ATC170314: Report of the Portfolio Committee on Arts and Culture on an oversight visit to the Performing Arts Centre of the Free State (PACOFS), Anglo-Boer War Museum, Pan South African Language Board (PanSALB), National Library South Africa (NLSA) and Ditsong Museum of South Africa, dated 14 March 2017

Arts and Culture

Report of the Portfolio Committee on Arts and Culture on an oversight visit to the Performing Arts Centre of the Free State (PACOFS), Anglo-Boer War Museum, Pan South African Language Board (PanSALB), National Library South Africa (NLSA) and Ditsong Museum of South Africa, dated 14 March 2017
 

The Portfolio Committee on Arts and Culture, having undertaken an oversight visit to the Performing Arts Centre of the Free State, Anglo-Boer War Museum, PanSALB, National Library South Africa and Ditsong Museum of South Africa, reports as follows:

 

1.         Introduction

 

  1. The Portfolio Committee on Arts and Culture conducted an oversight visit to the Performing Arts Centre of the Free State (PACOFS), Anglo-Boer War Museum, Pan South African Languages Board (PanSALB), National Library South Africa (NLSA) and Ditsong Museum of South Africa from 30 January - 3 February 2017.

 

  1. The purpose of the oversight was to assess governance, financial management, working conditions as well as labour related issues of the entities. The Committee assisted in pinpointing challenges faced by the entities and in finding effective solutions.  

 

  1. The Committee focused on, amongst others, the following crucial areas:
  • GRAP 103 compliance;
  • staff retention;
  • budget constraints;
  • permanent exhibitions;
  • knowledge management;
  • litigation prone contract management;
  • financial sustainability; and
  • audit fees that the National Treasury is not subsidizing and the continued audit inconsistencies. 

 

1.4        The focus areas formed part of key interventions and priorities set out in major government plans such as the National Development Plan (NDP) to ensure that enabling conditions for quality service delivery are achieved. As part of its oversight, the Committee had a constitutional responsibility to ensure that these priorities were implemented, particularly since they are linked to social cohesion.

 

1.5        As part of the oversight, the Committee received briefings from Chairpersons and Chief Executive Officers (CEO’s) of all the entities visited. The Committee visited five entities and the delegation held meetings with all relevant stakeholders in order to gain first-hand information on the state of the entities and to discuss challenges faced by them.  

 

1.6        This report provides a summary of the key issues that emerged from the interaction with stakeholders, officials of the national department as well as the Portfolio Committee’s deliberations, observations and recommendations.

 

2.     Delegation

 

  1. PACOFS

 

  1. Portfolio Committee on Arts and Culture: Hon X Tom, MP (ANC) (Chairperson), Hon JL Mahlangu (ANC), Hon T Makondo (ANC), Hon SP Tsoleli (ANC), Dr. GA Grootboom (DA), Hon    MW Rabotapi (DA), Hon F Mokoena (EFF), Dr. PWA Mulder (FF Plus).

Apologies: Hon NK Bilankulu (ANC), Hon VP Mogotsi (ANC), Hon JA Esterhuizen (IFP).

  1. National Department of Arts and Culture: M.s L Moeng (Portfolio Manager: PACOFS), Ms K Sethibelo (DDG-IG), Dr. Sakiwo Tyiso (Chief Director), Mr. S Nkanunu (PLO: Ministry).
  2. PACOFS: Mr. T Selopolo (Council Member), Mr. F Wetes (Council Member), Advocate K Thango (Deputy Chairperson), Mr. Greg Segoneco (CEO), Mr. T Mohlajoana (HR), Mr. N Zondi (Stage Manager), Mr. K Ndiwa (Theater Manager), Mr. J Kotse (ICT), Mr. Leeuw (Artist Dev Manager), Ms. L Thlogo (SCM).
  3. Staff Members: Mr. L Komle (Content Advisor), Mr. J van der Westhuizen (Committee Assistant).

 

  1. Anglo-Boer War Museum
    1. Portfolio Committee on Arts and Culture: Hon X Tom, MP (ANC) (Chairperson), Hon JL Mahlangu (ANC), Hon T Makondo (ANC), Hon SP Tsoleli (ANC), Dr GA Grootboom (DA), Hon    MW Rabotapi (DA), Dr. PWA Mulder (FF Plus).

Apologies: Hon NK Bilankulu (ANC), Hon VP Mogotsi (ANC), Hon JA Esterhuizen (IFP), Hon F Mokoena (EFF).

