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Presentation to the Parliamentary Portfolio Committee on Arts

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CONTENT Overview of the NHC: Mandate, Vision & Mission Statement Overview of Key Challenges raised by the previous Audit Report Strategic Objectives 2010/11 & 2011/12 ... – PowerPoint PPT presentation

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Title: Presentation to the Parliamentary Portfolio Committee on Arts


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Presentation to the Parliamentary Portfolio
Committee on Arts Culture on NHCs Turnaround
Strategy informed by the Audit Reports 2009/10
2010/11
By Adv. Sonwabile Mancotywa CEO of the NHC
13 JUNE 2012
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CONTENT
  • Overview of the NHC Mandate, Vision Mission
    Statement
  • Overview of Key Challenges raised by the previous
    Audit Report
  • Strategic Objectives 2010/11 2011/12
  • Problem Statement on General Audit Challenges
  • Turnaround Strategy employed by Management
  • General Governance Issues
  • Overview of the Financial Results (2010/11 and
    2011/12)
  • Highlights of Programmes Milestones
  • Key Challenges
  • Focus Going Forward

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OVERVIEW OF THE MANDATE OF THE NHC
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LEGISLATIVE MANDATE
  • NHC is a Schedule 3A public entity under the DAC
  • The mandate of the NHC is contained in Section 4
    (Objectives) of the National Heritage Act no. 11
    of 1999 as per the objects of the Act as stated
    below
  • Develop, promote and protect the national
    heritage for present and future generations.
  • To coordinate heritage management.
  • To protect, preserve and promote the content and
    heritage which resides in orature in order to
    make it accessible and dynamic.
  • To integrate living heritage with functions and
    activities of the Council and all other heritage
    authorities and institutions at national,
    provincial and local levels.
  • To promote and protect indigenous knowledge
    systems including but not limited to enterprise
    and industry, social upliftment, institutional
    framework and liberatory processes and
  • To intensify support for the promotion of history
    and culture of all our peoples and particularly
    to support research and publications on
    enslavement in South Africa.

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VISION
To build a nation proud of its African
heritage
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MISSION
To transform, protect and promote
South African heritage for sustainable
development
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STRATEGIC OBJECTIVES FOR 2010/11 2011/12
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PROBLEM STATEMENT ON GENERAL AUDIT CHALLENGES
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OVERVIEW OF KEY CHALLENGES PRESENTED IN THE
AUDIT REPORT OF 2009/2010 HIGHLIGHTED BY THE POC
ON 15 JUNE 2011
  • Audit Opinions
  • 7 years of unqualified audit reports (since
    inception)
  • Matters of emphasis
  • Restatement of corresponding figures
  • Fruitless and wasteful, and irregular
    expenditure
  • Findings on Legal and regulatory requirements
  • Pre-determined objectives
  • Compliance with Public Management Act
  • Financial Management (internal control)
  • Leadership
  • Oversight by Accounting Authority
  • Financial and Performance Management

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SUPPLY CHAIN MANAGEMENT RELATED CHALLENGES
DIAGNOSED BY MANAGEMENT
  • Non-aligned Procurement Policy with National
    Treasury imperatives
  • Inadequate reporting to National Treasury on bids
    exceeding determined Thresholds
  • Challenges related to contracting on funded
    projects
  • Inexperience in dealing with unsolicited bids
  • Presentations at Bid Adjudication Committee were
    found to be introducing a new requirement against
    treasury regulations and applicable practice
    notes and thus unfairly prejudicial to those who
    did not get shortlisted.
  • Inexperience with dealing with sole service
    providers and management of partnerships and
  • Insufficient training on procurement and supply
    chain activities.

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CHALLENGES ON PRE-DETERMINED OBJECTIVES
  • Pre-determined objectives did not meet the SMART
    principles
  • 100 of planned and reported targets were not
  • Measurable in identifying the required
    performance and
  • Time bound in specifying the time period or
    deadline for delivery.
  • Information included in the annual report was not
    adequately reviewed prior to submission for
    audit.

