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Transcription

2010 | 2011
contents
SUBMISSION TO THE EXECUTIVE AUTHORITY
2
CEO REPORT
4
MANAGEMENT
5
ARTISTIC AND OPERATIONAL OVERVIEW
6
PRODUCTIONS AND EVENTS HELD AT ARTSCAPE
7
STRATEGIC PLAN REVIEW
11
HUMAN RESOURCES MANAGEMENT
19
OVERVIEW FINANCIAL STATEMENTS
21
REPORT OF THE AUDIT AND RISK COMMITTEE
23
REPORT OF THE AUDITOR-GENERAL TO
PARLIAMENT
24
ANNUAL FINANCIAL STATEMENTS
26
THANK YOU / PARTNERS
45
LEGISLATIVE MANDATE
Artscape was declared a cultural institution in terms of Section 3 of the Cultural Institutions Act,
(Act 119 of 1998) on 1 April 2003.
Effective from this date, Artscape became subject to the Public Finance Management Act, 1999
(Act 1 of 1999).
Artscape is listed as a Schedule 3A (national entity) under the Public Finance Management Act,
1999 (Act 1 of 1999).
VISION
To be a vehicle for growth and transformation through
the performing arts.
MISSION
To facilitate, produce and promote the arts in ways that advance
nation building and to establish business partnerships involving
all stakeholders.
VALUES
Professionalism
Client-centredness
Urgency
Innovation
Carmen
Cover: Abba, Night and Day, African Landscape and Le Corsaire
Submission to the Executive
Authority
Minister, it is with great pleasure that I submit the 2011 Annual Report on behalf of
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CORPORATE GOVERNANCE ARRANGEMENTS
The Artscape Council and Management
continued their commitment to the principles of
good corporate governance as prescribed by
the King III Report, and constantly strive for the
highest standards of professionalism, integrity
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has applied adequate corporate practices of
transparency, integrity and accountability for
the year.
Following Council’s improved risk management
oversight, it presented a risk management
workshop in December 2010. The outcomes
of the workshop were used as basis for the
internal audit that was executed during the
year. The disaster management system is
tested annually and an emergency evacuation
drill was successfully held in March 2011.
The Human Resources Committee continued to
monitor employee-related policies and practices.
It reported to Council on its work and functioning.
The overall staff demographics have shown a
positive advance towards the set targets.
Council met four times during the review period
and has reviewed systems of internal control,
risk management, budgets and strategic plans
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mandate. Urgent matters were dealt with by
the Executive Committee which reported to full
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COUNCIL MEMBERS’ ATTENDANCE OF MEETINGS – April 2010 to March 2011
2
Council
Executive
Committee
Audit
and Risk
Committee
Human
Resources
Committee
16
4
4
5
3
2 of 4
2 of 4
N/A
N/A
N/A
Benjamin-Swales, R
12 of 13
4 of 4
3 of 4
5 of 5
N/A
Cloete-Hopkins, D
(Deputy chairperson)
8 of 8
4 of 4
4 of 4
N/A
N/A
Figaji, B
7 of 9
4 of 4
N/A
3 of 5
N/A
Khan, B
5 of 9
2 of 4
N/A
3 of 5
N/A
Mazwi-Tanga, L
6 of 7
3 of 4
N/A
N/A
3 of 3
Mtetwa, N (Chairperson)
8 of 8
4 of 4
4 of 4
N/A
N/A
Ngaba, S
2 of 4
2 of 4
N/A
N/A
N/A
Tsukudu, T
9 of 11
3 of 4
3 of 4
N/A
3 of 3
Member
Number of
Meetings
Meetings
Basson, N
ARTSCAPE ANNUAL REPORT 2010 | 2011
SUBMISSION TO THE EXECUTIVE AUTHORITY
Marc Lottering
Groet die Grotman
Thandiswa
Myth of Andrew & Jo
Lucia di Lammermoor
STATEMENT OF RESPONSIBILITY
The Public F
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uth Africa.
Prof Nomvula Mtetwa
CHAIRPE
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In celebrating the 40th anniversary of the birth
of the Artscape Theatre Centre, the country’s
oldest State-owned theatre complex, Artscape
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and creating job opportunities.
A recent review has shown that Artscape has
contributed from 2009 to 2010 over
R400 million to the South African economy,
meaning for every rand government invests
into Artscape, the institution injects
R3.60 cents into the economy.
Over the past year 283 272 people visited
the theatre centre to see 751 different
productions and events. As one of the
largest theatre complexes in the Western
Cape, it acts as a community centre and
forms a social networking hub by connecting
Non-Governmental Organisations (NGOs),
Community Based Organisations (CBOs),
artistic communities, corporate companies,
governmental bodies and individuals.
Realising the pressures caused by the
international economic meltdown, Artscape
focused over the past year on ways to
optimise space and streamline managerial and
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to create new products that build bridges
School Arts Festival
4
across communities and cultures through a
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to all communities and equipping staff with
additional skills.
Looking at a three-year average Artscape has
provided 12 different types of training for 61
employees and has offered seven traineeships
to develop managerial, technical and artistic
skills. Although the permanent employment
base of the institution ranges between 70 and
80 people, it indirectly employs on average
over 400 people per annum.
My management team and I wish to express
our warm appreciation to the Artscape Council,
the Department of Arts and Culture, the
Western Cape Provincial Government, our
dedicated staff and sponsors who continued to
contribute towards another successful year of
growth in achieving Artscape’s goal of artistic
excellence.
Michael Maas
CEO
School Arts Festival
CEO’S REPORT
aas, Pieter Lourens and Alistair Co
Mdidimba and Marlene le Roux
Michael Maas
&KLHI([HFXWLYH2I¿FHU
Pieter Lourens
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Alastair Cockburn
Director: Operations &
Planning
Marlene le Roux
Director: Audience
Development & Education
Mzwakhe (Sticks)
Mdidimba
Manager: Indigenous Arts
Finance
Stage Services
Information
Technology
Audience
Development
Community Arts
Organisations
Decor Studio
Resource Centre
Compliance /
Internal Audit
Wardrobe &
Hiring
School Liaison
Supply Chain
Management
Maintenance
Rural Outreach
Planning
Human
Resources
Theatre
Management
Support Services
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Marketing &
Communications
Transport
Front of House
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Services
Drama
Outsourced
Services (Cleaning/
Catering)
Security
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Over the past year Artscape has steadily build
on its commitment to develop and promote the
performing arts by increasing the number of
events, focusing of space optimisation, growing
Indigenous Arts and promoting social cohesion
and nation building through the performing
arts.
Over the month of the Fifa 2010 Soccer World
Cup Artscape presented technical services
to the Cultural Village in Langa, Cape Town’s
oldest township. Two further extraordinary
events – Bavaria meets Western Cape and the
internationally acclaimed Le Grande Cirque –
were hosted at the Artscape Theatre Centre.
By utilising a novel mix of presentations,
Artscape has achieved its strategic aims by
balancing the products that grow audiences
through the continued development of
historically neglected genres and combining
it with more established performances. An
approach that contributed to developing
Artscape’s strategy of constantly growing its
audience base and introducing people to the
performing arts.
Despite the depressed economy the number of
Artscape events has grown over the past year
from 585 to 751.
SPACE OPTIMISATION
These included several workshops at the
Artscape Resource Centre and schools project
covering a variety of genres where learners from
diverse background meet and work together
to perform on Artscape’s professional stages.
Through various competitions and festivals,
focusing on the youth, Artscape contributes the
country’s future talent pool. These include the
City of Cape Town Acting Competition, the youth
jazz and classical music festivals, as well as the
Artscape National Youth Music Competition that
has established itself as the third largest of its
kind in South Africa.
Following the upgrade of the Opera auditorium,
foyer bars and toilet in 2009/10, the building
programme continued with a new suite of
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and emergency exit stairwells have been
upgrade at the opera wing of the complex.
I, Claudia
Planning for the further refurbishment of
the 40-year-old complex started in 2010
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accommodation for Stage Services, two new
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Education and Indigenous Arts departments,
as well as space for the Jazzart Theatre Dance
Company, the Siyasanga Cape Town Theatre
Company and the Artscape New Writing
Programme.
An additional three rehearsal rooms are to be
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alterations for opera music practise rooms and
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wardrobe manufacturing facility into the
complex.
SOCIAL COHESION
In ensuring the future of the performing arts
for the Western Cape and South Africa as
a whole, Artscape continued its investment
in youth programmes that also contribute to
social cohesion.
Seven candidates concluded their twoyear technical training course and a newly
accredited one-year technical training course
with another seven trainees have started
in February. This initiative contributes to
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be employed by theatres and performing
companies across the world.
NATION BUILDING
During the past year Artscape has increased its
number of indigenous presentations and grew
the number of Audience Development and
Education events from 38 to 58.
6
Artscape National Youth Music Competition
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1 APRIL 2010 TO 31 MARCH 2011
GENRE
NO OF
EVENTS
NO OF
PERFORMANCES
AUDIENCE DEVELOPMENT AND
EDUCATION DEPARTMENT
Audience Development & Education Projects
58
N/A
EVENT
VENUE
Concerts
50
64
2011 Programme Launch
Resource Centre
*Corporate Events
37
N/A
ABSA Book Launch
Chandelier Foyer
Dance
29
143
African Arts Institute Launch
Opera Bar
Drama/Comedy
40
196
Afrikaans + Onderwys = Uitnemendheid
Chandelier Foyer / Theatre
*Exhibitions
32
N/A
Afrikaanse Taalraad
Isibaya
*Film and Photo Shoots
51
N/A
Arts Admin Workshop
Isibaya
Films
36
38
Arts Admin Workshop
VIP Room
*Hospitality Events
82
N/A
Arts Management Course
Resource Centre
Musicals
11
127
High Schools Drama Festival Auditions
Annexe
Opera
10
23
Austrian National Day
Chandelier Foyer
Other Events (including meetings)
284
N/A
Belly Dancing Workshops
Theatre Foyer
*Rehearsal Room Hire
19
N/A
British Council Launch
Chandelier Foyer and Opera Bar
Variety Shows
3
26
Computer Skills Workshop
Resource Centre
Youth Theatre
9
74
Danceshop: Response in Love
Isibaya
TOTAL
751
691
Disability Workshop Development Enterprise Launch
Isibaya
Drumming Workshop
Piazza
Film Director’s Master Class with Oliver Hermanus
Theatre
Fleur du Cap Awards
Theatre
Fleur du Cap Cocktail Party
Theatre Foyer
Forum for discussion for responsible lovers
Isibaya
Front of House Staff Long Service Awards and
Luncheon
Theatre Foyer
Gathering of the Herd Civic Function
Theatre Bar
Girl Talk
Opera Bar
High Schools Drama Festival Prize Giving
Marble Foyer
How to raise sexually healthy children
Isibaya
How to Register an Arts Organisation
Resource Centre
'HWDLOVRIFRUSRUDWHHYHQWVH[KLELWLRQV¿OPDQGSKRWRVKRRWVKRVSLWDOLW\HYHQWVDQGUHKHDUVDO
room hire not included below
DANCE
PRODUCTION
VENUE
SHOWS
ATTENDANCE
PRESENTER
African Landscapes and
Le Corsaire
Theatre
7
1615
Cape Town City Ballet (CTCB)
Big Boys Don’t Dance
Theatre
4
2000
Grahamstown Foundation
Cape Dance Company
Theatre
9
1447
Cape Dance Company
Cape Town International
Ballet Competition
Opera House
5
1677
Cape Town International Ballet
Competition
Carmen
Theatre
10
3743
CTCB
Information Sharing Workshop
Resource Centre
Children of the Mist
Arena
4
375
Artscape
Jazzart Training
VIP Room and Opera Bar
Cinderella
Opera House
9
6126
CTCB
Loving Responsibly: Empowerment
Isibaya
Colour Fusion
Theatre
2
921
Jazzart and CAFDA
Loving Responsibly: Relationships
Isibaya
Crazy Little Thing
Theatre
5
452
Cape Academy of Performing Arts
Men’s Forum
Theatre Foyer
Dance Joint
Arena
4
468
Jazzart Dance Theatre
Mitchell’s Plain Oral History Project Interviews
VIP Room
Dancers for Dancers
Opera House
1
1487
CTCB and the Theatre Dance
Association
Mote Jazz Workshop
Theatre
Musical Legends Workshop and Photoshoot
Theatre Foyer
Danscape
Theatre
5
2250
National Arts Council Application Workshop
Resource Centre
Dis!place
Theatre
1
411
Suidoosterfees
Nia Dance Technique Workshops
Opera Bar
Hip Hop Kop
Piazza
1
50
Suidoosterfees
Real Beauty, Real Women
Theatre Foyer
Hip Hop Kop
Opera House
1
521
Suidoosterfees
Sex when you are sick, aging or disabled
Isibaya
Ihaw’ Elisha
Theatre
9
1710
Jazzart
Theatre Taliipot Workshop for iKai
Theatre Foyer
My Country South Africa
Theatre
3
1566
Artscape and WC Education Dept
This is My Story
Theatre Foyer
Night and Day
Opera House
8
4464
CTCB
Tunnel Mural Launch
Tunnel to Civic Centre Parking
Poetry in Motion
Opera House
12
10 400
CTCB
Who’s In, Who’s Out
Theatre Foyer
Repertoire of Works
Theatre
2
1000
Women’s Festival Launch
Marble Foyer
Royal Academy of Dance
Bursary Exam
Theatre
1
40
CTCB and RAD
Women’s Festival Launch
Theatre Foyer
Scars
Arena
2
103
Suidoosterfees
Women’s Festival Meeting
Isibaya
State St Petersburg Male
Ballet
Theatre
5
1484
Edouard Miasnikov Agency
Women’s Festival Workshop
Isibaya
YES Festival
Arena
Stomp
Opera House
15
16975
Pieter Toerien Productions
YES Festival Awards and Luncheon
Opera Bar
Two Decades, One
InSPIRAtion
Opera House
1
857
Dance for All
YES Festivall Educator’s Workshop
Marble Foyer
YES Festivall Workshops
Chandelier Foyer
Walking in the Footsteps
of Legends
Theatre
3
954
Artscape
YES Festivall Workshops
Arena
What a Wonderful World
Theatre
10
2941
Cape Academy of Performing Arts
Yesterday Once More
Theatre
4
1679
Kit Davies School of Ballet
Indigenous Orchestra Ensemble
MUSICALS
PRODUCTION
VENUE
SHOWS
ATTENDANCE
PRESENTER
Annie
Opera House
23
17 022
Cape Town Gilbert and
Sullivan Society
District Six
Theatre
5
2 698
Artscape and Christel House
School
Ezethu
Theatre
3
1 031
Artscape
Grease
Opera House
13
48 394
Pieter Toerien Productions
Hopes and Dreams
Theatre
3
1 033
Artscape, Dreamcast & One
Accord
Journey to Cape Town
Arena
2
126
Suidoosterfees
Let’s Mix It
Theatre
2
972
Suidoosterfees
Mamma Mia !
Opera House
48
44 654
Big Concerts and Showtime
Management
Nunsense A – Men !
Arena
24
2 329
Festival Productions
Selamat
Theatre
1
372
Raintree Solutions
When the Saints Come
Marching In
Arena
3
188
Suidoosterfees
Indigenous Orchestra Ensemble
IHaw Elisha
7
CONCERTS
FILMS
PRODUCTION
VENUE
SHOWS
ATTENDANCE
PRESENTER
NAME
VENUE
SHOWS
ATTENDANCE
PRESENTER
Babu
Piazza
1
35
Suidoosterfees
The Miracle of Bern
Arena
1
14
*BMWC Expo
Cape Philharmonic
10th Anniversary
Concert
Opera
House
1
1487
The Wild Soccer Bunch II
Arena
1
28
BMWC Expo
The Story of Brander
Kaspar
Arena
1
8
BMWC Expo
Cherry Vinyl
Piazza
1
30
Suidoosterfees
Oktoberfest
Arena
1
30
BMWC Expo
Choral Celebration
Theatre
1
378
Artscape
Grave Decisions
Arena
1
20
BMWC Expo
The Crocodiles
Arena
1
10
BMWC Expo
Conf8
Piazza
2
40
Suidoosterfees
The Lives of Others
Arena
1
14
BMWC Expo
D’ Low
Theatre
1
423
Artscape
Nowhere in Africa
Arena
1
12
BMWC Expo
Delta Soetstemme
Piazza
1
30
Suidoosterfees
Brother of Sleep
Arena
1
8
BMWC Expo
Delta Vastrap
Piazza
1
65
Suidoosterfees
Wild Soccer Bunch III
Arena
1
22
BMWC Expo
Derek Gripper
Arena
1
31
Derek Gripper
The Crocodiles Strike Back
Arena
1
12
BMWC Expo
Die Burger Pops
Opera
House
2
2859
Media 24
Soccer Rules
Arena
1
18
BMWC Expo
Themba
Arena
1
6
BMWC Expo
Female of the Species
Arena
2
245
Artscape
Everyone Else
Arena
2
4
BMWC Expo
Lippel’s Dream
Arena
1
12
BMWC Expo
BMWC Expo
Cape
Philharmonic
Orchestra
Haindling
Theatre
1
300
*BMWC Expo
The Wild Soccer Bunch IV
Arena
1
24
Haydn Gardner
Piazza
1
20
Suidoosterfees
Nanga Parbat
Arena
1
18
BMWC Expo
Hot Water
Piazza
1
45
Suidoosterfees
The Harmonists
Arena
1
10
BMWC Expo
Huisgenoot Gospel
Concert
Opera
House
2
2292
Suidoosterfees
Vickie the Mighty Viking
Arena
1
8
BMWC Expo
On the Other Side of Life
Arena
1
6
BMWC Expo
Indigenous Choral
Sounds
Theatre
3
641
Artscape
Four Minutes
Arena
1
12
BMWC Expo
Annaluise and Anton
Arena
1
10
BMWC Expo
Indigenous Orchestra
and Imbira Ensemble
Theatre
3
821
Artscape
Wild Chicks
Arena
1
20
BMWC Expo
Rhythm is it
Arena
1
8
BMWC Expo
Ivan Mazuze
Arena
1
Jesse Norman Band
Piazza
Kaap Rapport/ATKV
Kore
Opera
House
Karoogroove
Ensemble
86
Imazuze Music
cc
6RSKLH6FKROO±WKH¿QDO
days
Arena
1
26
BMWC Expo
1
30
Suidoosterfees
Wild Chicks II
Arena
1
20
BMWC Expo
1
800
Suidoosterfees
Wild Chicks III
Arena
1
20
BMWC Expo
Plattin in Umtata
Arena
1
8
BMWC Expo
Piazza
2
40
Suidoosterfees
Cherry Blossoms
Arena
1
12
BMWC Expo
Theatre / Isibaya
2
319
Suidoosterfees
Kerse op die Koek
Opera
House
1
450
Suidoosterfees
Sholay
Isibaya
1
2
Suidoosterfees
Taal
Isibaya
1
12
Suidoosterfees
Los Guitanos
Piazza
1
20
Suidoosterfees
Pinjar
Isibaya
1
11
Suidoosterfees
Luna Paige
Piazza
1
50
Suidoosterfees
Paheli
Isibaya
1
17
Suidoosterfees
Mango Groove
Theatre
1
541
Suidoosterfees
Manouché
Piazza
1
45
Suidoosterfees
Melissa Lindoor Band
Piazza
1
45
Suidoosterfees
Miriam Batsashvili
Piano Recital
Chandelier
Foyer
1
100
Cape
Philharmonic
Orchestra
Mixed Bredie
Musiekkonsert
Theatre
1
18
Suidoosterfees
Mote with Shannon
Mowday
Theatre
1
99
Artscape
Music and Praise
Poetry
Theatre
3
634
Artscape
Nagasaki Peace
Concert
Theatre
1
450
Cape
Philharmonic
Orchestra
Natashia Meister
Piazza
2
35
Suidoosterfees
National Youth Music
Competition Finale
Theatre
1
486
Artscape
Opulant Circus
Piazza
1
25
Suidoosterfees
Reggae in the Theatre
Theatre
2
159
Artscape
SA Artists for AIDS
Awareness
Theatre
1
522
Africa Centre
for HIV/AIDS
Management
Shab-e-Qawwali
Theatre
1
518
Artscape &
Indian High
Commission
Sistahood and Women
Unite
Theatre
1
412
Artscape
Sister’s Unite
Theatre
Foyer
1
50
Artscape
Southern African
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Eisteddfod
Theatre
1
254
South African
Choral Music
Association
Speak the Mind
Theatre
2
261
Artscape
Suidooster Klassiek
Arena
1
71
Suidoosterfees
Suidoosterfees
Afsluitingsgala
Theatre
1
330
Suidoosterfees
Thandiswa Mazwai
Theatre
1
541
Suidoosterfees
Tribal Echo
Piazza
1
35
Suidoosterfees
Tyronne Appollis
Arena
1
13
Artscape
World AIDS Day Gala
Concert
Opera
House
1
1460
Africa Centre
for HIV/AIDS
Management
Youth Jazz Festival
Theatre
1
419
Artscape
Youth Music Festival
Theatre
1
485
Artscape
*BMWC Expo = Bavaria Meets Western Cape Expo
Lucia Di Lammermoor
8
Black
Border
Isibaya
1
12
Suidoosterfees
Shirley Adams
Theatre
1
200
Artscape
and Alliance
Francais
VARIETY SHOWS
PRODUCTION NAME
VENUE
SHOWS
ATTENDANCE
Imagine !