  1. National Department of Arts and Culture: Dr. Sakiwo Tyiso (Chief Director), Mr S Nkanunu (PLO: Ministry).
  2. Anglo-Boer War Museum: Ms. C Swanepoel (CFO), Mr. C Twala (Council Member), Mr. JL Pretorius (Director), Prof H Thipa (Deputy Chairperson).
  3. Mr. L Komle (Content Advisor), Mr. J van der Westhuizen (Committee Assistant).

 

  1. PanSALB
    1. Portfolio Committee on Arts and Culture: Hon X Tom, MP (ANC) (Chairperson), Hon JL Mahlangu (ANC), Hon T Makondo (ANC), Hon SP Tsoleli (ANC), Hon MW Rabotapi (DA).

Apologies: Hon NK Bilankulu (ANC), Hon VP Mogotsi (ANC), Hon JA Esterhuizen (IFP), Hon F Mokoena (EFF), Dr. PWA Mulder (FF Plus), Dr. GA Grootboom (DA).

  1. National Department of Arts and Culture: Dr. Sakiwo Tyiso (Chief Director), Mr. S Nkanunu (PLO: Ministry).
  2. PanSALB: No guest list provided as it was a function on language activism.
  3. Mr. L Komle (Content Advisor), Mr. J van der Westhuizen (Committee Assistant).

 

  1. National Library South Africa
    1. Portfolio Committee on Arts and Culture: Hon X Tom, MP (ANC) (Chairperson), Hon JL Mahlangu (ANC), Hon T Makondo (ANC), Hon SP Tsoleli (ANC), Hon MW Rabotapi (DA).

Apologies: Hon NK Bilankulu (ANC), Hon VP Mogotsi (ANC), Hon JA Esterhuizen (IFP), Hon F Mokoena (EFF), Dr PWA Mulder (FF Plus), Dr. GA Grootboom (DA).

  1. National Department of Arts and Culture: Ms. K Sethibelo (DDG-IG), Mr. S Nkanunu (PLO: Ministry).
  2. National Library of South Africa: Ms. C Batram (Board Member), Mr. N Mashobane (CFO), Mr. M Mavhungu (Exec Director: Corporate Services), Dr ME Maepa (Exec Director: Core Programmes), Mr. M Sekese (Board Secretary), Prof R Malebipi-Simela (CEO), Prof L Teffo (Board Member).
  3. Mr L Komle (Content Advisor), Mr. J van der Westhuizen (Committee Assistant).

 

  1. Ditsong Museum:

 

  1. Portfolio Committee on Arts and Culture: Hon X Tom, MP (ANC) (Chairperson), Hon JL Mahlangu (ANC), Hon T Makondo (ANC), Hon SP Tsoleli (ANC).

Apologies: Hon NK Bilankulu (ANC), Hon VP Mogotsi (ANC), Hon JA Esterhuizen (IFP), Hon F Mokoena (EFF), Dr. PWA Mulder (FF Plus), Dr. GA Grootboom (DA), Hon MW Rabotapi (DA).

 

  1. National Department of Arts and Culture: Ms. K Sethibelo (DDG-IG), Mr. S Nkanunu (PLO: Ministry), Ms. P Nguzo (Dep Director), Mr. T Malao (Director: Entities).
  2. Ditsong Museum SA: Ms. M Gumbe (HR Consultant), Ms. N Mcako (Admin Assistant), Mr. F Teicuert (Act Director), Mr. B Daniels (Council Member), Dr. P Baylis (Council Member), Ms. K Rapoo (Chairperson), Dr. M Matlou (Deputy Chairperson), Ms. Y Masilela (Council member), Mr. B Mgijima (Council member), Mr. F Mashilo (Office Manager: CEO), Mr. S Badenhorst (Acting Director), Mr. M Narde (Chairman of SAPTU), Mr. J Mokoena (Chairperson of NEHAWU), Mr. W Mutshesi (Treasurer: NEHAWU), Mr. K Manamela (Branch Secretary: NEHAWU), Mr. A Mampheko (Branch Chairperson: NEHAWU), Mr. N Walters (Deputy Director), Ms. M Zdara (Deputy Manager), Mr. J Bell (Senior Curator), Mr. A Sinclair (Curator), Mr. S Mackenzie (Acting Director), Ms. P Madida (Acting Director), Ms. T Perregil (ICT), Ms. J Racliffe (Deputy Director), Mr. W van der Merwe (SCM).
  3. Mr. L Komle (Content Advisor), Mr. J van der Westhuizen (Committee Assistant).