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INTERNAL CHALLENGES DIAGNOSED BY MANAGEMENT
INFORMED BY AUDIT REPORT
  • Inadequate Human Resource Capacity organisation
    wide
  • Inadequate organisational structure to meet
    strategic goals
  • Lack of congruency of internal systems to respond
    to organisational demands beyond functional
    boundaries
  • Inexperienced personnel on handling procurement
    processes at their functional levels
  • Insufficiently trained on functional units on
    supply chain and procurement activities and
  • Financial and functional policies were not been
    reviewed annually.

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CHALLENGES ON LEADERSHIP BY ACCOUNTING AUTHORITY
IDENTIFIED IN THE AUDIT REPORT
  • AG found that the Accounting Authority did not
    adequately review financial and
  • performance information which could be attributed
    to the following
  • Absence of Council / Accounting Authority and
    sub-committees to play oversight role in the
    implementation of programmes during the 2009/10
    financial year contributed
  • Accounting Authoritys appointment in 2010/11 was
    short term of four months and left a gap until
    second quarter of 2011/2012
  • Appointment of Accounting Officer as Interim
    Accounting Authority came with limitations on
    powers that could be exercised
  • The Interim Accounting Authority could not
    exercise certain duties to avoid conflict of
    interest as Accounting Officer
  • Submission of financial and performance
    information reports for audit could not be
    verified for accuracy by the Accounting Authority
    before submission for audit.

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TURNAROUND STRATEGY EMPLOYED BY MANAGEMENT TO
REMEDY AUDIT CHALLENGES
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REMEDIAL STEPS TAKEN ON GOVERNANCE TO ADDRESS
AUDIT CHALLENGES
  • Accounting Authority appointed for part of
    2010/11 and 2011/12 albeit with two lapses of
    term in between
  • Council and Council Committees have been
    appointed and are functional in terms of
    reviewing the implementation of Strategy as well
    as financial and performance information
  • Council has developed a new Strategic Vision and
    Mission Statement
  • A New Five Year Strategic Plan and APP have been
    developed and submitted to Parliament
  • Governance tools for Council and Committees have
    been developed
  • The Audit and Risk Committee has been appointed
    and fully functional
  • A system of internal control through internal
    audit is fully functional

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REMEDIAL STEPS TAKEN BY MANAGEMENT ON
INTERNAL ISSUES TO ADDRESS AUDIT CHALLANGES
  • An Implementation Plan to address audit
    challenges has been developed and 95 implemented
    and the Audit Risk Committee is continuously
    appraised of the plan
  • HR Capacity in the Finance and Supply Chain
    Management Unit has been beefed up
  • Employees involved in procurement processes have
    began undergoing SCM Training with PALAMA
  • The Organisational Structure has been reviewed to
    match the demands of organisation and its mandate
    over a period of time
  • Adherence to National Treasury Circulars and
    Practice Notes
  • Mechanism to deal with unsolicited bids and
    partnership developed and being implemented
  • A system of managing contracts has been
    introduced and is functional

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REMEDIAL ACTION BY MANAGEMENT ON FINANCE,
ADMINISTRATION, RISK MANAGEMENT INTERNAL
CONTROLS
  • Budget Regular monitoring of budget and
    expenditure is done
  • Information Technology Disaster Recover Plan
    (DRP) and Business Continuity Plan (BCP) were
    developed and approved
  • Risk Management Risk Management Strategy and
    Fraud Prevention Plan developed and being
    implemented
  • Internal Audit Internal Audit is functional and
    continues to assist Management to maintain
    effective controls through evaluation of internal
    controls to determine their effectiveness and
    efficiency, and make recommendations
  • Finance, HR, IT Policies policies are reviewed
    annually to align with legislative imperatives.