Theatre
7
3591
PRESENTER
Artscape and College of
Magic
KykNET Fiestas
Opera House
1
1081
KykNET
Le Grand Cirque
Opera House
18
11924
Spirit Productions
OTHER EVENTS
EVENT
VENUE
DAYS
1st Aid Training
Isibaya
2
Artscape
1 Aid Training
VIP Room and
Opera Bar
1
Artscape
2010 IFBB Muscle Evolution Grand Prix
and EXPO
Opera House
and foyers
1
International Federation
of Body Builders
Amaza Auditions
RR301
1
Artscape
Amaza Auditions Musicians
Theatre Foyer
1
Artscape
Amaza Rehearsals
Theatre Foyer
3
Artscape
Annual Maintenance
Arena Stage
11
Artscape
st
PRESENTER
Annual Maintenance
Theatre Stage
9
Artscape
ARTSCAPE National Youth Music
Competition
Theatre
6
Artscape
ARTSCAPE National Youth Music
Competition Auditions
ORR
2
Artscape
ARTSCAPE Staff Function
Opera Bar
2
Artscape
ARTSCAPE Staff Training
Isibaya
2
Artscape
Audition
Opera House
1
Cape Town Opera
Auditions
Opera Stage
1
Cape Town Opera
Auditions for The Taming of the Shrew
RR301
1
Artscape and the
Maynardville Trust
PRODUCTIONS AND EVENTS HELD AT ARTSCAPE
OTHER EVENTS
EVENT
VENUE
PRESENTER
EVENT
VENUE
Auditorium door maintenance
Opera House
DAYS
5
Murray and Roberts
Musical Theatre Workshop
11
Baby shower for Tania Williams Kaponda
Theatre Foyer
1
Artscape
RR301 and
RR309F
A Luitingh and D
Alexander
News Cafe service area
Marble Foyer
3
Headline Leisure
Management
Nyanga Arts Development Centre
Strategic Planning
Isibaya
2
Artscape
2I¿FLDO2SHQLQJRIWKH3DUDJXD\DQ$UW
Exhibition
Marble Foyer
1
Paraguayan High
Commission
Open Auditions
Annexe and
RR301
5
Siyasanga Cape Town
Theatre Company
Open Day
Various venues
1
Cape Town Opera
Opera Lecture for African Songbook
ORR
1
Cape Town Opera
Opera Lecture for Lucia di Lammermoor
Opera Bar
1
Cape Town Opera
Orchestra pit and stage lift maintenance
Opera House
23
Artscape and Mocon
Piazza
7
The VWV Group/SA
Breweries
Base Camp for Peach Trees Project
Garden
6
Rena Films
Bavaria meets Western Cape EXPO
Closing Ceremony
Theatre Foyer
1
*BMWC Expo
Bavaria meets Western Cape EXPO
Opening Ceremony
Theatre Foyer
1
BMWC Expo
Bavarian Beer Tent
Piazza
13
BMWC Expo
Bavarian Business Day
Theatre
1
BMWC Expo
Bavarian Food Garden
Resource Centre
Foyer
5
BMWC Expo
Belgian Students Business Presentation
Isibaya
1
Artscape and
Vlerick Leuven Gent
Management School
DAYS
PRESENTER
Big Band Workshop
ORR
1
Cape Town Jazz
Orchestra
Parking for SA Breweries refrigerated
trucks
Birthday Party
Isibaya
1
Mina Geduld
Peach Trees Project: Base Camp
Garden
18
Rena Films
Book Promotion: Philip de Vos
RR309C
1
NB Publishing
Isibaya
6
Rena Films
Brundibar Auditions
RR301
3
Cape Town Opera
Peach Trees Project: viewing room for
“rushes”
Building tours
Various venues
6
Artscape and others
Poems of Good Hope Workshops
BMWC Expo
Chandelier Foyer
1
Cape Town Opera
Arena & Opera
Bar
12
Cape Town Opera 2011 Season Launch
Cape Town Opera Auditions
Theatre
1
Cape Town Opera
Pre show lectures for African Songbook
ORR
3
Cape Town Opera
Cardiff Singing Competition Auditions
RR308
1
Cape Town Opera
Pre show lectures for Carmen
ORR and Theatre
Bar
5
Cape Town Opera
Ceiling Maintenance
News Cafe
3
Artscape
Pre show lectures for Der Rosenkavalier
ORR
5
Cape Town Opera
Cell C Bring a Girl to Work
Planning
Department
1
Cape Town Opera
Pre show lectures for Lucia di
Lammermoor
ORR
6
Cape Town Opera
CEO Roadshow
Opera House
2
Engen Petroleum
Presenters Workshop
Isibaya
1
Fine Music Radio
Class Act Auditions
Various venues
2
Curious Pictures
Press Conference
Opera Bar
1
Commitment to Civic Society
Isibaya
1
BMWC Expo
Cape Philharmonic
Orchestra
Competitor’s Registration for CTIBC
Marble Foyer
Extension
1
Ballet Competition
Promo for Le Grand Cirque
Piazza
1
Artscape and Spirit
Productions
Conductor’s Master Class
ORR
1
Cape Philharmonic Youth
Orchestra
Proposal
Theatre
1
Berto Palm
Puppetry workshop
Marble Foyer
3
Myra Bloomberg
Radio interview for Jose Dias
ORR
1
Jose Dias
Record and DVD sale
Marble Foyer
2
Fine Music Radio
Record and DVD sale
Marble Foyer
1
Dynamite Music
Registration, breakfast and lunch for
Bavarian Business Day
Chandelier Foyer
1
BMWC Expo
Registration, breakfast and lunch for CEO
Roadshow
CF
1
Engen Petroleum
Relocate trees from piazza for Peach
Trees Project
Piazza/Garden
2
Artscape/Rena Films
Dance Workshops
RR301 and
RR308
2
Western Province Dance
Teachers’ Association
Dialogue Coaching
ORR and Opera
Bar
4
Cape Town Opera
Die Burger Schools Tours: Weekly
All venues
52
Die Burger
Discovery Health presentation to Artscape
ORR
1
Artscape and Discovery
Health
Discovery Health presentation to CPO
Isibaya
1
Cape Philharmonic
Orchestra
Drawing workshop
Marble Foyer
3
Myra Bloomberg
Eastern Cape Tour rehearsals
Opera House
1
Cape Town City Ballet
e-Learning Workshop
Marble Foyer
4
BMWC Expo
End of year function
Opera Bar
1
Fine Music Radio
End of Year Staff Function
Garden
1
Artscape
Exhibition opening
Marble Foyer
2
Cape of Good Hope Art
and Suidoosterfees
Face Painting
Marble Foyer
5
Myra Bloomberg
Fairy and Princes Parade
Opera House
1
FEAT (Fascinating Expedition and
Adventure Talks)
Theatre
1
Loopy Media
Ferrari Car Display
Piazza
1
Viglietti Motors
Soiree and Dinner
Opera Bar
1
Michael Maas
Fire Marshall’s Training
Isibaya
1
Artscape
Son Model Soektog 2010
Theatre
2
Son
First Aid Training
VIP Room
1
Artscape
Spotlight Singapore Cocktail
Opera Bar
1
City of Cape Town
Fleur du Cap Press Conference
Isibaya
1
Distell
Staff Interviews
VIP Room and
Isibaya
5
Artscape and Jazzart
Staff Training
Isibaya
35
CPO, Headline Leisure
Management, Thorburn
Security
Staff Training
Opera Bar
3
Management
Staff Training
VIP Room
12
Management, Thorburn
Security
Opera House
11
Artscape and Mocon
Remove Sithengi Projectors
Theatre
3
Cyril and Johnny Gosslet
Replace water tank
Theatre Roof
2
Artscape
SA Breweries Awards Ceremony
Opera House
1
The VWV Group
SA Breweries Cocktail Party
Piazza
1
The VWV Group
SA Breweries Party
Chandelier Foyer
1
The VWV Group
SA Partnerships for Development Seminar
Isibaya
1
BMWC Expo
Script Writing Workshop
Planning Meeting
Room
4
Daniel Dercksen
Isibaya
2
Artscape
VIP Room
1
Artscape
FOH staff farewell function
Isibaya
1
Artscape
Foyer Window Cleaning
Piazza
2
Artscape
Graduate’s Lunch
Theatre Foyer
1
International Academy of
Health and Skin Care
Healthy Lifestyle Consultations
VIP Room
3
Health
Healthy Lifestyle Consultations
Isibaya
1
Health
HIV Prevention through Sport
Isibaya
1
BMWC Expo
Impumelelo Innovations Trust Awards
Opera House
1
Artscape
Stage Maintenance, including orchestra
pit lifts
Indian National Day Celebrations
Theatre Foyer
1
Suidoosterfees
Strategic Planning Session
VIP Room
1
Artscape
Induction FOH
Opera Bar
1
Artscape
Theatre
2
International Academy of Health and Skin
Care Graduation
Theatre
1
International Academy of
Health & Skin Care
Student Choreography Showcase and
Graduation
Cape Academy of
Performing Arts
Suppliers Breakfast
Theatre
1
International Tap Day dance classes
5555
and Annexe
1
Tap Crazy
Tap Dance Classes: Weekly
Annexe
156
Technical recce for Peach Trees Project
Rena Films
CF
1
Italian Consulate
Piazza, foyers
and roof
1
Italian National Day
Isibaya
1
Artscape and University
of Stellenbosch
Artscape
Paul Johnson
Jordan Belfort – The Wolf of Wall Street
Theatre
1
Katzgold Investments
Technical Trainee’s Induction
Judges Welcome and Breakfast
Theatre Bar
1
Ballet Competition
The Taming of the Shrew Auditions
Annexe
3
Artscape
Leadership in times of crisis
Isibaya
2
Artscape and Moditure
Learning
The Write Characters Workshop
Planning Meeting
Room and
RR301
4
Daniel Dercksen
Lecture series
Marble Foyer
3
Myra Bloomberg
Lecture: Boekbekendstelling
Isibaya
1
Suidoosterfees
Tribute to Mbulelo Samby
Theatre Foyer
1
Artscape
Lecture: Elsa Joubert and Hennie Aucamp
Isibaya
1
Suidoosterfees
Tutu Tester – free HIV testing
Piazza
1
Africa Centre for HIV/
AIDS Management
Lecture: Jakes Gerwel Gesprekkereeks
Isibaya
1
Suidoosterfees
Lecture: Kuier Glansoggend
Opera Bar
1
Suidoosterfees
Vocal Coaching for members of the Annie
Company
Opera Green
Room
2
Cape Town Gilbert and
Sullivan Society
Lecture: Kunsrondleiding met Henk
Serfontein
Marble Foyer
2
Suidoosterfees
Wellness Day
Artscape
Isibaya
1
Suidoosterfees
Opera Bar,
Isibaya, VIP
Room
1
Lecture: Skrywersvereniging
Lost in the Stars Auditions
Opera Stage
1
Cape Town Opera
2
Theatre/Arena
2
Murray and Roberts
:HVWHUQ&DSH6FKRROV)HVWLYDO,2I¿FLDO
Opening
Theatre
Maintenance on sound proof doors
Grahamstown
Foundation
Management Training
VIP Room
1
Headline Leisure
Management
Western Cape Schools Festival I
Workshops
Various venues
2
Grahamstown
Foundation
Mandela Birthday Wishes Wall
Opera Bar
15
Cape Town Opera
2
Cape Town Opera
ORR
1
Cape Town Opera
Whisky Tasting and Lucia di Lammermoor
promotion
Isibaya
Masterclass
Youth Music Festival Auditions
ORR
1
ARTSCAPE
Zumba Class
RR308
1
Artscape
Meetings
Various venues
Michael Maas Birthday Celebration
Theatre Bar
121
1
Various institutions
Michael Maas
9
DRAMA/COMEDY
PRODUCTION
VENUE
SHOWS
ATTENDANCE
PRESENTER
Arena
2
209
Suidoosterfees
Amaza
Theatre
11
5254
Artscape
As Ek Maar Geweet Het
Theatre
2
635
Suidoosterfees
BEE Kompliant
Arena
2
114
Suidoosterfees
Butlers and Bridesmaids
Arena
5
606
Slick ‘n Sleeve Theatre Collective
City of Cape Town Acting
Competition
Theatre
3
822
Artscape & City of Cape Town
Cockroach
Arena
2
47
Suidoosterfees
Dens Wit Me
Arena
2
142
Artscape
Die Sendeling
Theatre
2
984
Suidoosterfees
Dinsdae by Morrie
Arena
14
1569
Wordsmith’s Theatre Factory
Eleven Forty One
Arena
7
261
Artscape
Gatiepie Kry ‘n Baby
Arena
3
236
Kopdoekie – Afrikaans en Teater
Theatre
4
841
Lefra Produksies
I am Here
Arena
2
220
Suidoosterfees
I, Claudia
Arena
2
228
Artscape
Interrupting Henry
Arena
6
480
Artscape
Kap ‘ An
Arena/
Theatre
4
387
Suidoosterfees
0D¿NHQJ5RDG
Theatre
4
2000
Marc Lottering
Theatre
1
537
Suidoosterfees
Nothing Ever Happens Here
Theatre
2
1000
Peter G Magic
Piazza
1
25
Pictures of You
Theatre
4
2000
Arena
14
748
Abrahamse Meyer Productions
Romeo and Juliet
Theatre
14
2446
Artscape & Siyasanga
Romeo and Juliet
Theatre
2
702
Carnivals of the Heart
Arena
2
85
Artscape
Son of the Wind
Theatre
3
429
Artscape
Stand up Comedy
Piazza
2
45
Suidoosterfees
7KH%HQH¿FLDU\
Arena
4
60
Artscape
The Lahnee’s Pleasure
Arena
13
896
Artscape
The Myth of Andrew and Jo
Arena
12
834
Artscape
The Night Doctor
Arena
11
558
Artscape
The Quiet Violence of Dreams
Arena
10
478
Artscape
Those Indian Guys
Theatre
1
262
Sand Man Productions
Tshepang
Theatre
2
1000
Vaselinetjie
Theatre
4
2683
Suidoosterfees
Waiting for Godot
Arena
7
91
Siyasanga Cape Town Drama
Company
Weskus Dramafees
Arena
3
81
Suidoosterfees
Woza Albert
Arena
7
115
Siyasanga Cape Town Drama
Company
Allie Pad Funny Worcester
Groet die Grotman
Richard III
Sea Shells
Le Grand Cirque
Suidoosterfees
OPERA
PRODUCTION
VENUE
SHOWS
ATTENDANCE
African Songbook
Opera House
3
1923
PRESENTER
Cape Town Opera
Carmen
Opera House
5
6781
Cape Town Opera
Der Fliegende Hollander
Opera House
2
2818
Suidoosterfees
Der Rosenkavalier
Opera House
4
2888
Cape Town Opera
Lucia di Lammermoor
Opera House
4
4835
Cape Town Opera
Lunchbox Concert
Marble Foyer
1
150
Cape Town Opera
Lunchbox Concerts
Chandelier Foyer
4
600
Cape Town Opera
YOUTH THEATRE
PRODUCTION
VENUE
SHOWS
ATTENDANCE
PRESENTER
High Schools Drama Festival
Arena
5
347
Artscape
Mannie Meerkat
Theatre Foyer
4
120
Suidoosterfees
Musical Legends
Theatre
1
541
Artscape
Noddy’s Adventures in Toyland
Theatre Foyer
13
2559
Artscape and Stagecraft
Schools Arts Festival
Theatre
8
2104
Artscape
Schools Arts Festival Gala
Theatre
1
529
Artscape
Snow White
Theatre Foyer
14
2352
Artscape and Stagecraft
Vlooi en die Verlore Skat
Theatre
28
12524
Artscape and Krazy Katz
Danscape
10
Youth Jazz Festival
6WUDWHJLF3ODQ5HYLHZ
PREDETERMINED OBJECTIVES – 31 MARCH 2011
KEY MANDATE
On 1 April 2003, the Department of Arts & Culture declared Artscape as a Cultural Institution in terms of the Cultural
Institutions Act, No 119 of 1998.
Artscape manages the Artscape Theatre Centre which belongs to the Provincial Government of the Western Cape. Artscape
is a facilitator of stage performances, community arts activities, training programmes, as well as audience development
initiatives to sustain all forms of the performing arts. It is home to community arts programmes and houses major
independent performing arts companies in the Western Cape.