 

  1. Oversight and Monitoring Visit at PACOFS

PACOFS is the flagship of theatre activities in the Free State Province, the central region of South Africa. It is a Playhouse where an environment is provided for artists to practice and perform their different art forms. An annual season of classic and contemporary South African, African and international theatre productions are performed inside its theatres. PACOFS is a major community and cultural resource for people of the central parts of South Africa and Lesotho. It is committed to the development of both new works and Free State artists through its arts development program. It also plays a role in the bigger picture of the South African theatre scene by contributing touring productions and providing employment and career opportunities for creative and administrative staff.

 

  1. Committees Observations:
  1. Communication lines: There were no clear lines of communication between the managers and employees. Employees also did not know the Council members, which illustrates that they had never met with them. 
  2. The physical state of the buildings: The Committee observed that the buildings were not well maintained and there was filth at the entrance of the building which the entity attributed to the painting that was being undertaken.
  3. Litigation: The entity has been involved in various litigation cases in the past years. Currently there is an outstanding litigation matter of the Finance Manager which is still with the CCMA. Five employees who were charged have been given letters to come back to work (although they were not at work on the day the Committee was there).
  4. Human Resources Matters: The entity has been involved in an organizational review and it has developed a new organisational structure. The entity has been busy with skills audit and job evaluations, and these were outsourced. The HR department has been understaffed, such that the person in the HR department is at a junior level and is always overwhelmed by the work he needs to do. The entity has new appointments at management level as follows: CEO (MBA), CFO (B Accounting), Artistic Director (BA Hons) and HR Manager (PhD Candidate). The CFO, Artistic Director and HR Manager were going to assume duties in March 2017.  The HR Manager will beef up the HR department and will also assist to put an end at outsourcing disciplinary cases. Although the entity’s structure is top heavy, these were critical positions to be filled as the entity had a leadership lacuna. The entity develops employees by offering them bursaries for further studies. Currently there are five employees on the bursary scheme.
  5. The New CEO: The entity has a new CEO that has started on the 1 January 2017. Although the CEO does not have a background in the arts sector, he came with management experience and requisite qualifications (MBA). The Committee was happy that the entity has a leader as it has been evident that the entity needs leadership for direction.
  6. Union Matters: The entity has two unions, namely NEHAWU and SALIPSWU with 39 and 41 members respectively. There are managers that are affiliated to SALIPSWU. The two Unions do not see eye to eye.
  7. Management: The management male dominated.
  8. Programmes at the centre: The Committee observed that other activities like weddings are held at PACOFS, and the Committee was not happy about it as the purpose of the centre is clear as a playhouse.
  9. Policy Development: Policies of the entity are not widely workshopped such that there is different interpretation and understanding of the policy among employees, and between employees and managers.  The entity had developed 31 policies to date.

 

  1. Committees Recommendations:
  1. Communication lines: Lines of communication should be open between Managers and workers and between the Council and workers.
  2. Physical state of buildings: The entity has to ensure that it keeps its buildings clean. As a playhouse the buildings have to be attractive.
  3. Litigation: The entity should curb unnecessary litigations as they are time consuming and also expensive to the entity.
  4. Human Resources Matter: With the appointment of the new HR Director, the entity should stop outsourcing disciplinary hearings. The organizational review should be expedited and ensure that it minimises the loss of jobs.
  5. The New CEO: Employees should support the new CEO so that he can succeed in his work and the entity can be successful.
  6. Union Matters: Officials in Management are advised to terminate their membership in the union. The two unions in the entity do not see eye to eye, thus it is advisable for the entity to find a facilitator whereby the unions will be brought together to resolve the animosity between them.
  7. Management: The entity should address gender representativity at management level.
  8. Programmes at the centre: The entity needs to have a programme to grow arts in the Free State. Activities like weddings must stop taking place at PACOFS as it a playhouse.
  9. Policy Development: All staff members must be consulted when new policies are developed and the entity has to ensure that policies are written in the language that is understood by employees.

 

 

  1. Oversight and Monitoring Visit at Anglo-Boer War Museum

The vision of the Anglo-Boer Museum is “to be an institution of excellence where the inclusivity and suffering of all communities during the Anglo-Boer War are depicted, thus propagating the message that negotiation is preferable”.

