PRESENTATION (APP 2018/19) PORTFOLIO COMMITTEE ON ARTS AND CULTURE 17 APRIL 2018 Parliament of RSA, Cape Town Mrs S. A. Netshiheni

INTRODUCTION Legislative Mandate Section 6 (5) of the constitution enjoins the state to establish a Pan South African Language Board by a national legislation to promote and create condition for the development and use of: i. All Official Languages ii. Khoi, Nama and San Languages iii. Sign Language; and

PANSLAB ACT 59 of 1995 SECTION 2 Promote and ensure respect of all South African official languages thus ensuring that they enjoy parity of esteem Promote and ensure respect for- i. All languages commonly used by communities in South Africa …

Vision The custodian of multilingualism to promote social cohesion in South Africa. Mission Promote multilingualism Create conditions for the development and use of all official South African language, including the Khoi, Nama and San languages and Sign Language Promote respect for and recognition of all languages, including previously marginalised languages and all other languages commonly used by communities in South Africa Promote the development of previously marginalised languages Advocate for rights relating to language and the status of languages Initiate, enable and conduct research in accordance with PanSALB’s mandate

STRATEGIC OUTCOME-ORIENTED GOALS OF PANSALB In line with Section 6(5)(a) of the Constitution and the objects of the PanSALB Act, the following strategic objectives have been identified as critical: Creation of conditions for development and use of the South African official languages Ensure the equitable use of South African official languages through the promotion of multilingualism To ensure protection of linguistic human rights Creation of the institutional ability to deliver on the core business and comply with legislation, regulations and prescripts

OVERVIEW OF THE PANSALB PROGRAMMES We conduct our activities through the following two broad programmes, viz: PROGRAMME 1 (Administration and Institutional Support): Provides administrative support for optimal functioning of the our core business. It consists of the following: Finance, Supply Chain, IT and Institutional Planning and Governance. PROGRAMME 2 (Language Development, Use and Equitability): The basis of this programme is the Constitution of the Republic and the PanSALB Act, which is mainly about the promotion and creation of the conditions for the development of all official languages, including Khoi, Nama, San and Sign Languages. It consists of the following sub-programmes: Language Development and Use; Equitability of Language Use and Linguistic Human Rights.

PROGRAMME 1 Administration and Institutional Support

Strategic Objectives for Programme 1:

SUB-PROGRAMME 1.1 FINANCE No Key Performance Indicator Performance 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.1.1 Audit opinion of the AGSA Unqualified Audit Opinion Clean Audit Annually Submission of the AFS/PR/ Leave Provisions/Contingent Liabilities & Assets/HR Files/ Declaration of Interest/Performance Assessments/UIFW Register/Contract Register/ Assets Register Clean Audit Opinion Implementation of Audit Remedial/Action Plan Review the Progress & Effectiveness of the Internal Controls 1.1.2 Number of Quarterly Reports (Financial Statements) submitted to DAC & National Treasury 4 1- Submission QR Approved by the CEO/AC/AA 1.1.3 Percentage adherence to timelines for statutory submissions (to DAC, NT & AGSA), namely ENE, AFS, Quarterly Reports & Procurement Report. 100% Principles

Financial Management Risk Management Risk Risk Description Consequences Mitigation/Control Measures Finance Management and Reporting Late submission of the financial statements from the NLUs Poor financial management and accounting(reporting) Non-compliance with the legislation Unfavourable audit opinion of the financial statement Reputational damage Reductions in funding Prepare the financial statement on monthly basis using the Caseware Standardising the accounts of the NLUs for consolidation Conduct detailed review of the AFS by the Internal Audit before submission to the authorities

SUB PROGRAMME 1.2 SUPPLY CHAIN MANAGEMENT No Key Performance Indicator Performance 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.2.1 Percentage Implementation of the Demand Management & Procurement 90% Approved DMP for 2018/19 90% Implementation Approved Specifications & Requisitions 1.2.2 Number of new incidences of Deviation, Irregular, Fruitless and Wasteful Expenditure O 0 - Incident 0- Incident 1.2.3 Percentage of total value of procurement awarded to BBBEE compliant service providers 75% 100%

Supply Chain Management Risk Management Risk Risk Description Consequences Mitigation/Control Measures Supply Chain Management Inadequate alignment between strategy and SCM (demand management) planning. Poor decision-making about sourcing strategies and performance management Non-responsive supply chain management system Failure to deliver on the mandate Noncompliance with the legislation Wastage of resources Unauthorised, Irregular, Fruitless and Wasteful Expenditure Develop the Demand Management and Procurement Plan