Artscape’s key objectives:
To advance, promote and preserve the performing arts in South Africa, predominantly in the Western Cape, by means of the
following:
Promoting, presenting, co-presenting, co-producing, producing, investing in and sponsoring or entering into partnership for
DQ\SHUIRUPLQJDUWVLQLWLDWLYH
0DNLQJWKHSHUIRUPLQJDUWVDFFHVVLEOHWRWKHJHQHUDOSXEOLFDQGHQVXULQJWKDWSURGXFWLRQVDUHDWUXHUHÀHFWLRQRIWKH
FXOWXUDOGLYHUVLW\RI6RXWK$IULFD
Evaluating, maintaining and upgrading the Artscape Theatre Centre and its facilities so that the full range of performing
DUWVSURGXFWLRQVFDQEHSUHVHQWHGLQDZRUOGFODVVHQYLURQPHQW
0DNLQJWKH$UWVFDSH7KHDWUH&HQWUHDFFHVVLEOHWRWKHJHQHUDOSXEOLF
3URPRWLQJWKHDSSUHFLDWLRQXQGHUVWDQGLQJDQGHQMR\PHQWRIWKHSHUIRUPLQJDUWVDPRQJWKHJHQHUDOSXEOLF
3URYLGLQJKLJKTXDOLW\DUWVHGXFDWLRQDQGGHYHORSPHQWZLWKGXHFRQVLGHUDWLRQRIWKHQHHGVRIWKHJHQHUDOSXEOLF
(QFRXUDJLQJDUWLVWVWRDGRSWWKHVWDJHDQGDVVRFLDWHGDUWVDVWKHLUSURIHVVLRQ
(QFRXUDJLQJDQGSURPRWLQJWKHZULWLQJDQGSURGXFLQJRIQHZSHUIRUPLQJDUWZRUNVIRUSUHVHQWDWLRQRQVWDJH
Encouraging indigenous art and creativity, including, but not limited to, script, writing, musical composition and
FKRUHRJUDSK\
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Facilitating manufacturing services for décor and costumes to enable arts practitioners to stage their productions.
1
INCOME
1.1
Indicator:
'H¿QLWLRQ
Unit of measure:
Budget:
Key objective
Revenue generated
5
HYHQXHLVJHQHUDWHGWKURXJKUHQWDOLQFRPHER[RI¿FHWDNLQJVDQGVSRQVRUVKLSIURPORFDO
donors and business enterprises, as well as interest received on short term investments.
Rand value
2010/1: R12.885m
Actual: R13.384m (Overall target achieved)
Strategy
Venue rentals budget: R4.260m
To maximise income
from rental of
venues.
To achieve maximum
bookings for venues.
Sponsorship budget: R3.333m
To obtain longterm, sustainable
sponsorships for the
Resource Centre,
writing Programme,
training initiatives
and other dedicated
performing arts
programmes and
projects.
To negotiate longterm, sustainable
sponsorships that
ensures mutual
EHQH¿WIRU$UWVFDSH
and the sponsors.
Marketing and advertising budget R1.300m
To generate
additional income by
offering marketing
and advertising
services to venue
hirers.
To offer marketing
and advertising
services to venue
hirers.
Output
Service delivery indicator and
target
ACTUAL PERFORMANCE
Actual: R3.956m
Increased venue
rental and revised
venue rental rates
to accommodate
LQÀDWLRQDQGRWKHU
market variables.
Annual revision of venue rentals.
Increase venue rental income
to R4.26m (2010/1), R4.601m
(2011/2) and R4.969m (2012/3).
The venue rental rates for 2010 were
revised.
An amount of R3.956m was earned.
The current economic downturn had a
negative impact on bookings for venues,
which resulted in the target for venue rental
revenue not being achieved.
Actual: R3.192m
A well funded
Performing Arts
Resource Centre.
A writing
programme to
develop and
produce new
performing arts
products.
Dedicated training
programmes for
arts practitioners.
A well funded
artistic programme.
Source sponsorship towards
Artscape’s audience development
and outreach programmes,
drama productions, the New
Writing programme, internship
programme and the Resource
Centre projects – Target R2.120m
(2010/1), R2.5m (2011/2) and
R2.5m (2012/3).
Secure Lottery funding for artistic
programmes – Target R1.213m
(2010/1), R2m (2011/2) and R2m
(2012/3).
An amount of R1.979m was raised
as sponsorship income for artistic
productions and projects.
An amount of R1.213m was raised as
sponsorship income from the National
Lotteries Board for the cultural villages
programme.
Overall, the target for sponsorship revenue
was not achieved. Expected sponsorship
that did not materialise this year was
sponsorship towards the Maynardville
production and the City of Cape Town’s
sponsorship of the Artscape National Youth
Music Competition.
Actual: R1.269m
Earn additional
income from
marketing and
advertising services.
Generate revenue from marketing
and advertising services.
Target R1.3m (2010/1), R1.365m
(2011/2) and R1.433m (2012/3).
The target for marketing and advertising
revenue has, marginally, not been
achieved. This is related to the reduction
in productions hosted that require such
services.
11
Key objective
Strategy
Output
Other income budget R3.132m
ACTUAL PERFORMANCE
Actual: R3.673m
To increase
production revenue.
To present artistic
productions and
projects that have the
ability to generate
additional income.
Earn additional
income from box
RI¿FHDQGRWKHU
production income.
Generate additional revenue from
ER[RI¿FHSURJUDPPHVDOHVDQG
other production related income.
Target R2.1m (2010/1), R2.226mm
(2011/2) and R2.260m (2012/3).
Achieved. An amount of R2.492m was
earned as production revenue.
To market the
wardrobe products
and services to
artistic producers and
related industries.
To create an income
stream from other
services.
An income stream
WKDWLVVXI¿FLHQWWR
ensure the future
viability of the
wardrobe and other
service offerings.
Increase in revenue derived from
the provision of wardrobe services
to artistic producers, hiring revenue
and other services that will generate
revenue.
-Budget for wardrobe services and
hiring is R0.946m (2010/1), R1m
(2011/2), R1.05m (2012/3)
-Budget for income from other
services is R0.086m(2010/1),
R0.094m (2011/2), R0.099m
(2012/3).
Achieved. R0.949m was earned from
manufacturing services and hiring.
R0.410m was earned from other services.
Investment Income budget R0.860m
To increase
investment income.
To invest funds not
immediately required,
in high interest
bearing accounts.
2.
EXPENDITURE
2.1
Indicator:
'H¿QLWLRQ
Actual: R1.086m
Investment of funds
not immediately
required, at the best
available rates.
Increased investment income.
Investment income targets R0.860m(2010/1), R0.784m
(2011/2), R0.818m (2012/3).
Achieved. R1.086m was earned.
Marketing and advertising
0
DUNHWLQJSXEOLFLW\DQGDGYHUWLVLQJH[SHQGLWXUHQHFHVVDU\WRHQVXUH$UWVFDSHDFKLHYHLWVYLVLRQRI
excellence, growth and transformation, and revenue targets.
Unit of measure:
Rand value
Budget allocation: R2.120m
Actual: R2.798m
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To ensure public
awareness of
Artscape, its products
and services through
public relations and
communication.
To increase brand
awareness through
correct positioning in
print and electronic
media.
A clear marketing
and communication
strategy and plan,
VSHFL¿FDOO\WKH
public relations and
communication
components.
Produce a quarterly brochure with
information on productions and
events at Artscape.
An up to date website advertising
productions and events at
Artscape.
Regular weekly listing of theatre
programmes in the main regional
newspapers.
Electronically send out a bi-weekly
diary to all email subscribers.
Quarterly brochure is produced regularly.
Four brochures were produced this year.
Website is updated on a regular
basis. Social networking sites such
as Facebook are used to advertise
productions and events.
Regular listings appear in Die Burger,
Argus & Cape Times and Community
Papers, depending on the production and
the target market.
An electronic diary is emailed to email
subscribers on a regular basis.
Overall, this target has been achieved.
2.2
Indicator:
'H¿QLWLRQ
Maintenance
0
DLQWHQDQFHH[SHQGLWXUHWRHQVXUHWKDW$UWVFDSH¶VSK\VLFDOLQIUDVWUXFWXUHDQGHTXLSPHQWDUH
properly maintained.
Unit of measure:
Rand value
Actual: R2.025m (Excluding expenditure capitalised)
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To maintain
the physical
infrastructure and
equipment to the
highest possible
standard.
Ongoing
refurbishment
and maintenance
of the physical
infrastructure.
Annual maintenance
in accordance with
the maintenance
strategy and plan.
Once a year, per theatre, full
maintenance during a scheduled
dark period.
Complete the roof extension to the
Opera Wing in order to achieve
PRUHVSDFHHI¿FLHQF\DQG
effectiveness within administration
divisions – in 2010/1.
Full maintenance of opera, theatre and
arena stages was conducted during the
year.
The roof extension to the Opera House
ZDVFRPSOHWHG7KHQHZÀRRUKRXVHVWKH
CEO, Corporate Services and the Cape
Philharmonic Orchestra.
2.3
Indicator:
'H¿QLWLRQ
Unit of measure:
Budget:
12
target
Stage services
'
HSDUWPHQWDOVSHQGRQDOODVSHFWVRIVWDJHVHUYLFHVLQFOXGLQJVRXQGDQGOLJKWLQJWRHQVXUH
excellence in the presentation of artistic productions, through skilled technical staff.
Rand value and number of productions
'HSDUWPHQWDOFRVWQRVSHFL¿FOLQHLWHPRQWKHEXGJHW
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To ensure reliable,
HIIHFWLYHDQGHI¿FLHQW
stage services within
and beyond the
Artscape facility.
To enhance
appropriate service
provision to the
desired quality and
safety standards
WKURXJKDQHI¿FLHQW
and productive
service delivery.
Providing stage
equipment,
infrastructure
and services
that enable the
presentation of any
artistic productions.
$KLJKO\TXDOL¿HG
technical team.
Well equipped stages that can
HI¿FLHQWO\KDQGOHDQ\SURGXFWLRQ
$ZHOOTXDOL¿HGDQGFRPSHWHQW
technical team.
A high level of client satisfaction.
Maintain a record of all client
complaints & feedback.
Major productions continue to be
presented at Artscape. During the current
year 751 productions and/or events were
successfully presented.
The opera stage orchestra pit lifts were
upgraded during the year.
Technical stage staff continues to provide
outstanding professional service and is
XVHGE\RWKHUSURGXFHUVORFDOO\QDWLRQDOO\
and internationally.
Client complaints and feedback are
discussed at the weekly planning meetings.
2.4
Indicator:
'H¿QLWLRQ
Unit of measure:
Budget allocation:
Security
([SHQGLWXUHQHFHVVDU\WRHQVXUHVHFXULW\RI$UWVFDSHIDFLOLWLHVVWDIIDQGSDWURQV
Rand value
R3.108m
Actual: R3.166m
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To implement of a
security strategy and
plan that ensures
optimal security.
To develop and
implement a
dedicated security
strategy & plan.
Adequate security
covering all Artscape
facilities.
Agree a service level agreement
with the new service provider.
Monitor and reduce the number
of security incidents.
Enhanced access control
systems.
Thorburn was appointed as the new service
provider with effect 1 April 2010. The service
level agreement is monitored in regular
monthly meetings with service provider.
Security incidents are continuously
monitored. No major incidents were
reported during this reporting period.
Upgrading of the access control system
will be attended to in the following
¿QDQFLDO\HDU
2.5
Indicator:
'H¿QLWLRQV
International Relations
In order for Artscape to keep the theatre and performing arts programmes, projects and
SURGXFWLRQVLQOLQHZLWKZRUOGWUHQGVLWLVLPSRUWDQWWKDW¿UVWKDQGNQRZOHGJHDQGH[SHULHQFH
regarding artistic, technical and governance matters relevant to the Institution be obtained.
Unit of measure:
As indicated in service delivery indicator and target
Actual: R0.217m
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To stay abreast
of international
artistic and technical
developments
and strengthen
relationships with
African countries.
To participate
in international
performing arts
conferences,
seminars and training
courses.
Membership
of international
performing arts
associations and
organisations.
Participation in
international festivals
and programmes.
Attendance of conferences,
courses, seminars, exhibitions
and international performing
arts programmes, projects and
productions.
Strengthened ties with African
countries.
International conferences attended this
year include the ISPA conference (USA
& Croatia) and the World Summit on
Media for Children and Youth (Sweden).
International research was conducted into
computer software that will enhance the
planning process. The Resource Centre
FRRUGLQDWRUDWWHQGHGWKH¿UVW\HDURI
the International Fellowship Programme
on Arts Management with the Devos
Institute of Arts Management (US) and
the Director of Audience Development
& Education was selected to assist the
UK in choosing the arts projects and
productions for the 2012 Olympic Games
in London. An Artscape production was
also staged in Dublin, Ireland.
The Indigenous Arts Manager
participated in a conference in Poland
as part of the Africa Institute to host an
African/European playwriting competition
which would focus on new South African/
African writers. Artscape will serve as the
host and anchor in Africa.
2.6
Indicator:
'H¿QLWLRQV
Unit of measure:
Audience Development and Education
Audience Development and Education
Artscape regards audience development and education as vital to the achievement of its mission and
vision. Through audience development and education the level of appreciation for the performing arts
is enhanced amongst communities, new audiences introduced to the performing arts and new talent
discovered and developmental opportunities provided to the broader community.
Rand value and number of events/productions
13
Rural Outreach
In Artscape’s endeavours to embrace all communities in the Western Cape, Artscape embarked
on an annual programme of structured community outreach programmes. These programmes are
presented to rural communities throughout the Western Cape.
Unit of measure:
Number of outreach programmes
New Writing Programme
Artscape’s new writing programme (ANWP) receives solicited and unsolicited scripts from the
general public written in Afrikaans, English and isiXhosa. Playwriting workshops are conducted
through which delegates are introduced to techniques of professional playwriting.
Unit of measure:
Rand value and number of scripts / workshop attendees
Budget allocation: R2m
Actual: R2.637m
14
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To attract and
develop culturally
diverse audiences.
To ensure that the
performing arts
are accessible to
the diversity of
audiences in the
Western Cape and
surrounding nonurban areas.
Nation-building
through crosscultural audiences
and product.
Performing
arts education
initiatives to
enhance theatre
experience
in historically
marginalised
communities.
Greater
awareness and
involvement in the
performing arts in
non-urban areas
through outreach
programmes.
Facilitating
Schools
Performing Arts
Festival and
Setworks in
English, Afrikaans
and Xhosa.
Introduce new and diverse
audiences through Final Dress
Rehearsals – target 5 000
persons annually.
Present 1 major outreach
programmes for non-urban
areas annually reaching 5 000
persons.
Present artistic programmes
during heritage and women’s
month.
Enhanced schools participation
in the performing arts.
ƕ Host programmes that will
attract at least 10 000 school
children.
ƕ Present a High School
Drama Festival in which
+/- 50 schools participate in
community festivals and +/12 schools participate in the
main festival.
ƕ +/- 90 Schools to showcase
their productions at the
schools arts festival.
Investment in young talented
musicians.
ƕ Present 3 dedicated
programmes that will
showcase youth talent (a
FODVVLFDOIHVWLYDOD\RXWKMD]]
festival and a national youth
music classical competition).
Present other artistic
programmes that will introduce
and educate audiences to the
performing arts.
The partnership with Golden Arrow Bus Services
to transport disadvantaged communities to
FDR’s continued this year. Due to the allocation
of busses being fully utilised, only 3 258 patrons
were transported in 56 busses to various
performances.
The major outreach programme for the year
was presented in Ceres (Witzenberg region).
Almost 4 500 people (fully diverse) attended
the schools’ programmes, the production
”Kunstetreffers” and the Open Day for grade
12 learners. Artscape also partnered with the
Western Cape Provincial Arts and Culture
Department on the Overberg Arts Week
Networking Sessions attended by more than
1500 participants.
Various productions and workshops were
staged during the Women’s Festival to
celebrate National Women’s Day. Four Theatre
productions and 13 workshops played to fully
diverse audiences. The theme was “Love
Responsibly” and the festival was aimed at
increasing the awareness of the effects of HIV/
Aids. Indigenous arts productions were staged
during heritage month.
10 Schools participated in the My Country –
South Africa Collaboration between Artscape
and the WCED (showcasing the dance talent of
the Focus Schools).
2980 learners attended the Schools’ Arts
Festival and High School Drama Festival.
52 schools registered to take part in the mini
festival and 11 Schools performed at the main
High School Drama Festival.
110 school groups performed at the Schools’
Arts Festival with about 1940 performers.
In total 21 076 children attended the children’s
theatre productions and programmes.
Three dedicated programmes to showcase
youth talent were presented. The Youth Music
Festival featured 12 talented classical music
instrumentalists and singers from diverse
backgrounds who performed with the Cape
Philharmonic Orchestra. 30 young classical
musicians participated in the annual Artscape
Youth Music Competition.
ADE presented 58 diverse productions and
programmes to introduce audiences to the
performing arts. Other initiatives include the
Wellington Minstrels Oral History Project, a
SDUWQHUVKLSZLWKWKH8QLYHUVLW\RI6WHOOHQERVFK
and the Mitchell’s Plain Oral History Project in
partnership with the Alliance Française and the
Department of Social Services.
To facilitate and
present a writing
programme to
identify and mentor
promising new
writing talent.
To promote the
development of
new writers and the
encouragement of
creative new writing
talent.
,GHQWL¿FDWLRQRI
a core of new
English, Afrikaans
and Xhosa
writers.
Creating a
constant stream
of new English,
Afrikaans and
Xhosa writing.
To produce new
writing product
with the requisite
artistic merit.
Two Playwriting workshops per
annum.
50 workshop attendants per
annum.
Commission four scripts per
annum.
Script editing six per annum.
Two workshops were held this year.
Despite marketing initiatives, only 15 delegates
attended these workshops.
Five scripts were commissioned this year.
Four scripts were edited this year.
The achievement of these targets depends largely
on public interests and the unsolicited scripts
received for evaluation and also the creativity
demonstrated by the writers.
2.7
Indicator:
'H¿QLWLRQ
Capacity Building
,QUHVSRQVHWRWKHVNLOOVVKRUWDJHLQWKHWKHDWUHLQGXVWU\DQGGXHWRWKHODFNRISURSHUWHFKQLFDO
training, Artscape has a technical training programme, training trainees in sound, lighting and
other technical stage training. The internship programme provides training and skills transfer in
arts administration and management, and is fully dependant on dedicated funding. The Resource
Centre facilitates training programmes for emerging artists and arts practitioners.
Unit of measure:
Number of trainees or interns and Rand value
Actual: R0.756m
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To enhance skills
training and skills
transfer.
To provide training
in specialised
theatre services and
internships in the
various aspects of
theatre management.
A programme that
ensures a pool
RIZHOOTXDOL¿HG
persons trained in
specialised theatre
services.
Adequately trained
staff.
Enrol at least 6 trainees on
a twoyear technical training
programme.
Obtain accreditation for training
programme.
Continuous investment in staff
training and capacity building.
The previous training programme ended
in this year and the new intake of 7
trainees embarked on an intensive one
year technical training programme in
February 2011.
The programme has been accredited by
the University of Stellenbosch.
During this year, training given includes
OHDGHUVKLSVWRFNFRQWURO¿UH¿JKWLQJ¿UVW
aid and practical pattern making. Also,
FHUWDLQ¿QDQFHVWDIIDWWHQGHGWKH$FFSDF
and tax seminars.