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TURNAROUND STRATEGY EMPLOYED BY MANAGEMENT TO
REMEDY AUDIT CHALLENGES
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EVOLUTION OF COUNCIL
  • ORGANISATIONAL TRANSITION
  • 1st Councils term - 01 April 2004 to 30
    September 2006
  • 2nd Councils term - 01 April 2007 to 31 March
    2010
  • 3rd Councils term - 01 June 2010 to 05 October
    2010
  • 4th Council was inaugurated on 29 September 2011

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MANAGEMENTS GUIDING GOVERNANCE IMPERATIVES
  •   In pursuit of its mandate NHC complies with the
    following legislative and regulatory imperatives
  • National Heritage Council, 1999 (Act No.11 of
    1999)
  • Public Finance Management Act No.1 of 1999 (PFMA)
  • Treasury Regulations made in terms of the PFMA
  • Practice Notes made in terms of Treasury
    Regulations and the PFMA
  • King III Code on Corporate Governance
  • Other applicable public sector policy and
    legislation

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MANAGEMENTS COMPLIANCE WITH GOVERNANCE
IMPERATIVES
  •  
  • The following compliance requirements have been,
    and are continuously met
  • Strategic Plan 2011-14 duly submitted to DAC
    during February 2011
  • New Strategic Plan 2012/17 APP submitted to DAC
    Parliament timeously.
  • Quarterly reports for the 2011/12 Fin Yr
    submitted on due dates.
  • AFS for 2010/11 submitted on 31 May 2011 for
    2011/12 will be submitted on 31 May 2012.
  • Audited AFS and performance information for
    2010/11 submitted on 31 July 11 and for 2011/2012
    is due for submission no later than 30 May 2012.
  • Annual report 2010/11 submitted on 31 August 11
    and tabled in Parliament during September 2011.

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FINANCIAL OVERVIEW
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BUDGET ALLOCATION BY GOVERNMENT
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BUDGET ALLOCATION 2011/2012
Larger portion of the budget allocated to core
business
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BUDGET ALLOCATION 2011/2012
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PROGRAMMES MILESTONES
Policy
Funding
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HERITAGE PROGRAMMES
Policy Development
  • A. POLICY ADVICE DEVELOPMENT
  • The following Policy Position Papers were
    approved by Council on 23 March 2012 and
    publication thereof prioritised in the 2012/13
    APP
  • Repatriation of Heritage Resources
  • Heritage Conservation and Development
  • Access to Heritage Institutions
  • Professional Standards and Ethics

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HERITAGE PROGRAMMES
  • B. HERITAGE IN NATION BUILDING - UBUNTU CAMPAIGN
  • A national conference on Reclaiming and Living
    Ubuntu for a Caring Society, was held - 31st of
    August 2010.
  • Ubuntu Campaign re-launched with an Ubuntu Honour
    awarded to Mama Winnie Madikizela-Mandela on the
    30th of September 2011.
  • Ubuntu Honours is part of NHC Strategy for
    implementation in the next five years
  • New partnership struck with the Mail Guardian
    and SABC
  • Honours at previous Ubuntu Imbizo and Awards
    Ceremonies President Nelson Mandela 2006,
    President Kaunda, 2007 President Fidel Castro,
    2008 Patrick Chamusa (local in 2008) Dr
    Boutros Boutros-Ghali, 2009 King Sabata
    Dalindyebo (local in 2009) Mama Winnie
    Madikizela-Mandela, 2011.

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HERITAGE PROGRAMMES
  • C. AWARENESS, EDUCATION STAKEHOLDER RELATIONS
  • HERITAGE EDUCATION OUTREACH
  • The project intends to integrate issues of
    heritage into the education sector. Through
    partnership with Department of Basic Education
    the project involves schools from all provinces
    in a heritage education programme including
    research, debates, site visits and formal
    presentations at a 5-day camp. Schools compete
    and winners are selected by a panel of judges.
  • Strategic partners are the Department of
    Education, SANPARKS, Moral Regeneration, June 16
    Foundation and Kara Heritage Institution.
  • 2011 Heritage Education Outreach programme took
    place in the Northern Cape (Mokala National
    Park)First week of October 2011
  • The 2012 Outreach programme is planned to take
    place in the Tsitsikama Nature Reserve, Eastern
    Cape Province.

