1. NATIONAL ARTS COUNCIL OF
SOUTH AFRICA
PRESENTATION TO PORTFOLIO COMMITTEE ON ARTS AND CULTURE
6 NOVEMBER 2007 – 10H00
VENUE: ROOM V226, SECOND FLOOR OLD ASSEMBLY WING,
120 PLEIN STREET, CAPETOWN.

2. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
INDEX PAGES
Background of the National Arts Council of South Africa
2. Review of the Annual Report 2007 year.
2.1 Financial Review and Audit Report, and
2.2 Funding Allocations
Background to Accumulated Surplus
4. Highlights
5. Challenges
6. Thank you note
7. Summary of Budget 2008 / 2009 Year

3. 1. BACKGROUND OF THE NATIONAL ARTS COUNCIL OF SOUTH AFRICA
OUR VISION
To promote, through the arts, the free and creative expression of South Africa’s cultures.
MISSION
To develop and promote excellence in the arts.

4. 1. Background of the National Arts Council of South Africa.
The NAC was established through Act no 56 of Its vision is to promote through the arts, the free expression of South Africa’s cultures, while its mission is to promote excellence in the arts.
The NAC receives its annual grant from the National Department of Arts Culture. The NAC is governed by a Board which comprises 23 members, 14 of whom are appointed by the Minister of Arts and Culture, the remaining 9 members are the provincial representatives.
The Board is mandated to approve recommendations for funding from Advisory Panel members. Advisory Panel members are publicly nominated and appointed by the Board.
The National Arts Council currently offers financial support to organisations and individuals involved in dance and choreography, literature, music, theatre, multi-discipline, visual arts and craft projects. Each discipline is chaired by a Board member.

5. Appointment of New Council
1. Background of the National Arts Council of South Africa
The NAC operated without a Council for approximately 18 months and a new Council was only inaugurated in September 2006, 6 months into the year under review.
The Council had to prioritise its plans and the top three priorities and key deliverables for the year under review were identified as:-
1. An improved Audit Report,
2. An improved Staff moral,
3. An improved Public image.
Whilst the Council recognised that funding remains an integral part of the NAC’s work, it is clear that this is not the only role for which it was established.
The key aspect of the NAC’s strategy relates to the development of an integrated model that will ensure harmonious work between the Provincial Arts and Culture, the Provincial Department of Arts and Culture as well as the NAC. This will necessitate the overhaul of the funding model and the Council plans a series of consultative meetings with all stakeholders over a period of time.
The three year strategy will include improved grant making processes, transformation in the arts research and policy, broader cultural participation and audience development, international liaison and fostering a shared South African identity.

6. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.1 STATEMENT OF FINANCIAL PERFORMANCE FOR THE YEAR ENDED 31 MARCH 2007
Note
R R
REVENUE ,288, ,033,458
Grants received ,081, ,894,000
Grants and initiatives expired ,935, ,170,508
Interest received ,892, ,614,774
Other income , ,176
EXPENDITURE ,517, ,510,482
Agreed distribution transferred to
project and bursary creditors and
initiatives ,202, ,571,768
Operating costs ,314, ,938,714
Surplus / ( Deficit ) for the year ,770, (1,477,024)

7. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.1 STATEMENT OF CHANGES IN NET ASSETS FOR THE YEAR ENDED 31 MARCH 2007
Accumulated Total
surplus
R R
Balance at 1April ,646, ,646,635
Net deficit for the year (1,477,024) (1,477,024)
Balance at 31 March ,169, ,169,611
Surplus for the year ,770, ,770,532
Balance at 31 March ,940, ,940,143

8. Property, plant and equipment 3 3,324,401 3,405,649
NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.1 STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2007
Note
R R
ASSETS
NON - CURRENT ASSETS
Property, plant and equipment ,324, ,405,649
CURRENT ASSETS ,052, ,901,035
Accounts receivable , ,373,000
Cash and cash equivalents ,367, ,528,035
TOTAL ASSETS ,376, ,306,684

9. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.1 STATEMENT OF FINANCIAL POSITION AS AT 31 MARCH 2007
Note
R R
NET ASSETS
TOTAL NET ASSETS ,940, ,169,611
Accumulated surplus 29,940, ,169,611
LIABILITIES
CURRENT LIABILITIES 37,436, ,137,073
Accounts payable , ,877
Provisions , ,827
Projects and bursaries payable ,502, ,568,187
Administered Funds ,458, ,163,182
TOTAL NET ASSETS AND LIABILITIES 67,376, ,306,684

10. 2.1Summary of the Audit Report History for the past 4 years.
NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.1Summary of the Audit Report History for the past 4 years.
Over the 3 years preceding the year under review, the institution’s
governance and compliance record grew steadily worse.
However, the audit outcome for the 2006/7 year is evidence
of a comprehensive turnaround in this area.