 

Committees Observations:

  1. Artefacts: The entity has a video that narrates the story of the Anglo-Boer war, which is inclusive of the untold story of Agterryers. The museum has artifacts and pictorials depicting people who took part in the war. The museum also portrays women who played a huge role in the war.  
  2. Recognising women and children: There is a garden of Remembrance which was established to give specific recognition to women and children who died in concentration camps and in the field during the Anglo-Boer War in South Africa between 1899 and 1902. There were 140 154 women, children and men in 65 camps for black people, and 144 944 in 49 camps for white people respectively. The names of the deceased that are known are represented alphabetically, indicating their age and gender (where known).
  3. Education: The Museum teaches children about this devastating war that formed an integral part of the country's history, through Curriculum (CAPS) based programmes and activities covering various relevant subject fields such as History, Geography and Life Sciences. For this reason, the Museum has established an Educational Centre and Children's Museum providing essential information and material about the war to teach the children in an entertaining way.  The Museum officials also visit schools that are in the far-flung rural areas to teach learners about the war.
  4. Transformation: To depict transformation, the Museum has Sol Plaatjie Hall, Garden of Remembrance, Agterryer Statue. However, the museum still falls behind in as far as staff transformation is concerned. 
  5. Funding: The subsidy that the Museum receives per staff member is half the budget that others museums in the country are getting.
  6. Succession plan and way forward: The CEO of the Museum is doing very well but there is no succession plan when he leaves. The Council would like to position the museum with the wider history of Bloemfontein, such that the Museum has partnered with the University of Free State (UFS) to offer a module on History 101. A student from UFS is doing research for a PhD on the rifles used during the Anglo-Boer war.
  7. Audit Findings: The museum has been getting clean audits over the years. However, in the previous financial year, they got a qualification because of the GRAP 103 matter. 
    1. Committees Recommendations:
  1. Artefacts: The Museum has to devise ways and means to make people across the country to know the untold story of the Anglo-Boer war. It would be beneficial for the Museum to have DVDs that are made available to learners at school and this can be done better with the collaboration of Basic Education Department.
  2. Recognising children and women: The museum is commended by the committee for recognizing the women and children in the garden of Remembrance. More effort should be made to get the names of those that are not known. The garden of Remembrance will be complete when all those who died during the Anglo-Boer war are known.
  3. Education: The museum must facilitate for more learners to come to the museum. There should be a relationship between the Museum and the Department of Arts and Culture in the province so that the Department can assist the Museum in transporting students to the museum.
  4. Transformation: The Museum must diversify its staff compliment.
  5. Funding: Department of Arts and Culture must develop guidelines to ensure there is equitable distribution of funding of museums in the country.
  6. Succession plan: The CEO and the management have to ensure that there is succession plan in the entity.
  7. Audit Findings: The Museum should work close with Auditor General South Africa (AGSA) so that they can understand the methodology used by AGSA specifically when it comes to GRAP 103.

 

 

  1. Oversight and Monitoring Visit at PanSALB

The Pan South African Language was established according to the Constitution of the Republic of South Africa (Act 106 of 1996). The Pan South African Language Board (PanSALB) is an independent organ of state, subject only to the Constitution and the legislation in terms of which the Board was founded in 1995. The vision of PanSALB is to be “an advocate for a mutilingual South Africa to promote equitable use of the official languages including Khoi, Nama, San and Sign Language and maintain their status”.

 

  1. Committees Observations:

 

  1. Most departments in the country use English as the only language of information, such that all their documents are written in English. This gives English hegemony over other languages.  The entity should provide for the recognition, the promotion and the development of all South African official languages, with particular attention being given to those languages that were previously marginalised.
  2. PanSALB champions multilingualism such that on the 3 February 2017 they launched Language Activism month.  The Language Activism month is demonstrative that there is political will for the entity to progress.
  3. The entity has newly found strategies toward rebranding and it is also building awareness on its brand. This will ensure that PanSALB attracts new business associates through event marketing and publicity. 
  4. PanSALB is showing interest and support of all languages by the initiatives around Language Activism month that it has declared.

 

  1. Committees Recommendations:

 

  1. PanSALB needs to summon all departments to account on language use and implementation of multilingualism. In line with the Constitution, PanSALB has to ensure that all official languages enjoy parity of esteem and must be treated equally.
  2. There should be a national debate on the use of official languages in departments and municipalities. This will give all 11 official languages equal status as they should have.
  3. The entity needs to strengthen its marketing strategy and attract more business associates.
  4. The entity has to ensure that the Language Activism month is sustained and proceed beyond February. It should be a whole year activity.  The use of all eleven langauges in communities should be started as early as primary school. The entity should strive to achieve the equal status and use of all the official languages of South Africa as well as the Khoe and San languages and South African Sign Language.