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HERITAGE PROGRAMMES
  • D. AWARENESS, EDUCATION STAKEHOLDER RELATIONS
    - SOUTH AFRICAN TRADITIONAL MUSIC ACHIEVEMENTS
    AWARDS SATMA
  • A project to promote, honour and recognise the
    contribution of traditional musicians to
    safeguarding of cultural heritage (Living
    Heritage).
  • An annual project in partnership with SABC and
    the Lottery.
  • Competition on all SABC radios resulting in an
    award ceremony
  • 6th SATMA Ceremony held on the 1st day of October
    2011.
  • The 7th SATMA Ceremony will be held in the
    Eastern Cape Province on 29 September 2012.
  • The NHC will be in partnership with the SATMA
    Awards, SABC and the Eastern Cape Provincial
    Government in implementing this years SATMA
    Awards.

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HERITAGE PROGRAMMES
  • E. AWARENESS, EDUCATION STAKEHOLDER RELATIONS
  • Early African Intellectuals
  • Research and Publication based on the life and
    works of African Intellectuals (at the turn of
    the 21st Century) who contributed through writing
    to freedom and development of African people 1
    Vol. of the Publication has been successfully
    completed, with subsequent volumes planned
    subject to funding availability.
  • 2nd Vol. is focusing on the works of the
    following personalities Albert Nzula Magema
    Fuze, Reverend James Mata Dwane, Noni Jabavu, and
    Charlotte Maxeke.
  • The Intellectual Making of Sol. T. Plaatje
  • The research project is based on the life and
    work of Solomon Thekiso Plaatje and will result
    in a publication. Progress reports have been
    submitted and the publication is expected to be
    finalised in the 2012/13 financial year.
  • Project extended to conclude in September 2012
    and NHC is awaiting the service provider (HSRC)
    to sign the addendum to the SLA to give effect to
    the extension.

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HERITAGE PROGRAMMES
  • CONTRIBUTOR TO SOCIO-ECONOMIC DEV. YOUNG
    INDIGENOUS ARTISTS
  • A programme to promote and preserve Indigenous
    Knowledge Systems through an indigenous art
    production technique and utilize visual art to
    promote heritage whilst providing an economic
    opportunity to talented unemployed youth.
  • Funding sourced from National Lottery for
    training and establishment of Cooperatives for
    the Artists.
  • National exhibitions held Grahamstown Arts
    Festival (2009 2010) Macufe in October 2010
    2011.
  • Partnerships with SEDA (Dti) to facilitate the
    creation of cooperatives and skills transfer to
    the Young Artists.

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HERITAGE PROGRAMMES
  • F. CONTRIBUTOR TO SOCIO-ECONOMIC DEV - Liberation
    Heritage Route
  • Key Focus
  • Placement of the NLHR in the planning dimensions
    of government.
  • Site identification, content development and
    route mapping.
  • Development of the heritage sites in strategic
    nodes.
  • Development of knowledge, research and
    scholarship networks.
  • Preparation of the Nomination Dossier for World
    Heritage Site inscription.
  • Engagement of SADC countries for serial
    nomination of the NLHR and continued networking
    with UNESCO and the Advisory Bodies IUCN, ICOMS,
    AWHF etc.