11. NATIONAL ARTS COUNCIL OF SOUTH AFRICA Applications Received
2.2 FUNDING ALLOCATIONS
Applications Received
Funding Requested
1620 R

12. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.2 FUNDING ALLOCATIONS – PER DISCIPLINE

13. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
2.2 FUNDING ALLOCATIONS PER PROVINCE

14. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
3. Background To Accumulated Surplus
Over the period, 2004 to 2007, the NAC has cumulatively allocated in excess of 75% of its annual parliamentary appropriation to grants to the arts in accordance with S16(2)(a) of the NAC Act.
Over the 4-year period 86% of the parliamentary appropriation was allocated as grants. These grants allocations are held in a current liability account from which actual grants disbursements are drawn down and are then reflected in the performance statement as expenditure. While the grants allocations were allocated to applicants in each year, not all applicants were actually paid their allocated funds. This is accumulated surplus is a result of :
Applicants that did not claim their allocations because they became defunct or the
projects for which they applied were no longer viable,
Applicants whose allocations were withheld due to contractual non-compliance and
Interest earned, rental income and savings on administration costs. The result is that a
grants surplus developed and accumulated over the years.
These surpluses were not immediately apparent since they were held as part of the overall
current liability owed to applicants. It was only after an analysis of grants undertaken during
March 2007 to May 2007 that expired grants were identified and quantified as set out in the
table below. Note that expired grants are defined as grants that have either not been
claimed for period of 1 year after the allocation decision was taken; or have not satisfied
contractual terms by the due date.

15. 3. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
Historical analysis of grants to the arts
Prior Years
R’m
2004
2005
2006
Parliamentary allocation -
42.1
44.7
47.9
Grants allocation per NAC Act (75%)
31.6
33.5
35.9
Grants allocated (R’m)
Grants allocated (% of appropriation)
28.4
67%
46.5
104%
45.6
95%
Grants actually paid out
25.5
29.4
40.0
Balance of Grants Allocated
2.9
17.1
5.6
Expired Grants
7.1
6.9
0.1
Accumulated operating surplus as at 31 March 2006
Operating surplus for the period 2006/7
Accumulated expired grants as at 31 March 2007
Total accumulated surplus as 31 March 2007
Less: Fixed Assets
( )
Accumulated surplus available for re-allocation

16. 3. NATIONAL ARTS COUNCIL OF SOUTH AFRICA

17. 3. NATIONAL ARTS COUNCIL OF SOUTH AFRICA

18. NATIONAL ARTS COUNCIL OF SOUTH AFRICA
4. HIGHLIGHTS 2006/2007
» NAC delivers its first unqualified audit report in four years
» NAC allocates R48,2m to 426 arts entities
» NAC allocates 78% of annual parliamentary appropriation
as grants to the arts. This is in excess of the legal
requirement of 75%.
» NAC wins bid to host 2009 the IFACCA (International Federation of Arts
Councils and Cultural Agencies) World Summit on Arts and Culture.

19. 5. CHALLENGES OF THE NATIONAL ARTS COUNCIL OF SOUTH AFRICA
The strategic challenges that the NAC will need to address in
the coming year and beyond are as follows:
» The NAC needs to provide leadership in the sphere of public funding of the arts. Currently, the NAC is a small player in an arts funding landscape that is confusing and inefficient. There is now an opportunity, given the NAC’s improved governance environment, to consider centralizing the management of public funds to arts at the National Arts Council.
» There is a need for equity and balance of funding across our various communities, the arts disciplines and across our provinces. However, the treatment of this issue should not be approached naively but should take account of the inherent complexities of resource allocation in the arts.
» There is a dire need for intervention in the arts at the sectoral level. Such intervention – which would include sector research, advocacy, policy input and the like – is very much a part of the NAC’s mandate and the NAC must step into
the breach.
» The NAC must identify its stakeholders and engage more effectively with them – such engagement should not emphasize the promotion of the NAC but should seek to add value to the NAC’s stakeholders through the dissemination of
information and knowledge … Budget

20. Committee on Arts and Culture. Mr Nicholas Motsatse,
6. THANK YOU
The National Arts Council of South Africa wishes to thank the Portfolio
Committee on Arts and Culture.
Mr Nicholas Motsatse,
Chairperson of the NAC Board.
Ms Brenda Madumise
Deputy Chairperson of the NAC Board.
Mr Navin Lakha,
Chairperson of the Audit Committee.
Mr Kiran Isvarlal,
Chief Financial Officer.
Mrs Julie Diphofa,
Chief Operating Officer.
Presentation prepared by : Mr Kiran Isvarlal (Chief Financial Officer),Mrs.Julie Diphofa ( Chief Operating Officer ), Mrs Nazlie Walters(Finance Officer) and Mr Andy Perumal ( IT and Database Officer).