1. WAR MUSEUM OF THE BOER REPUBLICS
DEPARTMENT OF ARTS AND CULTURE
6/17/2018
WAR MUSEUM OF THE BOER REPUBLICS
DEPUTY DIRECTOR-GENERAL: INSTITUTIONAL GOVERNANCE
DATE: 04 MAY 2017

2. PRESENTATION OUTLINE Background Ministers Key Priorities
Performance Overview
Three Year Performance Overview
Income and Expenditure Trends
Assets and Liabilities
Audit Outcome
Governance
Challenges and Interventions

3. BACKGROUND
War museum of the Boer Republics is a schedule 3A public entity.
The Museum was established in terms of the Cultural Institutions Act, 1998 (Act No. 118 of 1998).
The museum receives institutional transfers from the Department of Arts and Culture to finance its operations and address its Infrastructural needs.
The entity discharges its obligations through three programs, namely Administration, Business Development and Public Engagement

4. MINISTER'S KEY PRIORITIES
For the 2017/18 financial year the entity is planning to respond to the Ministers key priorities in the following programs:
New brochure in three languages – English, Afrikaans and Sesotho
100 Iconic items – in process
Agreement reached with the Rijksmuseum in Amsterdam for an exhibition of the South African War – For this purpose the Rijksmuseum requested some items on loan from the museum, the exhibition opened early in 2017.

5. ALIGNMENT TO DAC STRATEGY
Strategic outcome oriented goal
DAC strategic objective
War museum strategic goal
Indicator
Output for 2017/18
A professional and capacitated ACH sector.
To build human resource capacity and promote excellence.
To provide the necessary support for museum’s key focus areas through the promotion of public accountability and achievement of high standards of corporate governance
Achievement of unqualified audit report
Unqualified audit report
Training and development of own staff (number of topics on which staff received training) and skills transfer to the community/ heritage sector through number of skills development programmes presented.
Number of topics on which staff received training
4 topics per annum

6. ALIGNMENT TO DAC STRATEGY
Strategic outcome oriented goal
DAC strategic objective
War museum strategic goal
Indicator
Output for 2017/18
A professional and capacitated ACH sector.
To build human resource capacity and promote excellence.
Training and development of own staff (number of topics on which staff received training) and skills transfer to the community/ heritage sector through number of skills development programmes presented.
Number of skills development programmes per annum presented
1 programme presented per annum

7. ALIGNMENT TO DAC STRATEGY
Strategic outcome oriented goal
DAC strategic objective
War museum strategic goal
Indicator
Output for 2017/18
A transformed and productive ACH sector.
To develop, protect and promote heritage.
Number of exhibitions and heritage awareness campaigns
Number of permanent exhibitions (new/updated/transformed)
2 exhibitions
Number of temporary exhibitions
4 exhibitions
Number of heritage awareness campaigns (dissemination of information)
1 campaign

8. ALIGNMENT TO DAC STRATEGY
Strategic outcome oriented goal
DAC strategic objective
War
museum strategic goal
Indicator
Output for 2017/18
An integrated and inclusive society
To lead, coordinate and implement social cohesion programme
To expand collections with 10 heritage items (particularly Black and British participation) per annum and to maintain (including restoration) and conserve current collections ( 1 type/ category of items or part thereof).
Number of heritage items obtained (new acquisitions – Black and British participation)
10 items
Research support provided to writers and own books published (number of publications culminating from these activities)
Number of publications for which the museum provided research support or were directly involved in publishing
1 publication
Number of educational outreach initiatives
Number of schools visited
16 schools

9. HUMAN CAPITAL AS AT 31 DECEMBER 2017
White
African
Persons with disabilities
Total
Male
Female
Top management 1
Senior management 2
Professionally qualified and experienced specialists in mid - management
Skilled technical and academically qualified workers, junior management, supervisors, foremen, and superntedents 4 5
Semi- skilled and discretionary decision making
Unskilled and defined decision making 7
Contract staff
Interns 8 9 3 14 11

10. PERFORMANCE OVERVIEW Quarter 3 (2016/17)

11. PERFORMANCE OVERVIEW CONT…
The entity had projected 4 targets in quarter 3, and only one was achieved and the other three were not achieved.
one target was affected by the school holidays.
The other two not achieved targets are:
number of heritage items received and;
number of temporary exhibition

12. PERFORMANCE OVERVIEW OVER THREE YEARS
2013/14
2014/15
2015/16
Achieved
96%
100%
Not achieved 4% 0%

13. INCOME AND EXPENDITURE TRENDS
DEPARTMENT OF ARTS AND CULTURE
6/17/2018
INCOME AND EXPENDITURE TRENDS
2013/14
2014/15
2015/16
2016/17 (end of quarter 3)
R’000
Income
13,160
20 623
13 928
9 302
Government Grant
8 022
8 613
9 121
7 204
Infrastructure grant note 1
1 665
Own Income note 1
3 243
12 010
4 807
433
Expenditure
12 427
20 170
14 126
9 924
Surplus/(Deficit)
222
117
(1 770)
(622)
Note 1 –grant for infrastructure includes the following: garden of remembrance, new exhibition space and storage, and extension of restaurant, own income composes of deferred income from infrastructure projects and NT transfers for audit fee subsidy as it exceeds 1% of capital and current expenditure. It also includes the sponsorship and the Lotto,

14. AUDIT OUTCOME 2013/14 2014/15 2015/16 Audit Outcome Unqualified
Qualified – GRAP 103

15. GOVERNANCE War Museum 2014/15 2015/16 2016/17 as at quarter 3
Number of Council members 9 7
Number of Council meetings 4 2 3
Number of Council committee meetings 1
Attendance rate of Council meetings
72%
86%
76%
Number of Audit Committee meetings
Number of Management meetings 12
Number of Staff meetings

16. CHALLENGES AND INTERVENTIONS
INTERVENTIONS BY DAC
Infrastructure
Increase in escalation costs which were initially not budgeted for
Financial
Increased post retirement benefits
Implementation of GRAP 103
Funds have been transferred to the entity.
DAC is exploring possibilities to alleviate this challenge through engagements with Treasury and the affected entities.
A Task team between affected entities and Treasury has been set to determine which heritage assets to evaluate and to place value on. 17

17. CHALLENGES AND INTERVENTIONS
INTERVENTIONS BY DAC
Human resource
Shortage of staff – Supply chain management unit and human resources
Audit fees
As per Section of the Public Audit Act the entity is experiencing financial difficulties and it deserves to be subsidized by the National Treasury on condition that they pay first their budgeted 1%
DAC to explore opportunities to assist the entity.
DAC received confirmation from National Treasury that the entity is subsidized as it qualifies per the PAA Act. 18

18. DEPARTMENT OF ARTS AND CULTURE
6/17/2018
THANK YOU