

3788701 Nobesuthu Rayi 98 055,00

3909301 Kholofelo Makgalemela 54 475,00

3915701 Tanswill Nero 68 500,00

3824001 Kagiso Hlabane 108 950,00

48 529 511,00

ProjectNumber Name of Organisation Project Name Amount Approved

3405201 999 Dreams Music and Entertainment

Xitsonga Heritage and Cultural Festival 196 110,00

3407101 Peoentle Productions PTY Covid 19 infotainment 435 800,00

3411401 Fanakalo Tours Fanakalo Exhibition Tours 185 215,00

3415501 Ivens Alive We Afri-can 490 275,00

3416601 Soul Clap Sessions Soul Clap Sessions 463 500,00

3417601 Seabe communications group Sekame Road Mural Wall 194 400,00

3425101 Hand Book Media Edition (PTY) LTD

ARTS BUILD COMMUNITY MENTORSHIP 686 385,00

3429201 CHARISMA MUSC FOUNDATION I LOVE YOURSELF 871 600,00

3430001 Imbali Visual Literacy Project Imbali job creation 150 000,00

3430401 Playful Native Studios Jazz Nights At The Marabi... 305 060,00

3431701 Sterkspruit Community Art Centre

Discovering of Sterkspruit Heritage 87 160,00

3437101 Ekurhuleni School of Music EKSOM Annual Heritage Day Celebration 2021 82 500,00

3439401 Never Give Up Productions And Book Dealers

Publication of 5 books written by abused women 158 000,00

3441101 Opening Act NPC MOKETE OA SETSO SA AFRIKA 457 590,00

3441201 Lindokuhle foundation Art-Alive Project 130 740,00

3443601 Esicongweni community development Community development 152 530,00

3449301 Newliscape NPC Creative Cultural Arts Exhibition 653 700,00

3452201 Garage Dance Ensemble Gat in die Grond, Wond in My Siel 152 530,00

3455801 I-Afrika Theatre Education Ingoma Digital Project 729 965,00

3458001 Bail Art Cultural Archive CLAP AND TAP HERITAGE TREASURES 544 750,00

3459001 Beauty is Art Impact Fashion Art 435 800,00






3460401 Indigenous Foods SA (IndiZA foods)

Indigenous foods - Creating a South African epicurean archive - Our heritage

871 600,00

3461201 FREE STATE DANCE THEATRE (FSDT)

COMMUNITY INTERVENTION THROUGH ARTS INITIATIVE 207 005,00

3461801 Performing Arts & Culture Development Project Vezikhono/Mbonise 348 640,00

3462701 Backyard Pitch Productions Coloured Mentality/Until We Remember 389 500,00

3467801 JESCHIX HOLDINGS TOGETHER WE CAN 207 005,00

3468101 Lovemore ndou Tainments cc Gauteng Dance Tour 435 800,00

3470201 RRUMBRELLA PTY LTD Limpopo Arts Alive 1 470 825,00

3470301 Mel Media & Productions Ifu 130 740,00

3470401 Worcestor Business Improvement District Remembering our Heroes 217 900,00

3471701 Octan Media (Pty) Ltd Free State 4th Industrial Revolution Uprise (FS4U) 1 089 500,00

3475401 Impilo Art Developing and Revitalizing Rural Art 272 375,00

3475701 VANGIGYN VANGIGYN FASHION SKILLS DEVELOPMENT 490 275,00

3476701 Sausage Film Company Music Free-Learning 141 635,00

3477301 Rosette Trading Enterprise Segarona Heritage Project 653 700,00

3479601 Jazz Expression Artists Capacity Building Project 160 000,00

3481401 EMAKHUZENI CULTURAL MUSIC ORGANISATION Hlanganani Ngengoma 446 695,00

3487201 Siyavaya Contemporary Dance Co Pty Ltd A Lifetime of Street Culture 119 845,00

3488501 Primetime Events Entertainment Company The Producer's Corner 141 635,00

3491001 IO Catalyst Africa Unite in Heritage Festival 403 115,00

3492901 Bridgetown Theatre Company The New Normal 174 320,00

3510101 THENDRIC Building bridges music collaboration 250 585,00

3510201 Ikusasa Arts Development Umanyano Outreach Project 217 900,00

3511901 Tau Tona Qina Mbokodo Music and Dance Online Expo 315 955,00

3512201 The Butterfly Art Project Community Art Facilitators employment opportunity 108 950,00

3513801 Kwazulu Natal Top Model South Africa Ubuhle Bendalo 675 490,00

3521801 Baxter Theatre Centre Baxter Project 326 850,00


PART F: ANNEXURES



3522401 SPILI Network UMOYA | Spirit : Immersive Experience 163 425,00

3522501 Fitzgerald Goeieman Productions Inspector Map Basson 130 740,00

3522901 Hitlurile skill development programme Art Development Incubator 1 514 405,00

3523001 Skomplazi Arts Development Npc

Community Art Development Project 76 265,00

3527901 RatoMillion Media pty ltd Bakwadi- Young Writers Development Bootcamp 392 220,00

3530601 One18Twenty2 Free Your Mind Music and Arts Therapy 261 480,00