To increase capacity
building with the aid
of donor funding and
sponsorships.
To provide
shadowing programs
that promotes
the transfer of
performing arts
skills and increase
skills capacity within
the performing arts
industry.
Shadowing
programmes
for learner arts
practitioners.
A system of
internship and
learnerships.
Accredited arts practitioner
TXDOL¿FDWLRQVIRUDVSLULQJDUWV
practitioners.
Providing rare arts practitioner
skills to the overall performing
arts industry.
Recruit interns from diverse
backgrounds with an interest in
the performing arts.
Attract at least two job shadowing
students from technical
universities and schools.
One of Artscape’s trainees fully complied
with the University of Stellenbosch’s
accreditation criteria and was awarded the
UHOHYDQWFHUWL¿FDWH
The Resource Centre hosted information
sharing sessions, workshops on proposal
writing and networking forums to increase
practitioner skills.
1 Intern was employed in the Resource
Centre during the year.
Artscape continues to attract international
students wishing to do internships at
Artscape. During this year two French
interns, four Belgian students and a Dutch
student were hosted by Artscape. Also,
learners from various schools annually
select Artscape for job shadowing.
To facilitate training
programmes for
emerging artists and
arts practitioners.
To develop a
database containing
training needs and
available trainers to
meet such needs.
Needs analysis in
the performing arts
industry.
A database of
available trainers in
the performing arts
industry.
Dedicated training
programmes
for emerging
artists and arts
practitioners.
Dedicated training programmes
for emerging artists and arts
practitioners.
Database of available trainers in
the performing arts industry.
Maintain a database of users of
the resource centre.
The Artscape Resource Centre (ARC)
provided training in basic computer
skills, arts management, registering an
arts organisation, basic principles of
entertainment law and personal branding.
A database of trainers in the area of
performing arts and arts administration is
maintained.
The database has been updated and
YHUL¿HG7KHUHVRXUFHFHQWUHKDV
members on the database.
To provide access to
available performing
arts resources and
expertise for arts
practitioners.
To develop
information
sessions and
seminars for
artists and arts
practitioners.
To set targets for
resource centre
use.
Information
sessions and
seminars for
emerging
artists and arts
practitioners.
Record of resource
centre usage.
Appropriate information sessions
for emerging artists and arts
practitioners.
Maintain a record of the resource
centre usage.
Approximately 80 people attended the
information sharing session held during
WKH¿QDOTXDUWHURIWKH\HDU$OVRWKH$5&
hosted the Cultural Development Trust
(CUHED) in an introductory workshop on
a plan which the trust is rolling out for the
Western Cape.
The resource centre has an average of
100 visits per week for computer login,
and an average of 25 new enquiries
per week. Furthermore, there is regular
contact with users on the mailing list (567
members), Facebook (321 members) and
Twitter (70 members).
Resource centre
2.8
Indicator:
'H¿QLWLRQV
Unit of measure:
Performing Arts Programme
Indigenous arts programme
One of Artscape’s objectives is the encouragement of indigenous art and creativity. In promoting
indigenous arts Artscape’s focus is on creating opportunities for artistic products that previously
had no opportunity to perform on stage – this includes artistic products from Xhosa, Khoi, San and
Griqua communities.
15
Spring Drama Season
Artscape annually presents a Spring Drama Season. This consists of purely new South African
ZRUNVPDQ\RIWKHPE\¿UVWWLPHSOD\ZULJKWV3URGXFWLRQVDUHSUHVHQWHGLQWKHRI¿FLDOODQJXDJHV
of the Western Cape. Previously disadvantaged individuals are used as assistant directors and a
wide range of previously disadvantaged individuals are used in technical, stage management and
other directorial positions.
Unit of measure:
Other artistic presentations
In line with Artscape’s object to promote the performing arts, present, co-present, produce, coproduce or invest in performing arts initiatives and productions within the budgetary constraints.
Unit of measure:
Actual: R7.734m
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To develop,
promote and
present a
diverse artistic
programme.
To introduce a
differentiated
programme mix
that correlates
with the diverse
audience
preferences.
A well-differentiated
arts programme that
EHVWUHÀHFWVWKH
diversity of audience
preferences.
A fully diverse artistic
programme that caters for the
diverse needs of all Western
Cape communities.
To present at least 500 diverse
productions and events per
annum.
To showcase South African
products during the staging of
the 2010 World Cup.
A diverse artistic programme was presented
during this year.
751 productions and/or events, resulting in
691 performances were presented.
A diverse cultural programme was presented
LQ/DQJDGXULQJWKHRSHQLQJDQG¿QDO
weekends of the 2010 FIFA Soccer World
Cup.
To present a
spring drama
festival.
To ensure the
production of plays
that emerged
through the new
writing programme.
Presentation of main
productions during
an annual spring
drama festival.
Showcase new
plays.
Try out plays through
staged closed and
open readings.
A minimum of four productions
presented during spring drama
festival.
Two showcase productions per
annum.
One open stage reading per
annum.
Four closed stage readings per
annum.
Due to budgetary constraints, only three full
productions were presented during the annual
Spring Drama Season.
Due to budgetary constraints, only
one production was showcased.
One open stage reading was done this year.
Due to the lack of interest from patrons, as
ZHOODVWKH¿QDQFLDOYLDELOLW\WKHUHRIQRFORVHG
stage readings were done this year.
To present an
indigenous
programme that
is representative
of the previously
marginalised art
forms.
To provide a
platform to
indigenous art
forms that were
previously excluded
from performing
on a professional
stage.
To commission
new indigenous
productions.
To present
and showcase
indigenous arts
programme.
Stage indigenous productions at
cultural villages during the 2010
World Cup – dedicated funding
was secured from the National
Lotteries.
6KRZFDVHDWOHDVW¿YH
indigenous productions annually.
More than 40 different presentations were
showcased in the diverse cultural programme,
Umbiyozo Cultural Village held in Langa during
WKHRSHQLQJDQG¿QDOZHHNHQGVRIWKH
FIFA Soccer World Cup.
Nine diverse indigenous productions were
presented during this year. This includes
indigenous music and dance, praise poetry,
Reggae and a San/Griqua production.
2.9
Indicator:
'H¿QLWLRQV
Unit of measure:
Budget:
Key objective
Governance
As a public entity Artscape continuously strives to ensure a system of good corporate governance
exists and is being adhered to.
As indicated in service delivery indicator and target
To be done within the budget allocation for administrative and general expenses.
Strategy
Output
target
ACTUAL PERFORMANCE
Comply to relevant
treasury regulations
and legislations.
Internal audit
compliance.
Maintain a risk
matrix of Artscape’s
major operational
and strategic risks.
8QTXDOL¿HG$XGLW5HSRUW
Compliance to Corporate
Governance Standards.
Perform a risk management
annually.
$UWVFDSHRQFHDJDLQUHFHLYHGDQXQTXDOL¿HG
DXGLWUHSRUW1RVLJQL¿FDQWRUFULWLFDO
matters were raised in the Auditor-General’s
Management letter.
Council and the various sub-committees met
regularly and executed their responsibilities
according to their appropriate terms of
reference.
A risk management workshop was conducted
during December 2010. The outcomes of the
risk workshop were used as a basis for the
internal audit work carried out during this year.
Service level
agreements for
procurers of goods
and services.
A database of all
service providers
and procurement
contracts.
A transparent and
accountable system
for the disposal of
redundant assets.
A regularly updated asset
register.
A regularly updated database
of procurement contracts.
A database of service
providers.
Service level agreements for
contractual service providers.
The asset register is updated regularly.
A database of procurement contracts is
maintained.
A database of service providers is maintained.
Service level agreements are in place and
regular monitoring happens on a monthly
basis.
Corporate governance
Ensure good
corporate
governance.
To ensure
compliance to
Public Finance
Management Act.
To maintain a
system of internal
control.
To adhere to Supply
Chain Management
regulations.
Supply chain management
A proper
supply chain
management
strategy and
system that
ensures best
practice.
16
To set up and
maintain a database
of service providers.
To develop a
pro-forma service
level agreement
for purchasers of
goods and services.
To maintain the
organisation’s asset
register.
Key objective
Strategy
Output
target
ACTUAL PERFORMANCE
To monitor the
implementation of the
Artscape health and
safety strategy and
plan, including the
disaster management
plan.
Monthly meetings
to monitor the
implementation
of the health and
safety strategy and
plan.
An updated disaster
management plan.
An integrated health and
safety strategy and plan for all
Artscape facilities.
Regular testing of disaster
management plan.
The health and safety committee has been
fully functional during the year and meets on a
regular basis. Representatives of the committee
DQGRWKHUPHPEHUVRIVWDIIDWWHQGHGD¿UH
¿JKWLQJFRXUVHGXULQJ0DUFK
The disaster management system is tested
annually. An emergency evacuation drill was
successfully held on 31 March 2011.
Health and safety
A fully functional
Health & Safety
Committee.
3.
ORGANISATIONAL MANAGEMENT
'H¿QLWLRQ
3.1
STRATEGIC OBJECTIVES
ACTUAL PERFORMANCE
To identify and develop employees with the potential to be promoted into
key management positions.
To review job grades continuously as the scope of the jobs change.
7R¿OOYDFDQFLHVFUHDWHGGXHWRUHWLUHPHQWLQOLQHZLWKWKHRUJDQLVDWLRQ¶V
Employment Equity plans.
To develop training and development plans that will ensure a highly skilled
workforce in Artscape.
Following the completion of the skills audit, a number of strategic
structural changes were announced in December 2010 and implemented
in January 2011.
-REJUDGHVZHUHUHYLHZHGDQGYHUL¿HGGXULQJWKHVNLOOVDXGLW
'LVFUHSDQFLHVLGHQWL¿HGZHUHDGMXVWHGZKHUHSRVVLEOH
Plans have been put in place for key staff facing retirement.
The development of training and development plans started during the
last quarter of this year and will be completed in the following year.
3.2
(
IIHFWLYHPDQDJHPHQWRIRUJDQLVDWLRQDOPDQDJHPHQWWKURXJKDQHIIHFWLYHKXPDQUHVRXUFHV
GHSDUWPHQW(QVXUHVXI¿FLHQWVSHQGLQJRQVWDIIH[SHQGLWXUHWKDWZLOOHQKDQFHHPSOR\HHZHOOQHVV
and staff morale.
Actual: R1.143m
Human resource strategy
Employment Equity programme
3.2.1. Overview
7KH,QVWLWXWLRQLVIXOO\FRPPLWWHGWRDGGUHVVWKHHTXLW\LPEDODQFHVLQLWVVWDIISUR¿OHWKURXJKLWVHPSOR\PHQWHTXLW\SODQ
that emphasises:
7UDLQLQJDQGGHYHORSPHQW
-REVKDGRZLQJ
$I¿UPDWLYHDFWLRQUHWUHQFKPHQWRSSRUWXQLWLHV 3URPRWLRQVDQGUHGHSOR\PHQWVDQG
5HWDLQLQJWREURDGHQWKHVNLOOVEDVH
3.2.2. Numerical targets and progress towards 31 March 2013
3HUPDQHQW6WDII3UR¿OH
Category
Current
Staff
Percentage
White Males
6 (7)
7.79% (8.75%)
White Females
7 (9)
9.09% (11.25%)
Coloured Males
34 (32)
44.15% (40.00%)
Coloured Females
16 (16)
20.78% (20.00%)
African Males
9 (8)
11.69% (10.00%)
African Females
3 (6)
3.90% (7.50%)
Asian Males
1 (1)
1.30% (1.25%)
Asian Females
1 (1)
1.30% (1.25%)
TOTAL
77 (80)
Total Percentage
16.88% (20.00%)
64.93% (60.00%)
15.59% (17.50%)
2.60% (2.50%)
Previous year end in brackets
Target
Staff
Percentage
7
7.78%
9
10.00%
30
33.33%
20
22.22%
12
13.33%
10
11.11%
1
1.12%
1
1.12%
Total
Percentage
Demographics
Western Cape
(Based on 2001 Census)
17.78%
18.40%
55.55%
53.91%
24.44%
26.69%
2.24%
1.00%
90
Summary of some of the key performance indicators – Rand Value
Indicators
Revenue generated
Past
Current Year
2007/08
R’000
2008/09
R’000
2009/10
R’000
2010/11
R’000
13 468
13 712
12 699
13 384
Marketing and publicity
2 372
2 557
2 473
2 798
Maintenance
1 290
1 563
2 017
2 025
Security
2 358
2 438
2 504
3 166
Audience Development & Education – projects
2 067
3 084
2 257
2 388
72
157
129
249
527
924
526
2 140
Performing Arts Programme - Spring Drama Season
1 434
1 304
918
1 014
Performing Arts Programme – Other artistic presentations
5 346
3 812
4 628
4 580
Audience Development & Education - New Writing Programme
Performing Arts Programme - Indigenous Arts Programme
17
Summary of some of the key performance indicators – Number of productions/events
Indicators
Number of productions or events
Number of performances
Past
Current Year
2007/08
2008/09
2009/10
2010/11
577
770
623
759
585
657
751
691
Audience Development & Education projects and events
31
38
38
58
Indigenous Arts presentations
3
5
6
9
Spring Drama Season (full productions)
5
6
3
3
Capacity Building (# persons)
Technical trainees
Interns
-
7
11
7
-
6
1
3
10 000
1
5 000
-
1
4 500
Rural Outreach
Number of programmes
Number of persons reached (estimated)
FINANCIAL DATA
Actual Outcome
R Thousand
Audited
2007/08
Audited
2008/09
Current year
Outcome
Audited
2009/10
2010/11
Revenue
Other revenue
13 468
13 712
12 699
DAC – annual grant
13 384
31 490
35 501
37 704
39 878
DAC – special grant – Pension Liability
–
–
–
14 419
Essential maintenance (DAC & Province)
–
–
32 023
30 535
44 958
49 213
82 426
98 216
50 344
48 430
60 651
65 204
Total revenue
Expenses
Current expense
Transfers and subsidies
–
–
–
–
Total expenses
50 344
48 430
60 651
65 204
6XUSOXV'H¿FLW
(5 385)
783
21 775
33 012
3 010
3 155
32 896
56 827
–
–
–
–
25
21
24
38
–
–
–
–
5 232
3 880
2 526
1 763
Balance sheet data
Carrying value of assets
Investments
Inventory
Loans
Receivables and prepayments
Cash and cash equivalents
4 809
34 840
20 260
42 353
13 076
41 896
55 706
100 981
(525)
258
22 033
55 045
5
5
1
5
3RVWUHWLUHPHQWEHQH¿WV
1 396
1 247
1 309
1 380
Trade and other payables
5 073
34 361
20 583
44 551
Provision for pension fund liability
7 127
6 025
11 780
–
–
–
–
–
13 076
41 896
55 706
100 981
–
–
–
–
Total assets
Capital and reserves
Finance lease liability (non current)
Managed funds
Total equity and liabilities
Contingent liabilities
Artscape’s main source of funding is the transfers received from the Department of Arts & Culture. Additional revenue is
JHQHUDWHGWKURXJKUHQWDOLQFRPHER[RI¿FHWDNLQJVDQGVSRQVRUVKLSIURPORFDOGRQRUVDQGEXVLQHVVHQWHUSULVHV
No major changes are expected in the current level of expenses.
The projected cash and cash equivalents include an estimated amount of R40.028m of funding towards capital works that
will be utilised during 2011/2012.
18
Human Resources Management
1.
PERSONNEL EXPENDITURE
As at 31 March 2011 Artscape employed 77 persons on a permanent basis and 29 persons on an annual contractual basis.
Depending on operational requirements, additional staff is appointed on a part-time or casual basis.
Operating expenses
Compensation of
employees
Training & Capacity
Building
Other staff
overheads
R’000
R’000
R’000
R’000
62 279
25 467
251
892
Total staff cost
Part time
R’000
Total staff cost
as a percent
of operating
expenses
26 610
43%
853
R’000
Analysis of permanent staff compensation
6DODU\RWKHUEHQH¿WV
Overtime
%
permanent
staff cost
(R’000)
19 665
2.
Provident fund
%
permanent
staff cost
(R’000)
79.9%
Medical Assistance
%
permanent
staff cost
(R’000)
1 116
4.5%
Cost of Employment
%
permanent
staff cost
Permanent staff
compensation
(Excluding part
time)
Average
Permanent staff
Expenditure
(R’000)
6.0%
24 614
232
(R’000)
2 369
9.6%
1 464
EMPLOYMENT AND VACANCIES AS AT 31 MARCH 2011
Number of posts
1XPEHURISRVWV¿OOHG
Vacancy
Vacancy Rate
82
77
5
6%
Permanent staff
Annual contractual staff
31
29
2
6%
TOTAL
113
106
7
6%
Staff turnover for the period 1 April 2010 – 31 March 2011
Staff as at
31 March 2010
New
Appointments
Transfer from
contract to
permanent
Terminations
Staff as at
31 March 2011
Permanent staff
80
Annual Contract staff
30
3
1
(7)
77
2
(1)
(2)
TOTAL
110
29
5
0
(9)
106
Reasons for leaving the Institution
Termination type
Number of
employees
% of total
terminations
% of total number of
employees
Deceased
1
11%
0.9%
Resignations
5
56%
4.7%
Retirement
3
33%
2.8%
TOTAL
9
100%
8.4%
6WDII3UR¿OH
Post level
MALE
African
Coloured
Indian
FEMALE
White
Total
African
Coloured
Indian
TOTAL
White
Total
3HUPDQHQWVWDIISUR¿OHDVDW0DUFK
Management
1
1
0
2
4
0
1
0
0
1
5
Middle management
0
2
0
2
4
0
0
0
1
1
5
Supervisor, high level skilled
/ clerical
6
25
1
2
34
2
8
0
3
13
47
15
Lower level skilled (clerical)
1
5
0
0
6
0
5
1
3
9
Very low skilled
1
1
0
0
2
1
2
0
0
3
5
Total at 31 March 2011
9
34
1
6
50
3
16
1
7
27
77
$QQXDOFRQWUDFWXDOVWDIISUR¿OHDVDW0DUFK
Management
0
0
0
0
0
0
0
0
0
0
0
Middle management
0
1
0
0
1
0
0
0
1
1
2
Supervisor, high level skilled
/ clerical
0
2
0
0
2
0
2
0
0
2
4
14
1
2
0
2
5
2
7
0
0
9
Very low skilled
0
7
0
0
7
0
2
0
0
2
9
Total at 31 March 2011
1
12
0
2
15
2
11
0
1
14
29
19
STAFF SUMMARY as at 31 March 2011
MALE
FEMALE
TOTAL
African
Coloured
Indian
White
Total
African
Coloured
Indian
White
Permanent
9
34
1
6
50
3
16
1
7
Total
27
77
Annual contractual staff
1
12
0
2
15
2
11
0
1
14
29
TOTAL
10
46
1
8
65
5
27
1
8
41
106
Persons with disabilities
Post level
MALE
FEMALE
TOTAL
African
Coloured
Indian
White
Total
African
Coloured
Indian
White
Total
Management
1
0
0
0
1
0
1
0
0
1
2
Supervisor, high level skilled /
clerical
0
0
0
1
1
0
0
0
0
0
1
0
0
0
0
0
0
0
0
0
0
0
Total persons with disabilities
1
0
0
1
2
0
1
0
0
1
3
3. HIV/AIDS AND HEALTH PROMOTION PROGRAMMES
Artscape acknowledges the devastating social and economic consequences of the HIV/AIDS pandemic. It seeks to minimise
its impact by committing resources and leadership to implement the HIV/AIDS programme within the organisation.