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HERITAGE PROGRAMMES
  • F. CONTRIBUTOR TO SOCIO-ECONOMIC DEV - Liberation
    Heritage Route
  • NHC completed the costed Business Plan on LHR
    with infrastructure development informed by
    Cabinet Resolution has been completed by the NHC
  • Business Plan tabled before the Technical
    Committee and ready for tabling at IMC and
    Cabinet
  • A National Summit on Liberation Heritage Route is
    taking place in August 2012.
  • An International Conference on Archives Deepening
    Democracy is planned for September 2012

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G. FUNDING 8 year disbursement
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MANAGEMENTS INTERVENTIONS ON FUNDING AND
RESOURCE MOBILISATION
  •  Key Strategic Objectives
  • Funding disbursement through Funding Policy
  • Independent Funding Committee appointed
  • Tranche payments system used.
  • Grant agreements are signed with beneficiaries
    before disbursements are made.
  • Fundraising
  • Monitoring and Evaluation of Funded Projects in
    place
  • Site visits are done on all funded projects.
  • Periodic reporting done every quarter.

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KEY ACHIEVEMENTS
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KEY ACHIEVEMENTS
  • NHC continued to obtain unqualified audit reports
    for the 7 years despite experiencing audit
    challenges in the last two years.
  • Increased the number of beneficiaries on funded
    projects despite end of Lottery finance.
  • NHC has filled the policy vacuum and occupied a
    critical space in terms of national discourse on
    heritage matters
  • Enhanced innovation on heritage programmes /
    projects in line with the vision of the new
    Council to enhance knowledge production.
  • Increased participation of the NHC on heritage
    issues in the public domain which enhances
    awareness of heritage by South Africans in line
    with the new vision to make all proud of their
    African heritage

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KEY ACHIEVEMENTS
  • NHC prominently positioned through the media on
    cultural heritage issues.
  • The Liberation Heritage Project being an NHC led
    Project has gained national and international
    prominence and
  • Had been included in the of the National State
    President during February 2011.
  • Had also been included in the Ministers Budget
    Vote during June 2011
  • The NHC prepared a Business Case which has been
    adopted by the Dac and Cabinet
  • A tentative list has been accepted by the World
    Heritage Committee under UNESCO.
  • Three Sites have been identified per province and
    included in the Business Plan on Infrastructure
    development
  • Consultative Summits on LHR were held in all the
    Provinces
  • SADC Buy-in has been secured through a regional
    workshop held during 2012 with financial support
    from the African World Heritage Fund (AWHF)

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GENERAL CHALLENGES DURING 2010/11 TO DATE
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  • GENERAL CHALLENGES
  • Despite all the achievements, the NHC encountered
    the following challenges along the way
  • NHC was without a Council since October 2010 (New
    Council appointed and inaugurated on 29 September
    2011). Previous Council operated for a short time
    of 4 months.
  • Budget baseline cut of R5 million by DAC in terms
    of annual allocations impacted on the full
    implementation of the subsequent MTEF period.
  • The increased growing public interest,
    appreciation and confidence in the heritage
    sector (and the NHC in particular) has placed
    enormous pressure on the organisational resources.

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  • GENERAL CHALLENGES (Cont)
  • Since inception NHC has always experienced demand
    for funding which far exceeds its allocations.
  • Insufficient capacity to match the growth
    expectations on the LHR.
  • Lack of cohesion between the NHC and DACs
    Heritage Branch on programming during 2010/11 and
    2011/12
  • Increased public demand for researched heritage
    information.
  • Inadequate capacity to increase knowledge
    production through research

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KEY FORCUS GOING FORWARD
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RENEWED FOCUS GOING FORWARD
  • Council assuming effective strategic leadership
    role
  • Redefining the role of the NHC through effective
    programming
  • Current Strategy aligned with the New Growth Path
    Mzansi Golden Economy
  • Alignment with National Priorities (Job creation,
    Health, Education, Crime, Social Cohesion)
  • Positioning heritage as a strategic resource for
    nation building and national identity
  • Enhancement of Resource mobilisation
  • Mainstreaming of Knowledge production
  • Taking forward the transformation charter
    process
  • Intensifying Policy development
  • Driving the implementation of LHR as a special
    project
  • Capacity building to match the growth
  • Increased efforts during the 2012- year of
    heritage and
  • Continued improvement of the NHC operations

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Thank You
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