3531201 MANTIMAKHULU (PTY) LTD ANGOLA: CAMP 13 348 640,00

3534001 Jo Kinda - The Persevering People Ubuhle be Ndwe 185 215,00

3538201 Soul Truth Music CC 8 Colours of The Rainbow Festival 642 805,00

3660801 Phototool 10: inter/face 25 000,00

3673001 Londa Designs and Enterprises Mafikeng Design Exhibition 544 750,00

3698101 Kickstart Theatre Productions A Midsummer Night's Dream 326 850,00

3472101 Born To Prosper Community My Heritage My Pride PESP 871 600,00

3658801 Sibikwa Community Project T/A Sibikwa Arts Centre

Banna ba sebele (Cinga! Wenze Ndoda!) 392 220,00

3719701 Big Bang Projects (Pty) Ltd Indigenous Youth Campaign 152 530,00

3724001 Gauteng Dance Manyano Dance Manyano Season 577 435,00

3727401 Rush Institute of Performing Arts Rush Franchise 185 215,00

3732801 GingerGoat Publishing Multilingual Animated Bible Story Video books 110 500,00

3733101 Ungavumi Yesu Soyiswe Ungavumi Yesu Soyiswe 5th Annual Women and Youth E 207 005,00

3734501 Somarela Puo Publishers preserving Setswana Language and publishing 239 690,00

3670001 Miykael Institute of Divine Arts A tale of a strong woman 152 530,00

3714501 Nanas Productions (PTY) LTD Mmakodi O Jele Eng, Ngwanaka 32 685,00

3538501 Duncan Village Youth Developmental Initiative

Arts Youth Mentorship & Development Project 479 380,00

3567501 Unity and Cultural Diversity Council

Baswa Le Bokgone Public Art Jamboree 228 795,00





3588801 African Arts, Culture, Education & Sports Trust African Arts Group initiative 599 225,00

3592401 Siyavuka Lateral Improvement Foundation

Revitalisation of Visual/Arts and selected/crafts 217 900,00

3625601 Story Team Actors in training: Creating a future 84 000,00

3631501 Thandanindumiso NPO Craft, Traditional Wear and African Dance 174 320,00

3656101 Phalafala ya bongwadi NPC Phalafala ya Bongwadi Literary Workshop 174 320,00

3596301 Maselesele Jewellers Jewellery Making 108 950,00

3420701 Viltainment (PTY) Ltd T/A Vilakazi Entertainment Group Soweto Spiritual Singers 697 280,00

3611101 Arts Brand Africa WELKOM VISUAL ARTS EXHIBITION 414 010,00

3548001 Ipeleng Ka Ngwao Tsosoloso ya Ngwao 200 000,00

3450401 Table Mount Trading Enterprise Pottery (Arts and Crafts) 141 635,00

3453401 The Living Dawn. Mathadinthako. 54 475,00

3462401 Black Adventist Panther Artist Organisation Buya Schools Theatre Festival 43 580,00

3478701 Affirmations Creative Arts Kukuchi - Her Life and Times 76 265,00

3483301 Pathway Productions Enhancing your potential 163 425,00

3493701 BSOLUTE ART PRODUCTIONS ‘IN HER HONOUR' The Musical 261 480,00

3500201 KHANYISO SOCIAL ENTERPRISES (PTY) LTD

Spider Web/ O.R TAMBO Drama Production 217 900,00

3502501 Kgatelopele Sports Arts And Culture Center NPO Bonono ba Batjha Qwaqwa 452 000,00

3502601 Tribal Alchemy CC Month of Peoples Photography 599 225,00

3503001 Afrom Beats North West Artists with Disability Project 435 800,00

3506801 2019/060572/07 Kasi Buddies 108 950,00

3510801 AMOS/KGAPHAMADI COMMUNITY ORGANISATION

IGUGU LAKWETHU ARTS AND CRAFT INITIATIVE 414 010,00

3525801 Buzwe Bethu Textiles Buzwe Bethu Textiles Empowerment Programme 337 745,00

3543301SAKHA INGOMSO FOUNDATION FOR YOUNG GIRLS

The Future Lead Creative Project 119 845,00

3551401 Wisdom Mobile Marketing Services

Covid19 Awareness & Streaming Entertainment 566 540,00

3557001 86Zero1 general trading 500 Battalions 283 270,00

3563401 Bantu Media Productions Africa unite Reggae concert 250 000,00


PART F: ANNEXURES



3575401 Etc and So Forth Art Fela Festival 439 000,00

3439901 Vivace Youth Centre Isiba art project 446 300,00

3441801 Cape Town Opera Monteverdi Vespers 500 000,00

3445201 Leorake Projects & Events (PTY) LTD Fun After Dark 239 690,00

3447801 DOUGLAS SEKETE FAMILY PORTRAIT 185 215,00

3579201 Places and Faces Theatre Productions Suprise Guest Theatre tour 174 320,00

3580901 The Craft and Design Institute CDI Stimulus Programme 1 111 290,00

3583901 Ebubeleni Festival Projects NPC

Ebubeleni Virtual Fashion Show 653 700,00

3599801UBUCIKO BEMVELO ART AND CRAFT CO-OPARATIVE LIMITED

"SAKHA ISIZWE" 272 375,00

3615901 Puku Childrens Literature Foundation

Preserving and Promoting endangered languages 1 089 500,00