The following steps were taken to reduce the risk of occupational exposure:
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+,9$,'6HGXFDWLRQDOSURJUDPPHVIRUDOOVWDII
(TXLSSLQJDOO¿UVWDLGNLWVZLWKUXEEHUJORYHVDQGDQWLVHSWLFV
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at the 2010 Wellness Day)
4.
MISCONDUCT AND DISCIPLINARY HEARINGS FOR PERMANENT AND ANNUAL CONTRACTUAL
EMPLOYEES FINALISED
4.1
Permanent and Annual contractual employees
Number
Outcome
Illegal removal of customer’s laptop. Failing to report a missing laptop.
1
Final Written warning
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1
Final written warning
Assault of fellow employee
1
Verbal warning
Type of misconduct
4.2
Part-time employees
None
5.
SKILLS DEVELOPMENT
7
UDLQLQJQHHGVLGHQWL¿HGDQGSURYLGHGWRSHUPDQHQWDQGDQQXDOFRQWUDFWXDOHPSOR\HHVIRUWKHSHULRG
1 April 2010 to 31 March 2011
Gender
7UDLQLQJQHHGVLGHQWL¿HGDQGSURYLGHG
Number of
employees
Learnerships
Skills Development
Other forms of training
TOTAL
Male
65
0
30
3
33
Female
41
0
35
12
47
TOTAL
106
0
65
15
80
5.2
Technical training programme trainees for the period 1 April 2010 to 31 March 2011
The technical training programme, accredited by the University of Stellenbosch had been revised to a one year programme.
Gender
20
Number of trainees
(April 2010 – January 2011)
Number of trainees
(February 2011 – March 2011)
Male
3
3
Female
4
4
TOTAL
7
7
2YHUYLHZRI)LQDQFLDO6WDWHPHQWV
FOR THE YEAR ENDING 31 MARCH 2011
FINANCIAL PERFORMANCE
Total revenu
The annua
A special v
Additional
Cape (PG
The gover
amount of
was relea
Other ope
venue ren
revenue (
sponsorsh
is not mat
Interest re
m R82.426m to R98.216
ent of Arts & Culture (DA
e pension fund liability am
aintenance were received
n amount of R36.716m, o
ferred in the previous yea
t year. In total an amount
R37.704m to R39.878m
as received from DAC.
incial Government of the
eleased to revenue in the
e. PGWC transferred an
WC grant received over the
by 17% from R10.509m
o R3.956m), marketing an
492m) and sponsorship re
ant from the National Lott
the previous year.
R2.190m to R1.086m due
se is primarily due to rev
by 15% to R1.269m), pro
% to R3.192m). The incre
al Village programme. Oth
eferred government grant
40,000
est
d 1%
30,000
20,000
her operating
revenue 12%
Government
grant (Special)
15%
10,000
Government grant
(Capital works) 31%
Government grant
(Operational) 41%
0
Government grant Government grant Government grant
(Operational)
(Capital works)
(Special)
Other operating
revenue
Interest
received
2011 REVENUE
Government grant
(Operational)
Government grant
(Capital works)
Government grant
(Special)
Other operating
revenue
Interest received
2011 / Rm
39,878
30,535
14,419
12,298
1,086
2010 / Rm
37,704
32,023
–
10,509
2,190
OPERATING EXPENSES
Administr
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HOHFWULFL
UHSDLUV
VHFXULW\
7KHLPSDF
DXGLWIH
FRQVXOWD
OHJDOIHH
Compens
Other ope
R9.060m
other spon
ed from R27.152m to R31
WR5PGXHWR
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E\WR5P
VKPHQWLQFUHDVHGE\
P
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5P
WR5PDQG
5P
eased from R23.775m to
as the spending on the ar
ase has been made possi
artistic productions and p
25,000
7%). Substantial increase
NEHLQJFDUULHGRXWLQWKH
of 7%.
er special projects, increa
ed from the National Lotte
Compensation of
employees 41%
Other operating
expenses 17%
20,000
Administrative
expenses 42%
15,000
2011 OPERATING EXPENSES
10,000
5,000
0
Administrative
expenses
Compensation of
employees
Other operating
expenses
Administrative
expenses
Compensation of
employees
Other operationg
expenses
2011 / Rm
25,951
25,467
10,861
2010 / Rm
21,852
23,775
9,060
21
OPERATING SURPLUS
$QRSHUDWLQJVXUSOXVRI5P5PZDVDFKLHYHGIRUWKLV¿QDQFLDO\HDU7KHRSHUDWLQJVXUSOXVLVDVDUHVXOW
of the government grant for capital works being utilised to improve the value of the leased property, as well as the special grant
received for the settlement of the pension fund liability.
PROVISION FOR POST-RETIREMENT MEDICAL BENEFIT
The actuarial valuation, as well as current contributions paid, resulted in an additional expense of R0.231m being incurred for
WKHSRVWUHWLUHPHQWPHGLFDOEHQH¿W
PROVISION FOR PENSION FUND LIABILITY
The actuarial valuation for the pension fund liability increased by R2.694m. The liability was settled at year-end.
SURPLUS
An accounting surplus of R33.012m (2010: R21.775m) was recorded for the year ended 31 March 2011.
FINANCIAL POSITION
The increase in non-current assets is due to the improvements to leased property (the roof extension to the Opera House)
and other minor increases in other non-current assets.
60,000
50,000
40,000
30,000
20,000
10,000
0
Non-current
assets
Current assets –
non cash
Current assets –
cash resources
TOTAL ASSETS
Non-current
liabilities
Current liabilities –
other
Non-current assets
Current assets –
non cash
Current assets –
cash resources
TOTAL ASSETS
Non-current liabilities
2011 / Rm
56,827
1,802
42,353
100,982
2010 / Rm
32,896
2,550
20,260
55,706
Current liablilites –
deferred government
grant
TOTAL
LIABILITIES
other
deferred government
grant
TOTAL LIABILITIES
1,225
4,683
40,029
45,937
1,160
17,951
14,562
33,673
The increase in non-cash current assets is due to the decrease in receivables and the increase in cash resources, due to the
government grants unutilised at year-end.
Non-current liabilities did not change materially from the previous year.
Current liabilities (other) decreased primarily as a result of the settlement of the pension fund liability. Deferred government
grant increased with R25.467m.
Cash and cash equivalents were increased from R20.260m to R42.353m. This increase is due to the government grant for
capital works being unutilised at year-end. This grant will be fully utilised during 2011/2012 as part of the tender for the space
optimisation projects awarded on 1 April 2011.
THE FINANCIAL PERFORMANCE AND FINANCIAL POSITION AS AT 31 MARCH 2011 INDICATE A FIRM CONTROL
OVER INCOME AND EXPENDITURE AND A SOUND MANAGEMENT OF CASH RESOURCES.
22
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:HDUHSOHDVHGWRSUHVHQWRXUUHSRUWIRUWKH¿QDQFLDO\HDUHQGHG0DUFK
Members and Attendance
The Audit and Risk Committee consists of the members listed hereunder and meets at least twice per annum as required by
the Public Finance Management Act and as per its approved terms of reference.
During the year under review four formal meetings and one special meeting were held to discuss the pension fund liability.
Number of meetings attended
5
3
3
2
Ms R Benjamin-Swales (Council member and chairperson)
Mr B Khan (Council member)
Prof B Figaji (Council member)
Mr MA Khan (Independent member)
Audit and Risk Committee Responsibility
The Audit Committee reports that it has complied with its responsibilities arising from section 51(1)(a) of the PFMA and
Treasury Regulation 27.1.10. The Audit and Risk Committee also reports that it has adopted appropriate formal terms of
reference as its Audit and Risk Committee Charter, has regulated its affairs in compliance with this charter and has discharged
all its responsibilities as contained therein.
Risk management
The Audit and Risk Committee reviewed the outcomes of the risk management workshop and ensures that risks are
continuously monitored and that the risk register is updated regularly.
The effectiveness of internal control
The system of internal control is considered effective as the various reports of the Internal Auditors have not reported any
VLJQL¿FDQWRUPDWHULDOQRQFRPSOLDQFHZLWKSUHVFULEHGSROLFLHVDQGSURFHGXUHV
7KH$XGLW&RPPLWWHHLVFRQFHUQHGDERXWWKHFRQÀLFWLQJLQWHUSUHWDWLRQVRIWKHODZDQGUHJXODWLRQVEHWZHHQ$UWVFDSHDQGWKH
Auditor General in respect of the applicability of the Preferential Procurement Policy Framework Act, 2000 (Act No.5 of 2000)
to Artscape for the period under review.
7KHRWKHUPDWWHUVLGHQWL¿HGLQWKHPDQDJHPHQWOHWWHURIWKH$XGLWRU*HQHUDOZLOOEHPRQLWRUHGE\WKH$XGLWDQG5LVN
Committee in the following year.
The quality of quarterly reports
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year under review.
Evaluation of Financial Statements and Predetermined Objectives
The Audit Committee has:
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5HYLHZHGWKHUHSRUWRQSUHGHWHUPLQHGREMHFWLYHVWREHLQFOXGHGLQWKHDQQXDOUHSRUW
5HYLHZHGWKH$XGLWRU*HQHUDO¶VPDQDJHPHQWOHWWHUDQGPDQDJHPHQW¶VUHVSRQVHDQG
5HYLHZHGWKHUHSRUWRIWKH$XGLWRU*HQHUDOIRUWKH\HDUHQGHG0DUFK
7KH$XGLW&RPPLWWHHFRQFXUVZLWKWKHRSLQLRQRIWKH$XGLWRU*HQHUDORQWKHDQQXDO¿QDQFLDOVWDWHPHQWVDQGDJUHHVWKDWWKH
DXGLWHGDQQXDO¿QDQFLDOVWDWHPHQWVEHDFFHSWHGDQGUHDGWRJHWKHUZLWKWKHUHSRUWRIWKH$XGLWRU*HQHUDO
R Benjamin-Swales
Chairperson of the Audit Committee
Date: 31 July 2011
23
5HSRUWRIWKH$XGLWRU*HQHUDOWR3DUOLDPHQW
REPORT ON THE FINANCIAL STATEMENTS
Introduction
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DVDW0DUFKDQGWKHVWDWHPHQWRI¿QDQFLDOSHUIRUPDQFHVWDWHPHQWRIFKDQJHVLQQHWDVVHWVDQGFDVKÀRZ
VWDWHPHQWIRUWKH\HDUWKHQHQGHGDQGDVXPPDU\RIVLJQL¿FDQWDFFRXQWLQJSROLFLHVDQGRWKHUH[SODQDWRU\LQIRUPDWLRQDV
set out on pages 29 to 44.
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7KHDFFRXQWLQJDXWKRULW\LVUHVSRQVLEOHIRUWKHSUHSDUDWLRQDQGIDLUSUHVHQWDWLRQRIWKHVH¿QDQFLDOVWDWHPHQWVLQ
accordance with South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and
the requirements of the Public Finance Management Act of South Africa, 1999 (Act No.1 of 1999)(PFMA), and for such
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material misstatement, whether due to fraud or error.
Auditor-General’s responsibility
3.
As required by section 188 of the Constitution of the Republic of South Africa, 1996 (Act No. 108 of 1996) and section 4 of
the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) (PAA), my responsibility is to express an opinion on these
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4. I conducted my audit in accordance with International Standards on Auditing and General Notice 1111 of 2010 issued in
Government Gazette 33872 of 15 December 2010. Those standards require that I comply with ethical requirements and
SODQDQGSHUIRUPWKHDXGLWWRREWDLQUHDVRQDEOHDVVXUDQFHDERXWZKHWKHUWKH¿QDQFLDOVWDWHPHQWVDUHIUHHIURPPDWHULDO
misstatement.
$QDXGLWLQYROYHVSHUIRUPLQJSURFHGXUHVWRREWDLQDXGLWHYLGHQFHDERXWWKHDPRXQWVDQGGLVFORVXUHVLQWKH¿QDQFLDO
statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of
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DXGLWRUFRQVLGHUVLQWHUQDOFRQWUROUHOHYDQWWRWKHHQWLW\¶VSUHSDUDWLRQDQGIDLUSUHVHQWDWLRQRIWKH¿QDQFLDOVWDWHPHQWV
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 entity’s internal control. An audit also includes evaluating the appropriateness of
accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating
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,EHOLHYHWKDWWKHDXGLWHYLGHQFH,KDYHREWDLQHGLVVXI¿FLHQWDQGDSSURSULDWHWRSURYLGHDEDVLVIRUP\DXGLWRSLQLRQ
Opinion
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0DUFKDQGLWV¿QDQFLDOSHUIRUPDQFHDQGFDVKÀRZVIRUWKH\HDUWKHQHQGHGLQDFFRUGDQFHZLWK6$6WDQGDUGVRI
GRAP and the requirements of the PFMA.
Additional matter
,GUDZDWWHQWLRQWRWKHPDWWHUEHORZ0\RSLQLRQLVQRWPRGL¿HGLQUHVSHFWRIWKLVPDWWHU
Unaudited supplementary schedules
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DQGXVHGDFFRUGLQJWRWKHOHJDOO\DGRSWHGEXGJHWLQDFFRUGDQFHZLWK*5$33UHVHQWDWLRQRI¿QDQFLDOVWDWHPHQWV7KH
VXSSOHPHQWDU\EXGJHWLQIRUPDWLRQVHWRXWRQSDJHGRHVQRWIRUPSDUWRIWKH¿QDQFLDOVWDWHPHQWVDQGLVSUHVHQWHGDV
additional information. Accordingly, I do not express an opinion thereon.
REPORT ON OTHER LEGAL AND REGULATORY REQUIREMENTS
10. In accordance with the PAA and in terms of General Notice 1111 of 2010, issued in Government Gazette 33872 of 15
December 2010,,LQFOXGHEHORZP\¿QGLQJVRQWKHDQQXDOSHUIRUPDQFHUHSRUWDVVHWRXWRQSDJHVWRDQGPDWHULDO
non-compliance with laws and regulations applicable to the public entity.
Predetermined objectives
7KHUHDUHQRPDWHULDO¿QGLQJVRQWKHDQQXDOSHUIRUPDQFHUHSRUW
24
REPORT OF THE AUDITOR-GENERAL TO PARLIAMENT
COMPLIANCE WITH LAWS AND REGULATIONS
Procurement and contract management
12. The preference point system was not applied in all procurement of goods and services above R30 000 as required by
section 2(a) of the Preferential Procurement Policy Framework Act, 2000 (Act No.5 of 2000).
Expenditure management
13. The accounting authority did not take effective and appropriate steps to prevent irregular expenditure, as per the
requirements of section 51(1)(b) of the PFMA.
INTERNAL CONTROL
14. In accordance with the PAA and in terms of General Notice 1111 of 2010, issued in Government Gazette 33872 of 15
December 2010, I considered internal control relevant to my audit, but not for the purpose of expressing an opinion on the
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¿QGLQJVRQFRPSOLDQFHZLWKODZVDQGUHJXODWLRQVLQFOXGHGLQWKLVUHSRUW
Leadership
15. The accounting authority has not exercised oversight responsibility over reporting and compliance with laws and
regulations and internal control as it relates to supply chain management regulations. This has resulted in irregular
expenditure relating to non-compliance with the Preferential Procurement Regulations.
Governance
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supply chain management requirements. This has resulted in irregular expenditure relating to non-compliance with the
Preferential Procurement Regulations.
Cape Town
31 July 2011
A U D I T O R - G E N E R A L
S O U T H A F R I C A
Auditing to build public confidence
25
Statement of Responsibility
The Public Finance Management Act 1999 (Act No 1 of 1999) requires the Accounting Authority to ensure that Artscape
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The Annual Financial Statements are the responsibility of the Accounting Authority. The Auditor-General is responsible for
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$FFRXQWLQJ3UDFWLFHV*5$3LVVXHGE\WKH$FFRXQWLQJ6WDQGDUGV%RDUG7KHDQQXDO¿QDQFLDOVWDWHPHQWVDUHEDVHGRQ
appropriate accounting policies, supported by reasonable and prudent judgements and estimates.
The Accounting Authority is responsible for the Institution’s internal controls and risk management. These controls are
GHVLJQHGWRSURYLGHUHDVRQDEOHEXWQRWDEVROXWHDVVXUDQFHDVWRWKHUHOLDELOLW\RIWKH¿QDQFLDOVWDWHPHQWVDQGWRDGHTXDWHO\
safeguard, verify and maintain accountability for assets and to prevent and detect material misstatements and loss. Nothing
has come to the attention of the Accounting Authority to indicate any material breakdown in the functioning of these controls,
procedures and systems during the year under review.
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FRQFHUQLQWKH\HDUDKHDGDQGKDVFRQWLQXHGWRDGRSWWKHJRLQJFRQFHUQEDVLVLQSUHSDULQJWKH¿QDQFLDOVWDWHPHQWV
SUBMISSION OF ANNUAL FINANCIAL STATEMENTS
7KHDQQXDO¿QDQFLDOVWDWHPHQWVIRUWKH\HDUHQGHG0DUFKVHWRXWRQSDJHVWRZHUHVXEPLWWHGIRUDXGLWLQJRQ
31 May 2011 in terms of section 51(1)(f) of the Public Finance Management Act, 1999 (Act 1 of 1999).
26
_______________________
Michael Maas
_______________________
Pieter Lourens
Cape Town
Cape Town
Accounting Authority Report
Artscape is a declared Cultural Institution in terms of Section 3 of the Cultural Institution’s Act 1998, (Act 119 of 1998). The
entity is listed as a schedule 3A entity (national entity) under the Public Finance Management Act, 1999 (Act 1 of 1999).
Artscape’s council acts as the accounting authority in terms of the Public Finance Management Act.
COUNCIL
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March 2011:
Prof Nomvula Mtetwa – Chairperson
Mr Dudley Cloete – Hopkins
Prof Nicholas Basson
Prof Brian de Lacy Figaji
Mr Blum Khan
Ms Ruth Benjamin-Swales
Prof Lineo Mazwi-Tanga
Ms Sindi Ngaba
Mr Tiisetso Tsukudu
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EXECUTIVE MANAGEMENT
The executive management is responsible for the day-to-day management of the Institution and is in full-time employ of
the Institution.
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Director: Planning and Operations
Alastair Cockburn
Director: Audience Development and Education
Marlene le Roux
Manager: Indigenous Arts
Mzwakhe Mdidimba
NATURE OF BUSINESS
The main objective is to advance, promote and preserve the performing arts in South Africa, but predominantly in the
Western Cape.
CONTROLLING ENTITY
The Department of Arts and Culture is the controlling entity and has ownership control of Artscape.