SUB-PROGRAMME 1.3 ICT SERVICES No Key Performance Indicator Performance 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.3.1 Approved integrated enterprise-wide ICT Architecture Plan and Schedule Implementation 1 Annually Draft ICT Enterprise-Wide Architecture Pan and Schedule Approved ICT Enterprise-Wide Architecture Pan and Schedule 1.3.2 Percentage implantation of Business Continuity and Disaster Recovery Plan 90% Quarterly Implementation Report for BCDRP – 90%

Information Technology Services Risk Management Risk Risk Description Consequences Mitigation/Control Measures IT Infrastructure - Management of services and resources Inadequate governance of the ICT Infrastructure and asset base does not meet current and future business process requirements The arrangements in place for services, contingencies and business continuity not being effective. Duplicate efforts and increased inefficiencies Infrastructure and asset base not supporting the delivery of service outcomes. Enforce implementation of the IT Strategy aligned to the Charter/Framework Regular performance monitoring and review of the IT system and service providers. Review the Asset Management planning process.

SUB-PROGRAMME 1.4 HUMAN RESOURCES MANAGEMENT No Key Performance Indicator Performance 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.4.1 Approved HR Plan aligned to PanSALB Strategy - 1 Quarterly Approved HR Plan Implementation Report 1.4.2 Percentage vacancy rate against approved staff compliment 20% 1.4.3 Percentage of performance assessments finalised 80% 90% - finalised timely

Human Resources Management Risk Management Risk Risk Description Consequences Mitigation/Control Measures Human Resource Management HR planning misaligned to the PanSALB strategy Lack of continuity/retention Ongoing litigations against the PanSALB Misplace and underemployment of the human resources Lack of business continuity Failure to attract and retain suitably qualified and experienced candidates Lack of productivity Integrate HR Planning to Strategic Planning processes, Adopt a targeted critical skills development approach Settle the outstanding/pending cases and recover the cost from all awards in favour of PanSALB

SUB-PROGRAMME 1.5 MARKETING AND COMMUNICATIONS No Key Performance Indicator Performance 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.5.1 Number of PanSALB Offices branded - 2 Bi-annually 1 1.5.2 Number of articles published about PanSALB 700 100 250 50 300 1.5.3 Percentage implementation of the internal communication plan 100% 25% 50% 75%

SUB-PROGRAMME 1.6 INSTITUTIONAL PLANNING AND GOVERNANCE No Key Performance Indicator 2017/18 Annual Target 2018/19 Reporting Frequency Quarterly 1st 2nd 3rd 4th 1.6.1 Number of Risk Reports produced per King III requirements 4 Quarterly 1 1.6.2 Number of submissions of the SP & APP 3 Bi-annually Review/Evaluation 1st Draft Submission 2nd Draft Submission Final SP & APP 1.6.3 Number of Performance Information Reports submitted to relevant authorities 1.6.4 Numbers submission of the annual report to relevant authorities Yearly Pre-Audit Submission Final Annual Report N/A

PROGRAMME 2 Language Development, Use and Equitability

Strategic Objectives for Programme 2:

Sub-programme 2.1: Language Development and Use No Key Performance Indicator 2017/18 Annual Target Reporting Frequency Quarterly 1st 2nd 3rd 4th 19 Number of dictionaries developed and produced per year 9 11 Annually - 20 % of terminology list authenticated 50% 10% 25% 35% 21 Number of revised spelling and orthography rules for the previously marginalised official languages printed and distributed 10 22 Report on language research conducted 1 Report on language Research Report on language Researc

Sub-programme 2.1: Language Development and Use No Key Performance Indicator 2017/18 Annual Target Reporting Frequency Quarterly 1st 2nd 3rd 4th 24 Number of NLBs structures constituted 13 Annually - 25 Number of PLCs structures constituted 9 26 Establishment Khoi, Nama and San Language Centre Established Khoi, Nama and San Language centre Consultation Approval of the Strategy Implementation of strategy Established centre

Sup-programme 2.2: Equitability of Language Use No Key Performance Indicator 2017/18 Annual Target Reporting Frequency Quarterly 1st 2nd 3rd 4th 27 Consolidated monitoring report on the implementation of the use of official languages Act 1 Consolidated monitoring report Annually - 28 Number of activities in celebration of significant days 3 29 Number of awareness campaign on SASL

SUB-PROGRAMME 2.3 Linguistic Human Rights No Key Performance Indicator 2017/18 Annual Target Reporting Frequency Quarterly 1st 2nd 3rd 4th 30 Number of linguistic human rights campaigns conducted 1 3 - 31 % of linguistic human rights complaints monitored 70% 100% 25% 32 % of linguistic human rights complaints resolved 20% 35% 50%

Language Development, Use and Equitability Risk Management Risk Risk Description Consequences Mitigation/Control Measures Lack of service delivery by the PanSALB Inability to promote and create enabling conditions for development and equitable use of official languages . Failure to carry out the mandate of the institution Waste of already constrained resources Lack or limited development of languages Lack response to linguistic rights complaints Reconstitution of structures Governance workshops Review of the Norms and Rules Review of the Memorandum of Incorporations for NLUs Amending the PanSALB Act Request for additional funding