3624301 Namune Group (Pty) Ltd Ka Moraleng Cultural Fest 871 600,00

3625101 Boabab Entertainment NPC (STREAM 2)

Boabab Entertainment (2017/059620/08) 631 910,00

3703201 Indoni Dance Art and Leadership Academy

Indoni Dance- Journey with us while we create 337 745,00

3546301 Vuyani Dance Theatre Cion: Requiem of Ravel's Bolero Digital Film 849 810,00

3631801 NONGO BUSINESS ENTERPRISE N`WA MACEVELE 217 900,00

3651901 Kanda Kul Concept Virtual Acapella Festival 305 060,00

3662201 El Theatre Productions (Pty) Ltd

Online Theatre Works: Children's Tales 141 635,00

3662901 IMonti Dance Arts Leadership Academy INTLONZI L 130 740,00

3668001 The Buzz Foundation Virtual Buzz 1 372 770,00

3678601 MGASIFDA RECORDS ISABELO (THE DIVINE GIFT) 207 005,00

3741601 Ginkgo Agency (Pty) Ltd Beautiful News 381 325,00

3754301 Darkmello Recordings Elevate The Bay 141 635,00

3761601 Makhweyane Support Services NPC

Preservation of Cultural Dance Group 163 425,00

3798201 SOWETO DANCE PROJECT SOWETO COMMNITY PROJECT 65 370,00

3799001 FJM Development of all cultures Somakhawula

FJM Development of all cultures Somakhawula 428 500,00

3800901 Swahombe Dramatic Ensemble

Limpopo Indigenous Arts Festival 806 230,00

3805701 CRAZY URBAN TRADING ENTERPRISE SEWING MASTER CLASSES 152 530,00





3810501 Raaswater craft development community project Craft paper mache 272 375,00

3817301 Drocnoc Music cc Concord Nkabinde Live : Creative Conversations 87 160,00

3823001 META foundation "The problem with African Contemporary Art" 283 270,00

3828301 Creative Dogma Nokhwezi Collab 217 900,00

3830001 ARTIST PROOF STUDIO Re-launching Post-Covid: Building Foundations 174 320,00

3830401 Bofihla Museum NPC Heritage Preservation and Interpretation Programme 152 530,00

3830801 South African Astronomical Observatory

A Fulldome Film on African Starlore 479 380,00

3831001 LUNGISANI DOINGZ CRAFTS HERITAGE CRAFTS EXCHANGE 294 165,00

3832501 DINGANGA THEATRE CREATIONS

THUTO BOHLALE OUTREACH PROGRAM 501 170,00

3834101 Luntu Lonke Media Works Orchestration, Publishing & Preformance 550 950,00

3834201 Kopano Ke Matla Youth Group Man Who Are You,Stop It! 294 165,00

3837501 VR Theatrical Theatrical Capacity Building/Empowerment Webinar 108 950,00

3845801 One Blood Sound One Blood Development Festival 566 540,00

3481901 PENM Productions The Kindness Project 207 005,00

3851001 She Of The Fire (Pty) Ltd In Bloom 119 845,00

3851201 Saphinda Media 99% Zulu/Xhosa Comedy 653 700,00

3851801 Woodside Special Care Centre Seize 141 635,00

3852101 Ponelopele Concepts NPC Thari E Ncho 414 010,00

3852901 African Cultural Organisation of South Africa (ACOSA)

ACOSA Summer Music Bootcamp 294 165,00

3853501 ITHEMBA LOMPHAKATHI COMMUNITY ORGANISATION

ITHEMBA LOMPHAKATHI CRAFTERS AND DESIGNERS CONNECT

512 065,00

3853701 Open Plan Studio Digital Collaboration Program 139 500,00

3853801 POETRY ZONE ZA BRAVE SPOKEN YOUTH POETRY PROGRAM 174 320,00

3853901 Society Sports Arts Culture and Recreation Trash 2 Art 107 000,00

3583501 Arts in Motion ARTS IN MOTION INCUBATOR PROGRAMME 1 634 250,00

3618601 CREATIVE CASTLE NPC CRAFTER'S WORKSHOP ON INTERLECTUAL PROPERT & SALES

185 000,00


PART F: ANNEXURES



3636401 Arts & Print Media Development Centre Covid 19 Arts Initiative 326 850,00

3644301 Damilos MP (Pty) Ltd. Abadala Cultural Living Heritage Events 806 230,00

3672801 MELLOW LIVE INTERNATIONAL

MELLOW-LIVE@CREATIVESKILLS 577 435,00

3683101 CONECTERS WEB DESIGNERS iTrend 43 580,00

3683701 MULTI TALENT AGENCY BOPEDI ARTS & HERITAGE FESTIVAL 189 000,00

3686201 UBUNTU ARTS KZN POETRY FESTIVAL 163 425,00

3688401 PHINDA-MZALA ENTERTAINMENT PROJECT The Voice of Women Project 272 375,00

3712401 Prestine Excellence Holdings Ltd Queens of Heart 1 307 400,00

3712601 Marusera Investments Holdings PTY (LTD)

Rudolph Mamabolo in Concert Live Venues (RMICLV) 98 055,00

3713701 Stage Elements EC AV Technicians Workshops 740 860,00

3694601 Black Technical Production Association

Beginners Technical Production Conference 849 810,00

3695601 Sibebe Cultural and Marimba Group Craftwok Project 314 000,00

3697901 MUSIC ACADEMY OF GAUTENG

HOMAGE TO DR. JOHNNY MEKOA-THE LEGEND LIVES 294 165,00

3772501 KP Leather Holdings Designer bags show 65 370,00