ADDRESSES
The Institution’s business and postal addresses are as follows:
BUSINESS ADDRESS
ARTSCAPE Theatre Centre
DF Malan Street
CAPE TOWN, 8001
POSTAL ADDRESS
P O Box 4107
CAPE TOWN
8000
Country of incorporation: Republic of South Africa
27
2YHUYLHZRI)LQDQFLDO6WDWHPHQWV
A. FINANCIAL PERFORMANCE
REVENUE
Total revenue increased by 19% from R82.426m to R98.216m.
The annual grant from the Department of Arts & Culture (DAC) increased by 6% from R37.704m to R39.878m.
A special virement grant to settle the pension fund liability amounting to R14.419m was received from DAC.
Additional grants towards capital maintenance were received from DAC and the Provincial Government of the Western Cape (PGWC).
DAC transferred an amount of R36.716m, of which R12.973m was released to revenue in the current year. The government grant
(PGWC) deferred in the previous year was released to revenue. PGWC transferred an additional amount of R19.286m in the
current year. In total an amount of R17.562m of the PGWC grant received over the last 2 years was released to revenue.
Other operating revenue increased by 17% from R10.509m to R12.298m. This increase is primarily due to revenue from
venue rentals (increased by 15% to R3.956m), marketing and advertising (increased by 15% to R1.269m), production
revenue (increased by 15% to R2.492m) and sponsorship revenue (increased by 36% to R3.192m). The increase in
sponsorship includes a once-off grant from the National Lotteries for the 2010 Cultural Village programme. Other revenue
is not materially different to that of the previous year.
Interest received decreased from R2.190m to R1.086m due to the utilisation of the deferred government grant.
OPERATING EXPENSES
Administrative expenses increased from R21.852m to R25.951m (an increase of 19%).
Substantial increases include:
LQWHUQDODXGLWIHHVLQFUHDVHGE\WR5PGXHWRPRUHLQWHUQDODXGLWZRUNEHLQJFDUULHGRXWLQWKHFXUUHQW\HDU
GHSUHFLDWLRQRQSURSHUW\SODQWDQGHTXLSPHQWLQFUHDVHGE\WR5P
HOHFWULFLW\DQGZDWHULQFUHDVHGE\WR5P
VHFXULW\LQFUHDVHGE\WR5P
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DXGLWIHHVGHFUHDVHGE\WR5P
FRQVXOWDQF\IHHVGHFUHDVHGE\WR5P
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Compensation of employees increased from R23.775m to R25.467m, an increase of 7%.
Other operating expenses, such as the spending on the artistic programme and other special projects, increased from
R9.060m to R10.861m. This increase has been made possible by the funding received from the National Lotteries and other
sponsorship income towards artistic productions and projects.
OPERATING SURPLUS
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of the government grant for capital works being utilised to improve the value of the leased property, as well as the special grant
received for the settlement of the pension fund liability.
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The actuarial valuation, as well as current contributions paid, resulted in an additional expense of R0.231m being incurred for the
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Provision for pension fund liability
The actuarial valuation for the pension fund liability increased by R2.694m. The liability was settled at year-end.
SURPLUS
An accounting surplus of R33.012m (2010: R21.775m) was recorded for the year ended 31 March 2011.
B. FINANCIAL POSITION
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The increase in non-current assets is due to the improvements to leased property (the roof extension to the Opera House)
and other minor increases in other non-current assets.
The increase in non-cash current assets is due to the decrease in receivables and the increase in cash resources, due to
the government grants unutilised at year-end.
Non-current liabilities did not change materially from the previous year.
Current liabilities increased due to the deferred government grant (an increase of R25.467m) and the settlement of the
pension fund liability (provisions decreased by R11.770m).
C. CASH FLOW
Cash and cash equivalents were increased from R20.260m to R42.353m. This increase is due to the government grant for
capital works being unutilised at year-end. This grant will be fully utilised during 2011/2012 as part of the tender for the space
optimisation projects awarded on 1 April 2011.
28
6WDWHPHQWRI)LQDQFLDO3RVLWLRQ
AS AT 31 MARCH 2011
Note
ASSETS
Non-current assets
Property, plant and equipment
Intangible assets
Current assets
Inventory
Trade and other receivables
Net expenditure on future productions
2011
R
Revised
2010
R
2.1
2.2
56 827 368
56 752 121
75 247
32 895 691
32 772 969
122 722
3
4
5
6
44 154 397
37 643
1 727 300
36 306
42 353 148
22 809 743
24 302
2 391 332
134 248
20 259 861
100 981 765
55 705 434
TOTAL ASSETS
LIABILITIES
Non-current liabilities
Provisions
Finance lease liability
7
8
1 225 281
1 220 000
5 281
1 159 680
1 159 000
680
Current liabilities
Deferred government grant revenue
Unutilised sponsorships
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Provisions
9
10
11
8
7
44 711 079
3 960 904
40 028 867
550 290
11 018
160 000
32 512 792
3 787 456
14 562 144
2 225 081
8 020
11 930 091
TOTAL LIABILITIES
45 936 360
33 672 472
NET ASSETS
55 045 405
22 032 962
100 981 765
55 705 434
TOTAL NET ASSETS
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FOR THE YEAR ENDED 31 MARCH 2011
Note
REVENUE
Government grant – Operational (DAC)
Government grant – Special virement (DAC)
Government grant – Capital Works (DAC)
Government grant – Capital Works (PGWC)
Other operating revenue
Interest received – cash resources
Interest received – non cash resources
12
2011
R
98 215 900
39 878 000
14 419 000
12 973 118
17 562 144
12 297 763
1 033 991
51 884
Revised
2010
R
82 426 090
37 704 000
–
29 812 598
2 210 169
10 509 013
2 141 557
48 753
OPERATING EXPENSES
Administrative expenses
Compensation of employees
Other operating expenses (Performing Arts)
13
14
62 278 550
25 950 785
25 466 686
10 861 079
54 686 882
21 851 678
23 774 850
9 060 354
OPERATING SURPLUS
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Provision for pension fund liability loss
SURPLUS FOR THE PERIOD
7.1
7.2
35 937 350
(231 293)
(2 693 614)
33 012 443
27 739 208
(208 985)
(5 754 924)
21 775 299
29
Statement of Changes in Net Assets
RESERVES
Accumulated surplus
Balance at beginning of period
Surplus for the period
Balance at end of period
2011
R
Revised
2010
R
22 032 962
33 012 443
55 045 405
257 663
21 775 299
22 032 962
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Note
2011
R
Revised
2010
R
&DVKÀRZVIURPRSHUDWLQJDFWLYLWLHV
Cash received from government grants and customers
Cash paid to suppliers and employees
123 054 612
75 237 400
67 006 908
52 371 260
47 817 212
1 033 991
48 851 203
14 635 648
2 141 557
16 777 205
(26 765 515)
(31 347 748)
16
(26 778 901)
(21 614)
35 000
(31 269 079)
(78 669)
–
8
7 599
(9 703)
Net increase / (decrease) increase in cash and cash equivalents
22 093 287
(14 580 246)
Cash and cash equivalents at beginning of period
20 259 861
34 840 107
42 353 148
20 259 861
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15
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Additions to property, plant and equipment
Additions to intangible assets
Proceeds on disposal of property, plant and equipment
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Cash and cash equivalents at end of period
30
6
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1. ACCOUNTING POLICIES
The following are the principle accounting policies of Artscape, which are consistent, in all material respects, with those applied in previous years.
1.1 Basis of preparation
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Practices (GRAP), including any interpretations and directives issued by the Accounting Standards Board.
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Reference
Topic
GRAP Framework
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GRAP 1
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GRAP 2
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GRAP 3
Accounting policies, changes in accounting estimates and errors
GRAP 5
Borrowing costs
GRAP 12
Inventories
GRAP 13
Leases
GRAP 14
Events after the reporting date
GRAP 16
Investment property
GRAP 17
GRAP 19
Provisions, contingent liabilities and contingent assets
GRAP 102
Intangible assets
IFRS 7
Financial instruments: Disclosures
IAS 19
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IAS 32
Financial instruments: Presentation
IAS 39
Financial instruments: Recognition and measurement
IPSAS 20
Related party disclosures
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Reference
Topic
GRAP 21
Impairment of non-cash generating assets (effective 1 April 2012)
GRAP 23
Revenue from non-exchange transactions (effective 1 April 2012)
GRAP 24
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GRAP 26
Impairment of cash-generating assets (effective 1 April 2012)
GRAP 103
Heritage assets (effective 1 April 2012)
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Reference
Topic
GRAP 18
Segment Reporting
GRAP 25
(PSOR\HHEHQH¿WV
GRAP 104
Financial instruments
GRAP 105
Transfer of functions between entities under common control
GRAP 106
Transfer of functions between entities not under common control
GRAP 107
Mergers
In order to comply with the requirements of GRAP 3, budget information has been prepared based on the principles of GRAP 24, without
adopting the standard.
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UHOLDEOHDQGPRUHUHOHYDQWLQIRUPDWLRQDERXWWKHLPSDFWRIWKHHIIHFWVRIWUDQVDFWLRQVRWKHUHYHQWVRUFRQGLWLRQVRQWKH¿QDQFLDOSRVLWLRQ
¿QDQFLDOSHUIRUPDQFHRUFDVKÀRZ&KDQJHVLQDFFRXQWLQJSROLFLHVDUHDSSOLHGHLWKHUUHWURVSHFWLYHO\RUSURVSHFWLYHO\
Estimates
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UHOLDELOLW\RI¿QDQFLDOVWDWHPHQWV7KHHIIHFWRIDFFRXQWLQJFKDQJHVLVUHFRJQLVHGSURVSHFWLYHO\E\LQFOXGLQJWKHPLQVXUSOXVRUGH¿FLWLQWKH
period of the change, if the change effects that period only, or in the period of the change and future periods, if the change affects both.
Errors
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failure to use, or the misuse of reliable information. Such errors include the effects of mathematical mistakes, mistakes in applying accounting
policies, oversights or misinterpretations of facts and fraud. Errors need not be corrected retrospectively if it is impracticable to determine
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1.2 Property, plant and equipment
Land and buildings are registered in the name of the Provincial Government of the Western Cape (PGWC) and are made available to
Artscape on a permanent basis. Land and buildings not belonging to Artscape are not recognised as property, plant and equipment.
31
Property, plant and equipment are stated at historical cost less accumulated depreciation. Improvements to the property belonging to PGWC is
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depreciated on a straight-line basis over their estimated useful lives to their residual value.
The useful life of an item of property, plant and equipment is the period over which the assets are expected to be available for use by
Artscape. The residual value is the estimated amount that Artscape would obtain from the disposal of the asset, after deducting the estimated
costs of disposal, if the asset was already of the age and in the condition expected at the end of its useful life.
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lease, where the lease period is shorter (as listed in note 1.5.1 below).
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UHFRJQLVHGDVDSUR¿WRUORVVRQGLVSRVDO
Depreciation is calculated on the straight-line method, to write off the cost of each asset to estimated residual values over its estimated useful
life as follows:
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Artworks are not depreciated as their current residual value is expected to be greater than their carrying amount.
ANNUAL REASSESSMENT OF USEFUL LIFE
The useful life of an item of property, plant and equipment is the period over which the asset is expected to be available for use by Artscape.
The useful life of assets is reassessed on an annual basis to ensure that the estimated useful lives are still appropriate.
:KHUHDFKDQJHLQWKHHVWLPDWHGXVHIXOOLIHLVLGHQWL¿HGWKHFKDQJHLVDFFRXQWHGIRUDVDFKDQJHLQDFFRXQWLQJHVWLPDWHRQDSURVSHFWLYH
basis. In other words, the remaining value is written off on a straight-line basis over the remaining newly assessed useful life.
RESIDUAL VALUES
Residual values are reviewed each year and, where estimates differ from those previously determined, the difference is accounted for as a
change in accounting estimates on a prospective basis.
IMPAIRMENT
At each balance sheet date, Artscape reviews the carrying amounts of its property, plant and equipment to determine whether there is any
indication that those assets may be impaired. If any such indication exists, the recoverable amount of the asset is estimated in order to
determine the extent of the impairment loss, if any.
If the recoverable amount of an asset is estimated to be less than its carrying amount, the carrying amount of the asset is reduced to its
recoverable amount. Impairment losses are immediately recognised as an expense, unless the relevant asset is carried at a revalued amount
under another Standard, in which case the impairment loss is treated as a revaluation decrease under that other Standard.
Where an impairment loss subsequently reverses, the carrying amount of the asset is increased to the revised estimate of its recoverable
amount, but so that the increased carrying amount does not exceed the carrying amount that would have been determined had no impairment
loss been recognised for the asset in prior years.
A reversal of an impairment loss is immediately recognised as revenue, unless the relevant asset is carried at a revalued amount, in which
case the reversal of the impairment loss is treated as a revaluation increase.
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DUHGLVFRXQWHGWRWKHLUSUHVHQWYDOXHWKDWUHÀHFWVFXUUHQWPDUNHWDVVHVVPHQWVRIWKHWLPHYDOXHRIPRQH\DQGWKHULVNVVSHFL¿FWRWKHDVVHW
Where the recoverable amount of an asset is less than its carrying amount, the carrying amount of the asset is written down to its recoverable
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1.3 INTANGIBLE ASSETS
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less accumulated depreciation and any accumulated impairment losses.
Intangible assets comprise of computer software and have been assessed as having a useful life of 3 years with the depreciation charge
thereon recognised on a straight line basis.
The residual value of an intangible asset is assumed to be zero as there is no expectation of disposing of it before the end of its economic life.
1.4 Inventory
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ordinary course of business, less the costs necessary to make the sale).
1.5 Leases
1.5.1 Financial Leases
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$UWVFDSH$VVHWVVXEMHFWWR¿QDQFHOHDVHDJUHHPHQWVDUHFDSLWDOLVHGDWWKHLUFDVKFRVWHTXLYDOHQWDQGWKHFRUUHVSRQGLQJOLDELOLWLHVDUHUDLVHG
The cost of the assets is depreciated at appropriate rates on the straight-line basis over the estimated useful lives of the assets. Lease
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costs are expensed when incurred.
32
1.5.2 Operating Leases
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1.6 Financial instruments
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WUDGHDQGRWKHUSD\DEOHV0DQDJHPHQWGHWHUPLQHVWKHFODVVL¿FDWLRQRILWV¿QDQFLDODVVHWVDQG¿QDQFLDOOLDELOLWLHVDWLQLWLDOUHFRJQLWLRQ7KH
FODVVL¿FDWLRQGHSHQGVRQWKHSXUSRVHIRUZKLFKWKH¿QDQFLDODVVHWVZHUHDFTXLUHG
1.6.1 Trade and other receivables
Trade and other receivables are initially recognised at fair value and subsequently measured at amortised cost using the effective interest
method, less any provision for doubtful debts. Trade and other receivables are assessed individually for impairment in terms of recoverability.
1.6.2 Cash and cash equivalents
Cash and cash equivalents comprise cash on hand and at bank, as well as deposits held on call with banks and are stated at cost. Interest on
FDVKLQEDQNDQGFDOODFFRXQWVDUHDFFUXHGRQDPRQWKO\EDVLVDQGGLVFORVHGDVLQWHUHVWUHFHLYHGLQWKHVWDWHPHQWRI¿QDQFLDOSHUIRUPDQFH
1.6.3 Trade and other payables
Trade and other payables comprise trade payables, accruals and amounts owed to third parties in relation to employee costs. Trade and other
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amortised cost using the effective interest rate method, where applicable.
1.7
Provisions
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will be required to settle the obligation.
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DEFINED BENEFIT PLANS
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LVUHJLVWHUHGXQGHUDQGJRYHUQHGE\WKH3HQVLRQ)XQGV$FWDVDPHQGHG7KH3HQVLRQ)XQGRIWKH3HUIRUPLQJ$UWV,QVWLWXWLRQVTXDOL¿HV
DVDPXOWLHPSOR\HUSODQDVGH¿QHGE\,$67KHDVVHWVRIWKHIXQGVDUHSRROHG,QVXI¿FLHQWLQIRUPDWLRQLVDYDLODEOHWRGHWHUPLQH$UWVFDSH¶V
SURSRUWLRQDWHVKDUHRIWKHSODQQHGDVVHWVDQGHPSOR\PHQWEHQH¿WFRVWVRIWKHGH¿QHGEHQH¿WSODQ+HQFHWKHSODQKDVEHHQDFFRXQWHGIRUDVLI
LWZHUHDGH¿QHGFRQWULEXWLRQSODQ&RQWULEXWLRQVSD\DEOHWRWKHIXQGLVUHFRJQLVHGDVDQH[SHQVHLQWKH\HDUWRZKLFKWKH\UHODWH
DEFINED CONTRIBUTION PLANS
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GH¿QHGE\,$6(PSOR\HH%HQH¿WVZKHUHWKHHQWHUSULVHLVXQDEOHWRGHWHUPLQHLWVSURSRUWLRQDWHVKDUHRIWKHIXQG¶VREOLJDWLRQDQGDVVHWV
DUHWUHDWHGDVGH¿QHGFRQWULEXWLRQSODQV
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:LWKHIIHFWIURP0DUFKWKH,QVWLWXWLRQFKDQJHGLWVDFFRXQWLQJSROLF\UHODWLQJWRSRVWUHWLUHPHQWPHGLFDOEHQH¿WFRVWV3URYLVLRQLV
PDGHIRUSRVWUHWLUHPHQWEHQH¿WVLQWKHIRUPRIPHGLFDODLGEHQH¿WVIRUFHUWDLQHPSOR\HHVZKRZHUHSHQVLRQHGSULRUWR7KHWRWDOFRVW
LVDVVHVVHGLQDFFRUGDQFHZLWKWKHDGYLFHRITXDOL¿HGDQGLQGHSHQGHQWDFWXDULHV7KHDPRXQWDFFUXHGIRUSRVWUHWLUHPHQWPHGLFDOEHQH¿WV
are included as provisions.
7KHFRVWRISURYLGLQJEHQH¿WVXQGHUWKLVSODQLVGHWHUPLQHGXVLQJWKHSURMHFWHGXQLWFUHGLWDFWXDULDOYDOXDWLRQPHWKRG7KHFXUUHQWVHUYLFH
LQUHVSHFWRIWKHGH¿QHGEHQH¿WSODQLVUHFRJQLVHGDVDQH[SHQVHLQWKHFXUUHQWSHULRG3DVWVHUYLFHFRVWVDQGDFWXDULDOJDLQVDQGORVVHV
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1.9
Revenue
Revenue includes the following:
1.9.1 Turnover
Turnover comprises the total grants received from government departments (recognises as per note 1.10), as well as venue rental revenue,
marketing and publicity services, costume manufacturing and hiring of costumes and other décor, and sponsorship received.
Sponsorship received is recognised as revenue, on a systematic basis, over the period necessary to match them with the related costs, which
they are intended to compensate.
1.9.2 Interest
Interest is recognised at the effective yield on a time proportion basis over the period held.