Challenges We could not achieve some of the NLU indicators because most Board of Directors are not functional Some of Linguistic Human Rights indicators could not be achieved because the organization does not have Legal person In the absence of the Board the Norms and Rules for NLBs and PLCs could not be finalised

Annual Budget 2018/19

REVENUE REVENUE 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 Transfer from the DAC 90,983 113,073 91,967 108,634 113,587 122,227 128,954 Transfer from the MP DSAC 150 Interest Earned 749 851 45 887 Roll-Over Allocation Special Grant – Rollover for CCMA/LR 20,000 Roll-over - Admin 6,000 Total 135,533 114,588 122,272 129,841 Programme 1: Administration and Support 28,644 36,387 40,251 73,962 51,830 54,265 57,367 Programme 2: Language Development, Use and Equatability 62,339 76,686 51,716 61,571 62,758 68,006 72,475 TOTAL REVENUE

EXPENDITURE ECONOMIC CLASSIFICATION PROGRAMMES 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 R’000 ECONOMIC CLASSIFICATION Compensation of Employees 49,684 46,697 41,184 48,703 50,588 53,731 55,059 Goods and Services 24,543 47,828 31,119 66,389 42,027 44,919 49,389 Transfers - NLUs 16,756 18,548 19,664 20,441 21,974 23,622 25,393 90,983 113,073 91,967 135,533 114,588 122,272 129,841 PERCENTAGE DISTRIBUTION/ALLOCATION 55% 41% 45% 36% 44% 42% 27% 34% 49% 37% 38% 18% 16% 21% 15% 19% 20% ALLOCATION PER PROGRAMME Programme 1: Administration and Support 31% 32% Programme 2: Language Development, Promotion and Equitability 69% 68% 56% DIVISION OF BUDGET BETWEEN KPIS VS COMMITMENTS Commitments 15,312 16,843 16,180 17,936 19,730 21,703 23,331 KPI Funding 9,231 30,985 14,939 48,453 22,297 23,216 26,059

PROGRAMME 1: ADMINISTRATION BUDGET SUB - PROGRAMMES 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 R’000 Sub-programme 1.1 Finance and Supply Chain Management 9,156 11,961 16,559 27,257 26,505 28,212 30,097 Sub-programme 1.2 Information Technology 6,615 7,732 2,778 4,748 4,786 4,371 4,510 Sub-programme 1.3 Human Resource Management 5,344 11,105 9,993 26,588 6,804 6,908 7,270 Sub-programme 1.4 Marketing and Communication 2,718 3,294 5,260 6,609 4,858 5,186 5,573 Sub-programme 1.5: Institutional Performance and Governance 4,811 2,295 5,661 8,759 8,877 9,587 9,917 TOTAL 28,644 36,387 40,251 73,962 51,830 54,265 57,367

PROGRAMME 2: BUSINESS DEVELOPMENT BUDGET SUB - PROGRAMME 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 R’000 Sub-programme 2.1: Language Development and Use 60,795 75,610 50,886 58,135 59,176 63,536 67,405 Goods and Services 13,535 22,357 5,909 4,931 4,766 5,781 6,579 Compensation of Employees 29,985 32,234 22,980 26,110 26,300 27,622 28,491 Transfer - National Lexicography Units 16,756 18,548 19,664 20,441 21,974 23,622 25,393 Transfer - National Language Bodies 75 1,419 1,003 3,854 4,084 4,264 4,588 Transfer - Provincial Language Committees 444 1,052 1,330 2,800 2,053 2,248 2,353 Sub-programme 2.2: Equitability of Language Use 85 65 60 1,274 1,350 1,750 2,000 Sub-programme 2.3: Linguistic Human Rights 1,459 1,011 770 2,162 2,232 2,720 3,070 Total 62,339 76,686 51,716 61,571 62,758 68,006 72,475

IMPLICATIONS OF THE BUDGET CUTS PanSALB experienced the budget cuts for R9.3 million over the MTEF period, an average reduction of R3 million per financial year. The has been made worse by the VAT increase from 14% to 15%. The budget cuts will increase the effects of financial constraints that are already being experienced by PanSALB, considering its funding level (under funding of the language mandate). Implications: Freeze the vacancies and only fill the critical positions Review contract for value for money and necessity Strike balance of short-term deliverables against medium – long term deliverables. Intensify our fight against any leakages in the system (irregular, fruitless and wasteful expenditure) Leverage on the use of technology Only undertake project that will create desired impact, and forge partnership with other institutions with similar mandate.

Ri a Livhuwa Re a leboga Siyabonga Enkosi Baie Dankie Ha Kensa