3772801 Khwerha Ye Afrika Projects Anti-Racism Arts Project 501 170,00

3875001 ON THE BEAT COMMUNICATIONS (PTY) LTD

Public Art/Murals on GBV and Femicide 348 640,00

3906601 KKM ENTERTAINMENT AND MUSIC PRODUCTION

Ngwao Ya Rona Cultural Festival 376 900,00

3908601 Apparah Clothing Energy Saving Thermal Bag Sewing Classes 32 685,00

3911201 HAILE AYANA INVESTMENT PTY LTD

MPUMALANGA ROYALTY, AMAKHOSI ETHU 152 530,00

3927101 The Cooks Foundation The Hawk Project-Welcome Ncita Book 65 370,00

3823301 Yithi Lababa gospel singers (NPC) Gender based Violence Event 254 000,00

3826201 Nandipha Fashion Designs Nandipha Fashion Design 686 385,00

3830301 The Zama Dance School Trust Zama Sustainability 76 265,00

3803801 Faith Human Solutions Active Youngins Youth Programme 130 740,00

3761101 Isiko LikaZulu Isiko LikaZulu Digital Festival 435 800,00

3751201 Bohlokoa Studio Meraki Wood-fire kiln 43 580,00





3548801 The Black Power Station The lost conversation 163 425,00

3572501 Ivanya Yethu Heritage Foundation (IVYHF) Iva Collective 152 530,00

3580201 Organisation: Kimberley Academy of Music Kimberley Children's Choir 65 370,00

3580701 Bembela Theatre Company Muthotho 207 005,00

3617201 Emang Bahurutshe LIberation Heritage Festival 784 440,00

3622201 EMATHALENTE TRAINING CRAFTS PRODUCTION AND PRODUCT DEVELOPMENT INITIATI

76 265,00

3628101 Black Roots Pictures Under Joburg Skies 631 910,00

3629401 Preempt Group (Pty) Ltd Spatial Fabrications: Publication 98 055,00

3644401 Oakfields College The Revival Project 207 005,00

3657001 lg creative artists pty ltd veneration of images 174 320,00

3694401 BOAB FOUNDATION NPC Lesira Siroga 25 000,00

3705501 Fresh honey productions Cula Sina Sigide Artists and Talent workshops 98 055,00

3725101KHANYISASMART CONECXTIONS(PTY)LTD

INITIALISNG ARTS AND CULTURE HUB - DR KK DISTRICT

250 585,00

3766201 Multitalented Films (Pty) Ltd Rhythmic Gestures 282 670,00

3795301 SA Creative Industries Incubator

Digital Futures - creating online access 1 089 500,00

3800101 Camissa Trading Solutions online multimedia shows 435 800,00

3830601 War Museum of the Boer Republics

The War Museum: The Road to Transformation since 54 475,00

3847901 The Buskaid Trust Buskaid Live Concerts! 424 905,00

3849401 AFRICAN FOOTPRINTS OF HOPE ORGANISATION

AFRICAN RENNAISANCE MUSICAL PORTRAITS 283 270,00

3852201 LIVE (T) AND RECORDED (X) THEATRE PRODUCTION Tembisa Theatre Week 2021 370 430,00

3844701 MPUMALANGA CHAMBER ORCHESTRA

MPUMALANGA EASTER SEASON CONCERT 174 320,00

3695301 Moving into Dance Enable through Dance - Embracing Exclusivity 163 425,00

3534801 Lisika Unite Foundation LIsika Unite Future Hands 65 370,00

3619501 ASSOCIATION FOR NON PROFIT ORGANISATIONS

TRADITIONAL ATTIRES SOUTH AFRICA 54 475,00

3683201 Mvuko Consulting CC The Daughter 326 850,00

3692301 Lekgoledi Arts and Cultural Centre

HOME COMING MUSIC FESTIVAL 196 110,00


PART F: ANNEXURES



3692301 Lekgoledi Arts and Cultural Centre

HOME COMING MUSIC FESTIVAL 196 110,00

3703501 Queendom Media Sisters in the Arts - Workshops and Festivals 719 070,00

3705701 PFUXANANI EARLY LEARNING

PFUXANANI EARLY LEARNING CENTRE 100 000,00

3706301 Stageworx School Of Performing Arts

Extension of Online Digital Masterclasses 130 740,00

3706901 Phronesis Training Academy Organization applying for a new project in the art 261 480,00

3708901 Moving Cart Productions Pty Ltd Project Monologues 041 119 845,00

3712201 Sechaba Advancement Enterprise Ltd Pty Youth A 108 950,00

3718001 KWS SERVICES FREE STATE WOMEN IN ARTS MARKET ACCESS & EXHIBITIO

359 535,00

3776401 Enza Management Services We Innovate Project 25 000,00

3875301 MIGHTY GREENER PASTURES GENERAL TRADING

THEATRE-on-TV project 642 805,00

3824801 Renewed Minds Critical Minds 185 215,00

3829301 Kincha Media Pty Ltd Annual Hlanganani Traditional Music Arts Festival 1 089 500,00

3551001 Awesome Sa Raise Your Voice Foundation

Awesome Sa Raise Your Voice Foundation 479 380,00

3552301 Cape Concierge t/a Whats on in Cape Town

Cape Concierge t/a Whats on in Cape Town 130 740,00

3558401 Women Leadership Social Empowerment

Vhukoni Virtual Artistic Project 65 370,00