1.10 Government grants
The principles of GRAP 23 (revenue from non-exchange transactions) were applied. The principles of this standard require that the
JRYHUQPHQWJUDQWLVUHFRJQLVHGRQWKHGD\WKHLQVWLWXWLRQLVVDWLV¿HGWKDWWKHFRQGLWLRQVRIWKHJUDQWKDYHEHHQFRPSOLHGZLWK
Government grants that carry a condition that, if it is not used it must be repaid, are deferred as revenue until such time it is utilised or
becomes repayable. Deferred government grants will only be released to revenue once the conditions of the grant have been complied with.
1.11 Irregular and fruitless and wasteful expenditure
Irregular expenditure means expenditure incurred in contravention of, or not in accordance with a requirement of any applicable legislation,
including the PFMA.
33
Fruitless and wasteful expenditure means expenditure that was made in vain and would have been avoided had reasonable care been exercised.
All irregular and fruitless and wasteful expenditure is charged to against income in the period which they incurred.
&RPSDUDWLYHÀJXUHV
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FIXED PROPERTY
2.1
PROPERTY, PLANT AND EQUIPMENT
2011
Motor
vehicles
Beginning of year
- cost
- accumulated
depreciation
Net book value
Current year movements
additions
depreciation
assets scrapped / sold
cost
accumulated
depreciation
Balance at end of year
Made up as follows:
- assets at cost
- accumulated
depreciation
Net book value
Carrying value of fully
depreciated assets still
in use
Equipment
Musical
instruments
Furniture
DQG¿WWLQJV
Computers
Improvements
to leased
property
Artworks
Total (R)
1 057 006
4 371 527
441 265
2 828 269
1 122 180
30 820 909
80 649
40 721 805
(844 527)
212 479
(3 389 273)
982 254
(396 310)
44 955
(1 702 616)
1 125 653
(977 886)
144 294
(638 224)
30 182 685
– (7 948 836)
80 649 32 772 969
–
(84 986)
(1)
(73 794)
2 302 773
(737 949)
(3 980)
(130 487)
23 500
(7 879)
–
–
672 536
(294 614)
(22)
(4 529)
242 268
(121 415)
(2)
(22 885)
23 537 824
(1 548 901)
–
–
– 26 778 901
– (2 795 744)
–
(4 005)
–
(231 695)
73 793
126 507
–
4 507
22 883
–
–
227 690
127 492
2 543 098
60 576
1 503 553
265 145
52 171 608
80 649
56 752 121
983 212
6 543 813
464 765
3 496 276
1 341 563
54 587 705
80 649
67 269 011
855 720
127 492
4 000 715
2 543 098
404 189
60 576
1 992 723
1 503 553
1 076 418
265 145
2 189 415
52 171 608
–
80 649
10 516 890
56 752 121
12
326
41
246
118
–
–
743
REVISED 2010
Motor
vehicles
Beginning of year
- cost
- accumulated
depreciation
Net book value
- additions
- depreciation
- assets reinstated (net)
cost
- accumulated
depreciation
- assets scrapped
cost
accumulated
depreciation
Balance at end of year
Made up as follows:
- assets at cost
- accumulated
depreciation
Net book value
Carrying value of fully
depreciated assets still
in use
34
Equipment
Musical
instruments
Furniture
DQG¿WWLQJV
Computers
Improvements
to leased
property
Artworks
Total (R)
1 057 006
4 412 483
236 757
2 821 288
1 111 459
–
80 649
(759 541)
297 465
(3 336 222)
1 076 261
(185 871)
50 886
(1 480 644)
1 340 644
(927 768)
183 691
–
–
– (6 690 046)
80 649
3 029 596
–
(84 986)
–
–
287 646
(470 952)
90 934
312 397
–
(5 923)
15
214 425
58 498
(273 280)
6 665
10 369
102 026
(132 567)
–
–
30 820 909
(638 224)
–
–
– 31 269 079
– (1 605 932)
–
97 614
–
537 191
–
–
–
(221 463)
(1 635)
(640 999)
(214 410)
(23)
(9 917)
(3 704)
(6 874)
(61 886)
–
(8 856)
(91 305)
–
–
–
–
–
12 479
639 364
982 254
9 894
44 955
55 012
1 125 653
82 449
144 294
–
30 182 685
80 649
786 719
32 772 969
1 057 006
4 371 527
441 265
2 828 269
1 122 180
30 820 909
80 649
40 721 805
(844 527)
(3 389 273)
(396 310)
(1 702 616)
(977 886)
(638 224)
212 479
982 254
44 955
1 125 653
144 294
30 182 685
80 649
32 772 969
12
301
41
239
99
–
–
692
9 719 642
(439 577)
(17 388)
(804 107)
– (7 948 836)
2011
R
Revised
2010
R
2.2 Intangible Assets
Carrying amount at beginning of year
- Cost
- Accumulated depreciation
- Additions
- Depreciation
- Assets scrapped / no longer in use
Cost
Accumulated depreciation
Carrying amount at end of year, made up as follows
- Cost
- Accumulated depreciation
3 INVENTORY
Consumables – cafeteria
4 TRADE AND OTHER RECEIVABLES
Trade receivables (analysed below)
Prepayments
Other receivables
National Lotteries Distribution Trust Fund
122 722
534 351
(411 629)
125 199
480 381
(355 182)
21 614
(69 089)
–
–
–
75 247
555 965
(480 718)
78 669
(81 141)
(5)
(24 699)
24 694
122 722
534 351
(411 629)
37 643
24 302
1 101 738
107 168
324 790
193 604
1 727 300
1 605 371
139 178
646 783
–
2 391 332
176 867
139 630
103 732
79 745
833 101
(231 337)
1 101 738
329 639
483 174
104 827
140 003
826 977
(279 249)
1 605 371
Provision for doubtful debts has been made for debts where recovery appears to be doubtful.
Trade receivables analysis
Current
Less than 30 days
Less than 60 days
Less than 90 days
Over 90 days
Provision for doubtful debts
As at 31 March, the ageing analysis of trade receivables are as follows:
2011
2010
Total
Neither past due
nor impaired
1 101 738
1 605 371
391 491
804 301
Current
16 708
25 806
Provision for doubtful debts
Provisions this year
Provisions reversed
Carrying amount at end of year
5
Past due but not impaired
<30 days
<60 days
<90 days
41 572
51 575
58 523
30 224
53 380
126 710
279 249
17 708
(65 620)
231 337
>90 days
541 869
564 950
301 266
77 956
(99 973)
279 249
NET EXPENDITURE ON FUTURE PRODUCTIONS
All revenue and expenditure relating to productions and projects in respect of which the majority of the performances have not been
SUHVHQWHGE\0DUFKLVGHIHUUHGWRWKHIROORZLQJ¿QDQFLDO\HDUWRWKHH[WHQWWKDWVXFKH[SHQVHVDUHFRQVLGHUHGUHFRYHUDEOHIURP
future production revenue.
6 CASH AND CASH EQUIVALENTS
Cash on hand and bank
Funds on deposit
36 306
134 248
235 623
42 117 513
42 353 148
432 510
19 827 351
20 259 861
35
7 PROVISIONS
Non – current liabilities
Current liabilities
2011
R
Revised
2010
R
1 220 000
160 000
1 159 000
11 930 091
1 380 000
13 089 091
Consisting of:
3RVW5HWLUHPHQW0HGLFDO%HQHÀWV
3URYLVLRQLVPDGHIRUFHUWDLQSRVWUHWLUHPHQWPHGLFDOEHQH¿WVE\IXQGLQJDSRUWLRQRIWKHPHGLFDODLGFRQWULEXWLRQVRIHOLJLEOHUHWLUHG
employees. Refer to note 20.3.
Gross carrying amount at beginning of year
1 309 000
1 247 000
3RVWUHWLUHPHQWPHGLFDOEHQH¿WORVVFDOFXODWHGEHORZ
231 293
208 985
Contributions paid
(160 293)
(146 985)
Gross carrying amount at end of year
1 380 000
1 309 000
accounted for as follows:
Non – current liabilities
Current liabilities
1 220 000
160 000
1 159 000
150 000
1 380 000
1 309 000
(113 293)
(118 000)
(104 985)
(104 000)
(231 293)
(208 985)
11 780 091
2 693 614
(14 419 000)
(54 705)
6 025 167
5 754 924
–
–
–
11 780 091
8 FINANCE LEASE LIABILITY
16 299
8 700
Less: Short term portion (Due within one year)
11 018
8 020
5 281
680
2 430 803
890 608
639 493
2 563 736
480 793
742 927
3 960 904
3 787 456
14 562 144
36 716 400
19 285 585
(30 535 262)
29 812 598
–
16 772 313
(32 022 767)
40 028 867
14 562 144
23 743 282
16 285 585
–
14 562 144
40 028 867
14 562 144
3RVWUHWLUHPHQWPHGLFDOEHQHÀWORVV
Interest cost
Actuarial loss
7.2
Pension Fund Liability5HIHUWRQRWH±5HWLUHPHQWEHQH¿WLQIRUPDWLRQ
Gross carrying amount at beginning of year
Increase in provision
Settlement – Special virement - DAC
Settlement – Artscape
Gross carrying amount at end of year (accounted for as current liability)
Due later than one year but not later than 5 years
7KH¿QDQFHOHDVHOLDELOLW\LVLQUHVSHFWRIFHOOXODUSKRQHFRQWUDFWVDQGLVFODVVL¿HGDV¿QDQFHOHDVHV
9
TRADE AND OTHER PAYABLES
Trade payables
Accruals
Other
10 DEFERRED GOVERNMENT GRANT REVENUE
Amount received during the current year – DAC
Amount received during the current year – PGWC
Amount utilised during the year
Carrying amount at end of year
Consisting of:
Funding from DAC (refer to note 22.1)
Funding from PGWC (refer to note 22.2)
In terms of GRAP 23 the deferred government grant will be released to revenue as and when the conditions of the grant have been
complied with. Refer to note 22.
36
11 UNUTILISED SPONSORSHIPS
Artscape Projects
Department of Social Development (Fair Play Fair Life
Project)
Grandwest Corporate Social Investment
Department of Social Development (Training Programme)
Department of Social Services (Mitchell’s Plain Oral
Project)
National Lottery (Cultural Village 2010)
ABSA (Mitchell’s Plain Oral Project)
Department of Economic Affairs & Tourism (Mural Project)
Department of Cultural Affairs & Sport (Mural Project)
(Utilised disclosed as sponsorship received)
Hosted Projects (not sponsorship)
SIDA – Musical & Choral Project
Western Cape Education Department (Artists in residence)
Nyanga Arts Initiative
Mamela Project
Uthando Project
iKaia Project
Opening Balance
Received
Utilised
Closing Balance
444 503
–
240 908
203 595
265 500
162 398
480 000
–
540 829
162 398
204 671
–
90 000
–
60 186
29 814
970 400
–
–
–
–
30 000
18 500
20 000
970 400
900
18 500
–
–
29 100
–
20 000
41 066
19 044
197 526
34 644
–
–
–
–
914 726
–
8 000
36 288
–
–
1 112 252
34 644
5 000
36 288
41 066
19 044
–
–
3 000
–
2 225 081
1 507 514
3 182 325
550 290
2011
R
12 OTHER OPERATING REVENUE
Venue rental
Manufacturing services & hiring
Marketing and advertising
Production revenue
3UR¿WRQGLVSRVDORIDVVHWV
Other revenue
Sponsorship
ABSA (Mitchell’s Plain Oral Project)
Cape Philharmonic Orchestra
Department of Economic Development & Tourism
Department of Social Services (Fair Play & Focal Points)
Department of Social Development (Internship programme)
Department of Social Development (Youth Focal Points)
Department of Social Development (Mitchell’s Plain Oral Project)
Department of Arts Culture Sport & Recreation
Distell
Grandwest Corporate Social Investment
Grandwest Culture & Heritage Foundation
Rupert Musiekstigting
Media 24
National Lotteries Distribution Trust Fund (Amount outstanding R193 604)
Netto Financial Services
Pieter Schoeman
Siyasanga
Yaltah Menuhin Memorial Fund
Other sponsorships (previous year)
Revised
2010
R
3 955 574
949 255
1 268 746
2 491 551
30 995
410 017
3 191 625
900
2 400
18 500
–
162 398
240 908
60 186
135 000
110 000
540 829
–
70 000
50 000
1 164 004
30 000
4 000
600 000
2 500
–
3 448 994
1 139 392
1 087 645
2 175 801
310 438
2 346 743
–
–
–
97 316
66 997
65 312
10 000
125 000
110 000
621 175
25 000
65 000
120 000
324 323
–
–
195 426
–
521 194
12 297 763
10 509 013
37
13 ADMINISTRATIVE EXPENSES
Auditors’ remuneration (external)
Auditors’ remuneration (internal)
Bad debts
Bank charges
Catering
Cleaning
Consultancy Fees
Council and audit committee members’ remuneration
Depreciation – property, plant & equipment
Depreciation – property, plant & equipment (net value reinstated)
Depreciation – intangible assets
Electricity and water
Insurance
IT maintenance and support
Legal Fees
Loss on disposal of assets
Manufacturing consumables
Marketing and publicity
2I¿FHFRVWVDQGWHOHSKRQH
Operating consumables
Operating leases
Other sundry expenses
Repairs and maintenance
Security
Staff related expenses
Transport and travelling (incl. after hours transport)
14 COMPENSATION OF EMPLOYEES
Provident fund contributions
Pension Fund Contributions
Medical aid contributions
Gross salaries and wages
15 CASH FLOWS FROM OPERATING ACTIVITIES
Net surplus for the year
Adjustments:
Depreciation
3UR¿W/RVVRQGLVSRVDORIDVVHWV
Post-retirement medical expense
Operating surplus before working capital changes
Decrease in trade and other receivables
Decrease / (Increase) in net expenditure to be incurred on future productions
Increase in inventory
Increase / (Decrease) in current liabilities (excluding short term lease and short term postretirement medical provision)
16 ADDITIONS TO PROPERTY, PLANT AND EQUIPMENT
Equipment
Musical Instruments
Furniture & Fittings
Computers
Improvements to leased property
38
2011
R
Revised
2010
R
556 589
245 506
17 708
127 891
600 630
2 273 258
362 930
43 940
2 795 744
–
69 089
5 048 802
204 671
357 231
76 066
–
504 748
2 797 989
922 669
308 389
542 302
673 328
2 025 388
3 165 978
1 143 206
1 086 733
668 574
76 452
77 956
123 621
596 313
2 107 116
473 644
47 054
1 605 932
(97 614)
81 141
3 395 533
222 119
343 752
135 645
17 393
483 284
2 473 381
974 702
339 592
573 630
619 731
2 016 680
2 503 552
1 062 126
930 369
25 950 785
21 851 678
2 368 874
–
1 463 895
21 633 917
1 861 842
355 223
1 343 003
20 214 782
25 466 686
23 774 850
33 012 443
21 775 299
2 864 833
(1 033 991)
(30 995)
71 000
1 589 459
(2 141 557)
17 393
62 000
34 883 290
664 032
97 942
(13 341)
21 302 594
1 431 084
(76 419)
(3 764)
12 185 289
(8 017 847)
47 817 212
14 635 648
(2 302 773)
(23 500)
(672 536)
(242 268)
(23 537 824)
(287 646)
–
(58 498)
(102 026)
(30 820 909)
(26 778 901)
(31 269 079)
17 RECONCILIATION OF BUDGET SURPLUS WITH THE SURPLUS IN THE STATEMENT OF FINANCIAL
PERFORMANCE
1HWVXUSOXVSHUWKHVWDWHPHQWRI¿QDQFLDOSHUIRUPDQFH
Adjusted for:
Increase in operational grant from DAC
Increase in special grant from DAC for settlement of pension fund liability
Increase in capital works grant from DAC and PGWC
Increase in other operating revenue
Increase in interest received
(Decrease) / Increase in administrative expenses
(Decrease) / Increase in compensation of employees
Increase in other operating expenses (performing arts)
Increase in provisions
2011
R
Revised
2010
R
33 012 443
21 775 299
–
(14 419 000)
(21 288 111)
(267 226)
(226 114)
(2 980 736)
(859 400)
4 344 079
2 684 907
(462 000)
–
(32 022 767)
(1 428 802)
(1 340 310)
4 261 854
1 938 670
1 560 354
5 730 613
842
12 911
386 380
15 308
554 743
378 215
7 840
–
4 200
1 200
6 560
1 200
1 800
1 200
3 600
–
7 440
4 466
3 396
2 264
7 170
1 132
1 132
2 264
5 094
–
27 600
34 358
4 900
2 940
2 940
–
1 960
3 720
930
930
1 860
1 860
12 740
9 300
1 800
1 800
1 698
1 698
3 600
3 396
43 940
47 054
Net surplus per approved budget
18 OPERATING LEASES
The operating leases comprise rentals charged for the leases of telephone and photocopier equipment.
The minimum operating lease commitments for these non-cancellable operating leases are:
Due within one year
Due later than one year but not later than 5 years
19 REMUNERATION
19.1 Emoluments of Council, Audit and Human Resources committee
Non – executive directors (fees as council members)
Prof N Mtetwa (Council)
Prof N Mtetwa (Other services)
Ms R Benjamin-Swales (payable to Ernst & Young)
Prof B Figaji (donated to school)
Mr D Cloete-Hopkins
Mr B Khan (payable to MHG)
Prof L Tanga
Prof N Basson
Mr T Tsukudu
Ms S Ngaba (employed by public entity – no fee payable)
Audit Committee Members (fees as members)
Ms R Benjamin-Swales (payable to Ernst & Young)
Mr B Khan (payable to MHG)
Prof B Figaji (donated to school)
Mr M Thompson
Mr MA Khan (payable to RAFT)
Human Resources Committee Members
Mr T Tsukudu
Prof L Tanga
19.2 Emoluments of Executive Directors
(Director level and higher)
Basic Salary and
allowances
Mr M Maas
Mr P Lourens
Mr A Cockburn
Ms M Le Roux
960 329
810 829
723 230
723 230
3 217 618
Social
Contributions
(Retirement &
Medical)
180 647
175 776
152 854
164 332
2011
TOTAL
2010
TOTAL
1 140 976
986 605
876 084
887 562
1 046 715
904 068
806 662
817 144
673 609
3 891 227
3 574 589
39
20 RETIREMENT BENEFIT INFORMATION
20.1 Pension Fund
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DVVHWVRIWKH)XQGDUHSRROHG,WLVQRWSRVVLEOHIRUDSDUWLFLSDWLQJHPSOR\HUWRDFFRXQWIRUWKH)XQGDVDGH¿QHGEHQH¿WSODQVLQFHWKH
DVVHWVKHOGLQUHVSHFWRIHDFKHPSOR\HUDUHQRWLGHQWL¿HGVHSDUDWHO\)XOODFWXDULDOYDOXDWLRQVDUHSHUIRUPHGRQWKHSURMHFWHGXQLWFUHGLW
PHWKRGHYHU\\HDUVDVUHTXLUHGE\WKH$FW7KLVPHWKRGGHWHUPLQHVWKHFRVWRISURYLGLQJUHWLUHPHQWEHQH¿WVRQWKHEDVLVRIVHUYLFHERWK
rendered and to be rendered by employees. The last actuarial valuation was performed as at 1 April 2008.