3565001 Women In Music Npc Empowering Women to play musical instruments 43 580,00

3539901 Thonifho Investment(Pty) Ltd Thonifho Investment(Pty) Ltd 174 320,00

3583301 UKUSA Arts Programme UKUSA Arts Programme 108 950,00

3609501 Mbali Palesa Sibiya Residency and Jazz Master Class 174 320,00

3762901 CHIEF JONGUMSOBOMVU MAQOMA FOUNDATION

CHIEF JONGUNGUMSOBOMVU MAQOMA EXHIBITION

141 635,00

3767301 Moitshepi Holdings (PTY) LTD The Northern Cape Music Conference and exhibition 217 900,00

3772001 BAT Centre Trust BAT 2021 PROJECT PLAN 435 800,00

3772201 Helen Ds arts and crafts Kinetic Doek crafts 522 960,00

3773701 Think Theatre in association with Big Creek Trading 51CC

Think Theatre's Hamlet and Othello 217 900,00

3775101 rayreed music production music development & media 217 900,00





3777601 Foundation for Contemporary Art and Criticism operating as POOL

Digital Cosmologies 130 740,00

3778301 Darkroom Contemporary IMMERSIVE DANCE PROJECT 152 530,00

3781001 Vusani Isizwe Mawundlu Youth Development Organisation

Community Culture Journey Skills Program 348 640,00

3781801 Umuzi Photo Club Umuzi Stock and creative education 272 375,00

3785901 Proudly Macassar Pottery Proudly Macassar Pottery 87 160,00

3788301 Pillars Of The New Generation Artists Projects Beyond 19 152 530,00

3788401 ISOMI CREATIVE ARTS SPACE Tilesbury: A Monument in Spirit 152 530,00

3788601 Ntsoana Contemporary Dance Theatre Ntsoana 119 845,00

3789601 Twin Plugs Organization Izinganekwane Arts Project 87 160,00

3790001 Nansi Impumelelo Arts and Culture Initiative

Nansi Impumelelo Theatre development programme 25 000,00

3817401 South African Disabled Musicians Association (SADMA)

Music Concerts for Disabled Musicians 305 060,00

3820901 Marimba Melodika Marimba Digital Space 174 320,00

3831801 THE TIN TOWN THEATRE NPC

THE TIN TOWN CREATIVE HUB 522 960,00

3845301 Ditsong Museums of South Africa

Pioneer Museum Jazz Concert 424 905,00

3850901 The Outsider Production The Outsider Independant Zine 174 320,00

3854601 XITSONGA WRITERS & LANGUAGE DEVELOPMENT ASSOSIATION

RESEARCH ON NON-FICTION BOOK; KRUGER NATIONAL PARK

141 635,00

3856401 WUSIKO CULTURAL ORGANISATION

Ubuntu Arts Skills Training Project. 2021 141 635,00

3856601 LOCRIANZ MUSIC ACADEMY Locrianz music academy 43 580,00

3856801 Afrika Burns Creative Projects NPC Karoo Triptych 435 800,00

3858001 Whoosh Innovations Pty Ltd (Front Row Afrika) Front Row Live Sessions Le 370 430,00

3859001 Amandla Dança Teatro ZA Mwana Wa Mvula 261 480,00

3859101 TTT Foundation (NPC) Dance All 141 635,00

3859201 Soil Records Mkhukhu Experience 169 000,00

3860601 Malengs Holdings 2020 Hybrid Mpumalanga Fashion & Craft Show 871 600,00


PART F: ANNEXURES



3860801 Light of Nation Youth Projects Candle 2 Success 114 500,00

3861301 Mmabore Setabudi Bapedi 65 370,00

3863001 MPUMALANGA COMES ALIVE NPC

ARTISTS IN DEVELOPMENT (AID) DIGITAL MUSIC CONFER

653 700,00

3863301 Tiego Creative Wtiters Sepedi and isixhosa spelling forum 326 850,00

3867801 Dikutwana Development Centre

Dikutwana Adventure Art Gallery 76 265,00

3867901 Limpopo Chamber of Commerce and Industry

Research Rural Tourism Routes Establishment 108 950,00

3869101 Black Box Projects Arts Incubator Programme 152 530,00

3870101 Tsoga Mzanzi Business Enterprise

Dance Workshop an Mini Traditional Dance Festival 653 700,00

3872601 AFRO ARTS SA Rhythm and Blues Virtual live Festival 871 600,00

3872801 Lefika La Phodiso Creative Arts development 163 425,00

3874701 Johannesburg Opera Valentines Concert 599 225,00

3879001 Mphamphetsa Theatre Organisation NPC MALETSATSI 141 635,00

3883101 B. Ult music ULT-FX Artist Mentorship Program 163 425,00

3883301 Sukumani Helping People Sukumani Helping People 522 960,00

3884901 UNIMA SA Izandla Zobomi 435 800,00

3885801 Mmabana Arts, Culture and Sports Foundation

Performing and Visual Arts Fair 272 375,00

3886201 Timmal Holdings Everything Indian 217 900,00

3886701 silkwood theatre without theatre 152 530,00

3887001 Innovative Talented Young Minds

Innovative Talented Young Minds 130 740,00

3888101 Amatjathangubo Youth Arts and Culture Music Centre

ZIBAMBE ZIQINE CULTURAL PERFOMANCE (LIVE STREAM)

108 950,00

3888801 DURBAN MUSIC SCHOOL IGNITE A FLAME! 174 320,00

3889001 EntraNote (Pty) Ltd. Zingce Arts Festival 152 530,00

3889201 Eskhaleni Arts and Culture Initiative

Disabled People's Theatre Workshop 20 000,00

3890701 Lethulwazi Trading t/a Lethulwazi Communications

HARKEN ! LALELA ! Theatre production 1 111 290,00

3891001 Kunste Onbeperk NPC KKNK Teksmark Oudtshoorn 39 500,00

3893101 MZANSI THEATRE PROJECTS ADVANCEMENT

ACTIVATE THEATRE FESTIVAL AND CONFERENCE 174 320,00

3893601 Zigna Theatre SOCIAL DISTANCING CONCERT 555 645,00





3894301 Motswako Arts, Technology and Sports Institute NPC MADCAMP Festival 108 950,00

3894601 IZIGI MEDIA AND ENTERTAINMET

The Business of Acting with Siphiwe Mtshali 348 640,00

3895201 Bridges for Music NPC Bridges for Music Academy 98 055,00

3898701 Dance for All Dance for All Choreographic Initiative 46 000,00

3905201 Head Boy Arts Production Badimo Ba Rona Bakae 65 370,00

3905701 The Leaders Who Dare to Dream Foundation

The Leaders Who Dare to Dream Foundation 119 845,00

3931801 Ori 9 Industries Zimbali LiveCast 207 005,00

3403001 BOM Talent Search (Pty) Ltd. BOM Creatives @ Work 926 075,00

3403301 Portia Ncwane Foundation Siyaphambili Community Art Development 43 580,00

3405301 Tswelelang Cultural Dancers Taking theatre to rural communities 479 380,00

3405501 LW GROUP (PTY) Ltd Legendary Queens 729 965,00

3412201 Simphiwe Dlephu Ceramic design and production 326 850,00

3426501 Mob Art Theatre Ensemble Bojanala Impact Theatre Podium 544 750,00

3428301 The PhoshBoys Comany (Pty) Ltd t/a La Funk

Tembisa Jazz Festival Online Edition 446 695,00

3430801 Malumbi Foundation The Art Of Legends Projects 359 535,00

3434301 Seulaula SA Publishing and Production

Indigenous language poetry books collections 381 325,00

3435001 UNIQUE PR AND EVENTS PTY LTD Women African Craft Market 653 700,00

3436201 Bread and Butter Cultural Pusha Phanda Dance Fair 631 910,00

3440601 KS TALENT DEVELOPMENT INSTITUTE NPC

Limpopo Creative Industry Advocacy 1 089 500,00

3443101 LoneWolf Multimedia Studios

Online Sesotho Research & Reference Tool 108 950,00

3454001 Brown Coin Art Production Youth And The Truth 348 640,00

3456801 GIAT CONSULTANT Talent Search 239 690,00

3469901 PoeticSoul LoveHouse of Entertainment LoveHouse Experience 217 900,00

3481001 MBOFHOLOWO GENERAL TRADING AND

Limpopo Visual Arts Online and Physical Exhibition 272 375,00

3483901 Tlou ya Mmogo o Moso Foundation Phala tÅ¡a pele 512 065,00

3489101 THE FOUNDATION M (NPC) Spit for Change 991 445,00

3493901 LMAD Collection T/A Latitudes Art Fair Latitudes Online 435 800,00


PART F: ANNEXURES



3497901 BLACK SALT CREATIVE COMPANY

NC Creatives Week Conference 163 425,00

3505701 To The Throne Foundation NPC

Love & Hope Cultural Arts Programme 1 089 500,00

3525901 Moarabi Lizwe Bua O Itsose Kgetsi Ya Puo 708 175,00

3535301 Uanea Projects And Management Re-Genesis Master Classes 610 120,00

3535701 Richard Mbokodo Group of Companies Literature publishing 108 950,00

3555501 Mpelampela Trading Mohlakeng "The Musical" 141 635,00

3556801 MAGAKWA YOUTH DEVELOPMENT CENTRE Malope Indigenous Theatre 479 380,00

3560501 MONYEKI MOJALEFA ENTERTAINMENT Tribute 2 SA Jazz Legends 446 695,00

3579001 KASI AUDIO VISUAL DISTRIBUTORS

African Fashion and Cultural Exhibition (AFACE) 435 800,00

3579401 Youth Heartwork NPC Limpopo and Mpumalanga Music Performances Collaboration

1 122 185,00

3448401 Aletta Motimele Publishers Multi genre book publishing 255 000,00

3475301 Johnpheko M Maphakela (Pty) Ltd.

Blouberg Drive & Dine Cinema Experience 326 850,00

3477401 Content and Music Media Group (PTY)LTD

Content and Music Media Group (PTY)LTD 250 585,00

3487601 LUTHANDO ARTS ACADEMY Iqunga 599 225,00

3488601 Kubu Management Services Close Corporation

Marimba Instruments and Drums Manufecturing 119 845,00

3589301 Mathews and Associates Architects Saadjies 2.0 196 110,00

3590801 The Clap and Tap Federation The Choir Accelerator Programme 784 440,00

3656401 Witbank Arts Campus Teachers Training 25 000,00

3657701 Wushwini Pan Centre i Okhestra Yesintu 490 275,00

3661801 EMUHLE ALL ARTISTS Teach us and Mural our School 272 375,00

3662701 NTIVO CONSULTING Gospel goes indigenous 54 475,00

3663001 SOUTH AFRICAN EXCLUSIVE CHILDRENS THEATRE A Monster Corona 653 700,00

3664401 The African Acting Academy The African Acting Academy online workshops 207 005,00

3665601 Roadshow Marketing Youth Development in Events Management 2 000 000,00

3668401 XPJ Events PTY LtD Music and Dream Concert 435 800,00

3672201 Tumit Sparkle (pty) ltd Audio Visual Research Project 207 005,00





3718601 Mhayise Designs Cc Capacity Building 152 530,00

3764001 Gobotsang Development Trust Kgalagadi Jazz Festival 686 385,00

3782601 Durban Black Drifters Isicathamiya Music High Schools Workshop Project 108 950,00

3782901 KHANIMABO YOUTH DEVELOPMENT

Mopani Youth Arts Festival (Moyafest) 555 645,00

3783101 Tshego Art and Crafts (pty)Ltd Print making 87 160,00

3814401 Botlokwa Development Group

Charlotte Maxeke Arts and Culture Music Festival 400 500,00

3814801 Sibusisiwe Community Development

Poetry Session /â€™â€™ Kasie Sound Festival â€˜â€™ 653 700,00

3815801 Siwela Sonke Dance Theatre Entanglements: Locked In, Together 141 635,00

3816101 Qhama Africa Ntsikana kaGabha -Spirits Lost and Found 152 530,00

3817201 Awakened Eye Media PTY LTD

Survival Through Dance - Documentary 370 430,00

3817901 Lesedi La Dichaba gospel choir

Lesedi in Gender Based Violence 588 330,00