,QWHUPVRISDUDJUDSKRI,$6WKHIROORZLQJLQIRUPDWLRQQHHGVWREHGLVFORVHGLQWKH¿QDQFLDOVWDWHPHQWVRISDUWLFLSDWLQJHPSOR\HUV
Improper use of surplus
7KHYDOXHRIWKHLPSURSHUXVHRIVXUSOXVLGHQWL¿HGDVSDUWRIWKHVXUSOXVDSSRUWLRQPHQWH[HUFLVHRQ $SULO ZDVDFFXPXODWHGDWWKHQHW
investment return earned on the surplus over the period, as detailed in previous AC116 reports.
The improper use of surplus liability has accumulated to R9 559 306 on 31 March 2011, prior to repayment. This amount was included in the
total employer debt which was valued at 31 March 2011 and repaid in full as at this date.
Therefore, Artscape has no outstanding liability in respect of improper use of surplus as at 1 April 2011.
Shortfall in contributions
The shortfall in contributions was accumulated at the valuation rate of interest in order to match the increase in the corresponding liability, as
detailed in previous AC116 reports.
The contribution shortfall for the period 1 April 2002 to 1 October 2009 has accumulated to R15 219 655 on 31 March 2011, prior to
repayment. This amount was included in the total employer debt which was valued at 31 March 2011 and repaid in full as at this date.
Therefore, Artscape has no outstanding liability in respect of the contribution shortfall as at 1 April 2011.
3DVWVHUYLFHGH¿FLW
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EHQH¿WVZDVDFFXPXODWHGDWWKHYDOXDWLRQUDWHRILQWHUHVWLQRUGHUWRPDWFKWKHLQFUHDVHLQWKHFRUUHVSRQGLQJOLDELOLW\DVGHWDLOHGLQSUHYLRXV
AC116 reports.
7KHSDVWVHUYLFHGH¿FLWKDVDFFXPXODWHGWR5RQ 0DUFKSULRUWRUHSD\PHQW7KLVDPRXQWZDVLQFOXGHGLQWKHWRWDO
employer debt which was valued at 31 March 2011 and repaid in full as at this date.
7KHUHIRUHWKHUHLVQRRXWVWDQGLQJOLDELOLW\LQUHVSHFWRIWKHSDVWVHUYLFHGH¿FLWDVDW$SULO
Total employer debt on 31 March 2011
The sum of the employer debt discussed in previous paragraphs is as follows:
Source of employer debt
Improper use of surplus
Shortfall in employer contributions
3DVWVHUYLFHGH¿FLW
Total employer debt
Value at 31 March 2011
R9 559 306
R15 219 655
R11 469 372
R36 248 333
Artscape value as at 31 March 2011
R1 236 223
R6 385 470
R6 852 012
R14 473 705
Repayment of Debt
The major part of the debt was repaid on or before 31 March 2011 by the participating employers. Artscape fully repaid the liability on 31 March
2011. (The settlement was made possible through a special grant from the Department of Arts & Culture and fully utilised for this purpose).
20.2 Provident Fund Current Year Contributions
7KHGH¿QHGFRQWULEXWLRQ3URYLGHQW)XQGZKLFKFRYHUVHPSOR\HHVDW\HDUHQGHPSOR\HUDQGHPSOR\HHFRQWULEXWLRQVLQWKH
current year amounted to R3 431 668 (2010: R2 708 134).
3RVW5HWLUHPHQW0HGLFDO%HQHÀW
$UWVFDSHRSHUDWHVDSRVWUHWLUHPHQWEHQH¿WVFKHPHIRUHOLJLEOHUHWLUHGHPSOR\HHV7KHOLDELOLW\UDLVHGLQQRWHDERYHLVLQUHVSHFWRIWKH
(2010: 7) qualifying employees. The cost of this is recognised, as determined by independent actuaries, over the estimated service lives of
the employees concerned. The most recent valuation of this liability was 31 March 2011.
Trend Information
The trend information as required by IAS 19 for the previous 5 years as determined by the independent actuaries is as follows:
Present Value of Obligations
Fair Value of Plan Assets
Present Value of Obligations in excess of Plan Assets
Experience Adjustments
(Actuarial Gain/(Loss) before Changes in Assumptions)
In respect of Present Value of Obligations
In respect of Fair Value of Plan Assets
40
Mar-11
1.380
–
1.380
Mar-10
1.309
–
1.309
R’ Million
Mar-09
1.247
–
1.247
Mar-08
1.396
–
1.396
Mar-07
1.845
–
1.845
(0.077)
–
(0.104)
–
0.054
–
0.345
–
0.032
–
Valuation met
The actuarial v
EHQH¿WVYDOXH
lifetime. Any p
a number of a
7KHPRVWVLJQ
FRVWLQÀDWLRQR
ns
e actuaries to value the liabi
FDFWXDULDODVVXPSWLRQVDQG
rent market value as required
edit Method prescribed by IA
HPEHUVLVDFFUXHGRYHUH[SH
rtake the valuation, it is nece
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FRXQWRID
sensitive to the assumptions
sed on a number of assump
hich actual experience differ
ty could turn out to be overst
pted. The liability was recalc
HDVHLQWKHUDWHRIKHDOWKFD
QWKHUDWHRIKHDOWKFDUHFRVW
DUVWKHUHDIWHUUHWXUQLQJWRD
SENSITIVITY RESULTS
The results of
The valuation
understated, d
the effect of:
$RQHSHUFH
$¿YHRUWHQ
FRVWLQÀDWLRQ
$RQHSHUFH
HDVHLQWKHGLVFRXQWUDWH
Central Assumption
8%
Accrued Contributions Liability (R’ Million)
% Change
Current Service Cost + Interest Cost (R’ Million)
% Change
+HDOWK&DUH&RVW,QÀDWLRQ
-1%
1%
1.380
1.301
1.467
–
-5.7%
+6.3%
0.119
0.112
0.127
–
-5.9%
+6.7%
Central Assumption
Sensitivity results from previous valuation
7.5%
-1%
1%
Current Service Cost + Interest Cost 2010/2011 (R’ Million)
0.113
0.106
0.121
–
-5.9%
+6.7%
% Change
Central Assumption
8%
% Change
+5% for 5 years
1.380
1.627
1.917
–
+17.9%
+39%
Central Assumption
9.3%
% Change
+10% for 5 years
Discount Rate
-1%
+1%
1.380
1.469
1.300
–
+6.5%
-5.8%
21 FINANCIAL INSTRUMENTS
)LQDQFLDOLQVWU
IAS39 and con
21.1 Fair values
$W0DUFK
value.
PHQWRI¿QDQFLDOSRVLWLRQDUH
ayments, cash and cash equ
VDQGDV¿QDQFLDOOLDELOLWLHVLQ
r payables.
FDUU\LQJYDOXHVRI¿QDQFLDOL
QDQFLDOVWDWHPHQWVDSSUR[LP
21.2 Market risk
Interest rate
Artscape depo
on its bank ac
ses with a major bank of a hi
act interest at rates linked dir
Currency and
Artscape is no
ve named risks.
21.3 Credit risk
Cash and cas
Credit risk is m
exposure to c
rating and bal
scape only deposits cash sur
e is the bank balances as dis
Artscape.
d therefore has low interest
ate.
high credit standing. The ma
atement. The table below sh
2011
Nedbank Limit
ABSA Bank Li
2 297 751
27 421
201
20 203
12 0
41
Accounts and other receivables
&UHGLWULVNLVPLWLJDWHGWKURXJKPDQDJHPHQW¶VDVVHVVPHQWRIWKHFUHGLWTXDOLW\RIGHEWRUVWDNLQJLQWRDFFRXQWWKHLU¿QDQFLDOSRVLWLRQ
payment history, their production track record and the perceived perception of the quality of the production prior to it being staged. Each
production is assessed individually and the agreement is negotiated and assessed in consultation with the respective producer or promoter.
Without classifying debtors differently, the assessment is done to ensure a fair practice and an equitable agreement for all users of the same
space whilst ensuring the presentation of excellent and varied products, meeting audience expectations and public demand. No collateral is
held for any debtor.
The maximum exposure to credit risk at the reporting date is the fair value of trade and other receivables as disclosed in note 4. Five
debtors that constitute 78% of the trade receivables balance have a favourable payment history. The recoverability of amounts due by the
professional arts companies associated with Artscape is dependent on the continued public and private funding for these arts companies
which is needed to continue their operations. Management is of the opinion that these debts are fully recoverable.
21.4 Liquidity risk
$UWVFDSHPDQDJHVOLTXLGLW\ULVNE\PRQLWRULQJLWVFDVKÀRZUHTXLUHPHQWV&RXQFLOLVRIWKHRSLQLRQWKDWWKHQHWFDUU\LQJYDOXHRIWKHOLDELOLWLHV
DSSUR[LPDWHWKHLUIDLUYDOXHDQGWKDW$UWVFDSHKDVVXI¿FLHQWUHVRXUFHVWRVHWWOHLWVVKRUWWHUPOLDELOLWLHV
7KHWDEOHEHORZDQDO\VHV$UWVFDSH¶V¿QDQFLDOOLDELOLWLHVLQWRPDWXULW\JURXSLQJVEDVHGRQWKHUHPDLQLQJSHULRGDWWKHUHSRUWLQJGDWHWRWKH
contractual maturity date.
Maturity analysis
Trade payables
Accruals
Other payables
Post-retirement medical liability
2011
Less than
12 Months
2 430 803
890 608
639 493
550 290
11 018
160 000
Over
12 Months
–
–
–
–
5 281
1 220 000
4 682 212
1 225 281
Maturity analysis
Trade payables
Accruals
Other payables
Pension fund liability
2010
Less than
12 Months
2 582 418
462 111
742 927
2 225 081
8 020
150 000
11 780 091
Over
12 Months
–
–
–
–
680
1 159 000
–
17 950 648
1 159 680
7KHGHIHUUHGJRYHUQPHQWJUDQWUHYHQXHLVQRWD¿QDQFLDOOLDELOLW\DVLWLVVLPLODUWRUHYHQXHUHFHLYHGLQDGYDQFHDQGKDVEHHQH[FOXGHGIURP
WKHPDWXULW\DQDO\VLV,WZLOORQO\EHFRPHD¿QDQFLDOOLDELOLW\LILWEHFRPHVUHSD\DEOH
21.5 Financial instruments per category
21.5.1
Loans and receivables
$VVHWVSHUVWDWHPHQWRI¿QDQFLDOSRVLWLRQ
Trade and other receivables (excluding prepayments)
21.5.2 Liabilities at fair value
/LDELOLWLHVDVSHUVWDWHPHQWRI¿QDQFLDOSRVLWLRQ
Unutilised sponsorship income
Finance lease liabilities
Pension fund liability
42
2011
R
2010
R
1 620 132
42 353 148
2 252 154
20 259 861
43 973 280
22 512 015
3 960 904
550 290
16 299
1 380 000
3 787 456
2 225 081
8 700
11 780 091
1 309 000
5 907 493
19 110 328
22 RELATED PARTIES
2011
R
2010
R
22.1 Department of Arts & Culture
The National Department of Arts & Culture (DAC) has ownership control over Artscape. DAC provides Artscape with an operational grant,
additional funding for essential maintenance and funding for special projects and events.
Details of the transactions between DAC and Artscape are as follows:
Revenue received
Operational grant
Capital works grant
Special virement – pension fund liability
39 878 000
36 716 400
14 419 000
37 704 000
–
–
Government grant deferred
23 743 282
–
7KHGHIHUUHGJRYHUQPHQWJUDQWZLOOEHIXOO\XWLOLVHGGXULQJWKH¿QDQFLDO\HDUDVSDUWRIWKHFRPSOHWLRQRIWKHVSDFHRSWLPLVDWLRQ
projects. The tender for the Artscape Complex Extension and Alteration, ART 1/2011 was awarded on 1 April 2011.
22.2 Provincial Government of the Western Cape
The Provincial Government of the Western Cape (PGWC) owns the Artscape Theatre Centre. No rental for the use of the premises is being
charged to Artscape. PGWC is responsible for the structural maintenance of the building and the maintenance of stages. Details of the
transactions between Artscape and PGWC are as follows:
REVENUE RECEIVED
Annual maintenance (sponsorship income)
Contribution to the refurbishment of the Opera House
Technical equipment (replacements & upgrades)
Compliance installations (health & safety)
Open desking as per PGWC requirements and standards
Compliance, stage equipment and theatre roof
Geotechnical surveys and consulting fees
135 000
3 813 028
–
–
–
15 258 000
214 557
125 000
12 687 685
2 015 216
1 613 872
455 538
–
–
Government grant deferred
16 285 585
14 562 144
7KHGHIHUUHGJRYHUQPHQWJUDQWZLOOEHIXOO\XWLOLVHGGXULQJWKH¿QDQFLDO\HDUDVSDUWRIWKHFRPSOHWLRQRIWKHVSDFHRSWLPLVDWLRQ
projects. The tender for the Artscape Complex Extension and Alteration, ART 1/2011 was awarded on 1 April 2011. The deferred grant will be
released to revenue once the conditions thereof have been met.
23 IRREGULAR EXPENDITURE
Opening balance
Add: Irregular expenditure – current year
1 934 163
3 196 771
–
1 934 163
5 130 934
1 934 163
3 196 771
1 934 163
–
1 934 163
5 130 934
1 934 163
3 196 771
1 934 163
3 196 771
1 934 163
$QDO\VLVRIH[SHQGLWXUHDZDLWLQJFRQGRQDWLRQSHUDJHFODVVL¿FDWLRQ
Current year
Prior year
Expenditure incurred without applying the preference point system to all procurement
of goods and services above R30 000 as required by section 2(a) of the Preferential
Procurement Policy Framework Act, 2000 (Act No.5 of 2000).
24 CONTINGENT LIABILITIES
6HFWLRQRIWKH3XEOLF)LQDQFH0DQDJHPHQW$FW$FW1RRILQGLFDWHVWKDWDSXEOLFHQWLW\PD\QRWEXGJHWIRUDGH¿FLWDQG
may not accumulate surpluses unless the prior written approval of the National Treasury has been obtained.
Artscape requested approval from the executive authority (DAC) to retain the accumulated surplus as at
31 March 2011 but to date the approval has not been obtained. Based on approval obtained in prior years, management is of the opinion that
National Treasury will grant such approval. Should approval not be obtained, a liability for the accumulated surplus of R55 045 405 may exist.
43
25 PUBLIC FINANCE MANAGEMENT ACT 1999 (ACT NO 1 OF 1999)
Section 55 (2)
No material losses through criminal conduct or fruitless or wasteful expenditure were incurred during the year. Irregular expenditure has been
disclosed in note 23.
Section 55 (3)
Council may not accumulate surpluses unless written approval of the National Treasury has been obtained. Approval for the retention of the
accumulated surplus as at 31 March 2010 was obtained.
Section 54 (2)
In terms of the PFMA and Treasury Regulation 28.1.5 the Council has developed and agreed to a framework of acceptable levels of materiality
DQGVLJQL¿FDQFH
26 EXPENDITURE RELATING TO SOCCER WORLD CUP
Tickets acquired
Purchase of World Cup apparel
Travel costs
TOTAL WORLD CUP EXPENDITURE
Quantity
–
–
Tickets acquired after 31 March 2011
2011
–
–
–
–
2010
–
–
–
–
Quantity
–
Amount
–
27 PRIOR PERIOD ERRORS
2010
R
Professional fees not capitalised
Prior to the current year, professional fees incurred as part of the improvements of leased property were treated as operational expenses.
In terms of GRAP 17 professional fees must be included in the cost of improvements to leased property. The effect of this adjustment on
the prior year balances is as follows:
Net effect on the Statement of Financial Performance
Increase in depreciation
70 118
Decrease in repairs, maintenance and refurbishments
(5 591 974)
Increase in operating surplus
5 521 856
Net effect on the Statement of Financial Position
Increase in property, plant and equipment
5 521 856
Restatement of motor vehicles
In the previous year motor vehicles were incorrectly restated, contrary to the requirements of GRAP 17. The effect of this adjustment
on the prior year balances is as follows:
Net effect on the Statement of Financial Performance
Increase in depreciation as a result of restatement reversal
243 000
Decrease in depreciation
(21 000)
Decrease in operating surplus
222 000
Net effect on the Statement of Financial Position
Decrease in property, plant and equipment
222 000
Summary effect on the Statement of Financial Performance
Restated 2010
amount
Depreciation – property plant & equipment
Depreciation – property plant & equipment (net value reinstated)
Repairs and maintenance
(1 605 932)
Previous
amount
(1 556 814)
Net effect
(49 118)
97 614
340 614
(243 000)
(2 016 680)
(7 608 654)
5 591 974
Increase in operating surplus
5 299 856
Summary effect on the Statement of Financial Position
Accumulated surplus
44
32 772 969
27 473 113
5 299 856
(22 032 962)
(16 733 106)
(5 299 856)
7KDQN<RX3DUWQHUV
Artscape wish to thank all sponsors and partners which have contributed towards
the past year’s success.

Grandwest Culture & Heritage
ABSA
Austrian Consulate General
Foundation
Stigting vir die Bemagtiging van
Afrikaans (SBA)
Guga S’thebe
HCI Foundation
Suidoosterfees
Theatre Taliipot (iKaia Project)
Cape Town Opera
Heart 104.9 FM
iKapa Dance Theatre
Uthando Project
Western Cape Choral Music
&HUWL¿FDWHRI<RXWK7UDLQHUV&<7
City of Cape Town
Comart
Jikeleza Dance Company
Mamela Project
Commission for the promotion
Maynardville Arts Trust
Media24
Metrorail
Western Cape Department
Mike van Graan
National Lotteries Distribution
Western Cape Department of
British Council
Cape Philharmonic Orchestra
and protection of the rights of
cultural, religious and linquistic
communities (CRL)
Consolidated Travel
Dance for All

Association (WECCMA)
Western Cape Cultural
Commission
of Cultural Affairs, Sport and
Recreation
Trust Fund
Department of Arts & Culture
Die Burger
Die Son
Distell Foundation
Tourism
Netto Financial Services
Nyanga Arts Initiative
Performing Arts Network of South
Pieter Schoeman
Rapport
Genugtig! Publishers
Golden Arrow Bus Company
Grandwest Corporate Social
Rupert Musiekstigting
Siyasanga
Spice4Life
Western Cape Department of
Social Development and Poverty
Alleviation
Western Cape Education
Africa (PANSA)
Field Band Foundation
Fine Music Radio
Economic Development and
Department
Witzenberg Municipality
Yaltah Menuhin Memorial Fund
ZipZap Circus School
Investment
Richard III
Thandiswa
Nunsense A-men
45
RP170/2011
ISBN: 978-0-621-40258-2
P.O.BOX 4107 CAPE TOWN 8000
Artscape Switchboard
021 410 9800
Fax
021 421 5448
Email
artscape@artscape.co.za
Website
www.artscape.co.za
REGISTERED OFFICE
ARTSCAPE Theatre Centre, DF Malan Street, Cape Town 8001