3818701 Phansi Resource Centre Abantu Bonke 542 250,00

3834801 Geeam Trading cc. Creation of New Work in the North West Province 119 845,00

3838401 Masasa Communications Mebala Ya sets Cultural & indigenous Lockdown Fest 403 115,00

3839001 Solly Molepo Music and Film Foundation The Forgotten Tribe 1 198 450,00

3839201 African Heart Beat ULOZOLO ACAPELLA Talent Development Programme 163 425,00

3840001 Afrocentric Talent Agency (Pty) Ltd Giya m'Afrika Giya 1 089 500,00

3842001 Avant Media Group Digital Capacity Building (Pottery and Ceramics ) 348 640,00

3842301 ISIGQIKI SABALOBI CREATIVE WRITERS FOUNDATION

How to write a cinematic novel in isiZulu 130 740,00

3842901 KOKETSO FOOTPRINT NPC Ten Minutes with a refugee 762 650,00

3881001 SOUTH AFRICAN ARTS & CULTURE YOUTH FORUM

Online & Physical Youth Arts, Culture & Heritage P 1 819 465,00

3881301 Charismatic Rhythms Community Arts Hub Arts Residency Training A.R.T 87 160,00

3881801 Thabangaye Pty Ltd Ceramics Training & Digital Exhibition 119 845,00

3882301 One Step Productions cc Marangrang-Chaos In Bechuanaland 337 745,00

3882801 Jazzart Dance Theatre Educate, Collaborate and Create 250 585,00


PART F: ANNEXURES



3920601 Bikoland Creations (PTY)Ltd Bikoland Leather Craft Project 207 005,00

3921401 benchfilms Barbernomics - Video Web Series 108 950,00

3922201 Protocol Advertising (PTY) LTD

Opening a Ekurhuleni TV Station, Splash TV 130 740,00

3923301 MAZIBUYE EMASISWENI RECREATION AND ARTS PROJECTS

Kuzwakele - Gender-Based Violence Online Program 174 320,00

3924901 POPArt Studios PTY LTD The South African Sketch Show 54 475,00

3718901 IKS Cultural Consulting COncerts SA Digital Mobility Fund 2 331 530,00

3566001 Art and Ubuntu Trust AUT ART on Saturdays 2 048 260,00

3715601 Divatainment Online Broadcasting Development Program 2 179 000,00

3594101 SAADA - South African Artist Development Association

SAADA - Artist Development Workshops 1 307 400,00

3418701 National Arts Festival Grahamstown NPC Creativity Sarah Baartman... 3 486 400,00

3482301 Tshwane Big Band Festival Tshwane Big Band Festival 1 481 720,00

3532501 Soweto Arts And Culture National Arts and Culture Development Foundation 2 000 000,00

3571501 African Pulse Showtime 2 146 315,00

3470701 African Voice Indigenous Book Festival

African Voice Indigenous Book Festival 119 845,00

3477101 Balfour Arts Festival Balfour Arts Festival 174 320,00

3643501 Sekhukhune Skills Crafters Development Programme

Sekhukhune Skills Crafters Development Programme 599 225,00

3823501 African Futures: Xenophobia and Human Rights

African Futures: Xenophobia and Human Rights 98 055,00

3831601 mdova designs mdova designs 150 000,00

3453301 K.A.I - Art & Cultural exchange events.

K.A.I - Art & Cultural exchange events. 228 795,00

3472801 Galeshewe arts expo festival Galeshewe arts expo festival 283 270,00

3520801 Creative Feel Virtual Events Portal

Creative Feel Virtual Events Portal 228 795,00

3628001 umzobo omhle creative arts umzobo omhle creative arts 21 790,00

3630001 Family History Family History 141 635,00

3648601 INDIGENOUS GOSPEL MUSIC PUBLISHING

INDIGENOUS GOSPEL MUSIC PUBLISHING 199 400,00

3675001 Gender Based Violence Concert

Gender Based Violence Concert 65 370,00

3766301 Art Lovers Art Lovers 119 845,00





3779201 Artz Africa Creative Cultural Projects

Artz Africa Creative Cultural Projects 26 400,00

3877101 Talking Textile Talking Textile 43 580,00

3884401 ALBI-GIFTED dis-ability prowess

#ALBI-GIFTED dis-ability prowess 2 000 000,00

3896001 Conscious curating co-productions

Conscious curating co-productions 155 000,00

3906401 The Arts and Culture Projects The Arts and Culture Projects 653 700,00

3906901 Honour and remembers Honour and remembers 76 265,00

3908301 The Ruth Prowse Art and Design Skills Programme

The Ruth Prowse Art and Design Skills Programme 54 475,00

3910701 BE U BE U 163 425,00

3911601 Khatisa foundation Khatisa foundation 15 000,00

3416301 Handmade Contemporary Fair Online Marketplace

Handmade Contemporary Fair Online Marketplace 65 370,00

3566701 Badumi beads cc Badumi beads cc 119 845,00

3588001 Research on National Radio Airplay v/s Sales

Research on National Radio Airplay v/s Sales 272 375,00

3493101 TRVGICLIFXSTYLX DESIGN TRVGICLIFXSTYLX DESIGN 32 685,00

3498501 The South African Women's Digital Museum

The South African Women's Digital Museum 130 740,00

3510301 Kwaito in Slughuis Kwaito in Slughuis 119 845,00

3535901 Taung Arts Outreach Programme

Taung Arts Outreach Programme 228 795,00

3573201 Kapabokone craft hub Kapabokone craft hub 315 955,00

3437301 Online Art Shop and Art Rental

Online Art Shop and Art Rental 54 475,00

3504301 Arts Incubator programme Arts Incubator programme 1 002 340,00

3581801 African Indigenous Music Programme

African Indigenous Music Programme 217 900,00

3586301 Esiqelini annual cultural event

Esiqelini annual cultural event 958 760,00

3587901 TAF ARCADE TAF ARCADE 1 318 295,00

3627501Covid-19 Awareness Educational theatre Roadshow

Covid-19 Awareness Educational theatre Roadshow

1 307 400,00

3693601 Amajuba Virtual Art Festival Amajuba Virtual Art Festival 228 795,00

3746801 Proclaiming God's Power Songbook

Proclaiming God's Power Songbook 64 000,00

3828701 Photographic Exhibition For Heritage Education

Photographic Exhibition For Heritage Education 76 265,00

3859301 Bambithuba Women Development Project

Bambithuba Women Development Project 217 900,00

3859401 Ma'Árt Jewellery Ma'Árt Jewellery 54 475,00


PART F: ANNEXURES



3883001 Jazz Nights on the Square Jazz Nights on the Square 414 010,00

3885401 Umkhumbane Jazz & Soul Fusion Experience

Umkhumbane Jazz & Soul Fusion Experience 860 705,00

3886101 Missing Mazulu Missing Mazulu 108 950,00

3886901 Current Affairs theatre festival Current Affairs theatre festival 174 320,00

3890001 Pan-African Telematic Art Project (PATAP)

Pan-African Telematic Art Project (PATAP) 163 425,00

3891601 The Artists' Helpdesk Pilot Phase

The Artists' Helpdesk Pilot Phase 392 220,00

3892301 Makubenjalo embracing the arts and culture project

Makubenjalo embracing the arts and culture project 141 635,00

3892901 Beads Works Training and employment

Beads Works Training and employment 174 320,00

3898201 The Reunion Event The Reunion Event 174 320,00

3479501 Easy Learning Easy Learning 272 375,00

3502201 Zimboni - Creative Marketplace

Zimboni - Creative Marketplace 261 480,00

3503801 Mamokgadi Pottery Primary Cooperative

Mamokgadi Pottery Primary Cooperative 228 795,00

3575601 Stand Up People Stand Up People 167 000,00

3713201 Music in the air Music in the air 495 000,00

3887401 Youth Ablaze Album Youth Ablaze Album 140 000,00

3904501 Collusion Collusion 719 070,00

3909801 Sistahood Jam Sessions Sistahood Jam Sessions 424 905,00

3928601 Ma Afrika Thutong tsa Mmino wa Setso

Ma Afrika Thutong tsa Mmino wa Setso 87 160,00

3928701 Mojalefa Mojalefa 315 955,00

3444701 Bassline Development Series at the Lyric Theatre

Bassline Development Series at the Lyric Theatre 1 101 585,00

3456301 Maqhawe Schools Set Work Podcast

Maqhawe Schools Set Work Podcast 468 485,00

3456701 Nkowankowa Fireside Theatre. Drama and Acting

Nkowankowa Fireside Theatre. Drama and Acting 566 540,00

3588501 Ubuciko Empowerment Project

Ubuciko Empowerment Project 32 685,00

3659101 Men and Artwork to Adress Gender Based Violence

Men and Artwork to Adress Gender Based Violence 43 580,00

3695801 Music for adult students Music for adult students 54 475,00

3707901 Black Girl Live Black Girl Live 108 950,00

3712801 Digital Readiness Skills Development Programme

Digital Readiness Skills Development Programme 261 480,00

3733001 Notha Arts and trading (pty) Ltd

Notha Arts and trading (pty) Ltd 54 475,00

3737101 Ngqoko Woman Ensemble - Rural Virtual Festival

Ngqoko Woman Ensemble - Rural Virtual Festival 108 950,00





3740701 Eating Art - Dinner Conversations in the Arts

Eating Art - Dinner Conversations in the Arts 152 530,00

3741801 Webshop Webshop 8 200,00

3755001 Africa Converse in Songs Chapter 1

Africa Converse in Songs Chapter 1 1 645 145,00

3756801 Bjele Dreambuilders Pty ltd Bjele Dreambuilders (Pty) LTD 54 475,00

3762401 Learning from Graskopâ€”Beads & Air

Learning from Graskopâ€”Beads & Air 196 110,00

3763301 1000Kings Records 1000Kings Records 13 000,00

3765901 Costume Designing Training and Skills Programme f

Costume Designing Training and Skills Programme 207 005,00

3767501 Art that heals the heart Art that heals the heart 174 320,00

3783001 Back to kasie music tour Back to kasie music tour 382 500,00

3803201 Youth COVID 19 - Heroes Youth COVID 19 - Heroes 217 900,00

3803701 FS 30 Charts FS 30 Charts 108 950,00

3806201 iStimela Sendaba - the story train

iStimela Sendaba - the story train 370 430,00

3806701 Business of the Arts development workshop

Business of the Arts development workshop 108 950,00

3811001 African Bird African Bird 533 855,00

3814101 Youth Arts Program Youth Arts Program 21 790,00

3815301 Lulutho Academy of Arts and Leadership

Lulutho Academy of Arts and Leadership 1 830 360,00

3816401 Virtual Fashion Shows Virtual Fashion Shows 490 275,00

3827501 FSPH Project Online FSPH Project Online 446 378,00

3827801 School Arts & Heritage Education Programme

School Arts & Heritage Education Programme 424 905,00

3835801 CACE Expo - Creative Arts Careers Expo

CACE Expo - Creative Arts Careers Expo 108 950,00

3835901 Makhaya Training Makhaya Training 21 790,00

3839301 Siyasebenza Sewing and multi-purpose Primary Co-op

Siyasebenza Sewing and multi-purpose Primary Co-op 25 000,00

3852501 Yemanjá Film Yemanjá Film 1 056 815,00

3860901 Project Legacy Songbook Project Legacy Songbook 544 750,00

3862101 Easy Freak Live Performance Shoot

Easy Freak Live Performance Shoot 588 330,00

3897201 House Music Unplugged House Music Unplugged 326 850,00

3899301 Raw Talent Raw Talent 163 425,00

3902601 Inkazimulo Youth skills Crafts Training Project.

Inkazimulo Youth skills Crafts Training Project. 130 740,00

3916201 Gender Based Viollence Public Murals

Gender Based Viollence Public Murals 105 000,00

3916401 Free State Annual Music Indies Week

Free State Annual Music Indies Week 76 265,00


PART F: ANNEXURES



3921501ANGEL FOUNDATION HERITAGE AND CULTURAL FESTIVAL

ANGEL FOUNDATION HERITAGE AND CULTURAL FESTIVAL

435 800,00

3924601 Lament Song Of Imbokodo Lament Song Of Imbokodo 141 635,00

3836201 Training SA Community on Khoisan Language

Training SA Community on Khoisan Language 490 275,00

Total 175 067 748,00


PART F: ANNEXURES


ANNEXURE C:COUNCIL CHARTER



137ANNUAL REPORT 2019/20 | NAC

PART F: ANNEXURES


138 ANNUAL REPORT 2019/20 | NAC

PART F: ANNEXURES



TABLE 3: ARTS ADMINISTRATION: TARGETS AND ACHIEVEMENTS

CONTACT US:T: +27(0)87 700 0683F: +27(0)11 838 6363

E: [email protected] | [email protected]

PHYSICAL ADDRESS:66 Margaret Mcingana str (cnr Gwigwi Mrwebi)

Newtown, JohannesburgSouth Africa

www.nac.org.za

RP296/2021ISBN: 978-0-621-49783-0

ANNUAL REPORT | National Arts Council

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