 

  1. Oversight and Monitoring Visit at National Library South Africa (NLSA)

The NLSA was constituted in 1999, in terms of the National Library South Africa Act, 1998 (Act No. 92 of 1998). The NLSA is a custodian of South Africa’s collective national heritage materials and the national depository of published output material in the country. The function of the NLSA is to build up a complete collection of published documents emanating from, or relating to South Africa in any medium, print or electronic for its campuses in Pretoria and Cape Town and to maintain, record and provide access to these.

 

  1. Committees Observations:

 

  1. HR Matters: The NLSA already spends more than 70% of its budget on personnel. They did a bench mark study to see if they pay market related salaries. The library looked at inside promotions, and had 11 promotions in the previous year.
  2. Revenue generation: The entity has a document that they are working on which proposes various ways and means of generating revenue. The revenue will assist in the remuneration of staff. The document has been sent to the finance committee and afterwards, it will be sent to the board.
  3. Succession planning and promotion: The entity has a policy in place for talent management, so that people can move to higher position as and when those positions become available. The entity has made certain that for all key position, there are people that have been trained to occupy them when incumbents leave.
  4. Policies: There is a national draft policy on National Archives which is under discussion with various Provinces, and there is a national policy on the Repatriation and Restitution of Human and Heritage objects.  
  5. Infrastructure: The NLSA did not seem to have a clear plan that is drawn in phases for the refurbishment of the Cape Town campus.
  6. Audit Findings: Heritage Assets- the NLSA did not recognise all library collections classified as heritage in accordance with GRAP 103.
  7. ICT: The NLSA manages the Mzantsi On-Line Country Grant of USD10m to roll out ICT equipment, training and Internet connectivity to 694 public libraries across South Africa.

 

  1. Committees Recommendations:

 

  1. HR Matters: The entity should reduce the percentage of the budget spent on personnel so that more money can go to operations.
  2. Revenue generation: The proposal document on revenue collection should be completed as soon as possible and be presented to the entire staff.
  3. Succession planning and promotion: The entity has to ensure that all employees know the policy on succession and its implications.
  4. Policies: The Department of Arts and Culture needs to expedite the coordination of the review of the legislation. A policy for repatriation of library content stuff has to be developed as soon as possible.
  5. Infrastructure: The NLSA has to plan the refurbishment of the Cape Town campus in a phase manner.
  6. Audit Findings: The leadership team should evaluate themselves on compliance every three months so as to ensure that they are in line with AG’s recommendations. The Library with the Department has to look at the issue of GRAP 103 and come up with plans to resolve the issue.
  7. ICT: The entity has to ensure that all the libraries have connectivity as per the Grant requirements.

 

  1. Oversight and Monitoring Visit at Ditsong Museum

 

Ditsong was established in 1999 through the Cultural Institutions Act, 1998 (No. 119 of 1998). It is an amalgamation of 3 national museums and 5 historical sites and it is overseen by a Council of Trustees appointed by the Minister of Arts and Culture.

  1. Committees Observations:
  1. Human Resource issues: The entity has a high turnover of at leadership level and there is a competency gap between senior management and low level staff. The structure of the entity has no middle management level. Out of 20 curators, only five are contributing to research. There is no employee that has marketing qualification which deprives them of an opportunity to market the Museum successfully such that the entity is not attracting enough people to generate enough revenue. There are permanent staff members who work for two weeks in a month.

There is no career pathing and no succession plan. In the previous year in December, employees were told very late that they cannot take leave in December. The entity has high vacancy rate because in the past 10 years, it lost about 10 professional people and only one post was advertised. There are 27 fixed contract workers appointed to assist with GRAP 103 project. Nine (9) staff members have MA/MSc and PhDs but 52 staff members do not have matric. The entity has appointed a Human Capital Consultant to drive the development of various strategies, policies and programmes. The entity has many acting managers but they do not get acting allowance.

  1. Organisational structure: The structure of the entity has no middle management level. The entity is busy with realignment project of its structure. The management is still deliberating with the Board on the realignment.
  2. Audit Findings: The entity did not declare its all its assets hence it was found wanting by the Auditor-General SA in as far as GRAP 103 is concerned.
  3. Audit fees: The entity bemoaned the high audit fees.
  4. Communication: There is lack of communication from the management such that employees depend on rumours most of the time. Employees are not listened to, and there is no proper communication and no proper consultation and proper guidance from management.
  5. General Maintenance: It was reported that there is no budget for the general maintenance of the building. The entity would be happy to get at least R10 000 a month for maintenance.
  6. Unions: There are two unions in the entity and there is sound relationship between them.
  7. Record Management System: The entity does not have a record management system.
  8. Policies: The entity seems not to be having policies that deal with long serving employees and also those managers that are acting are not paid according to their acting positions. There is no policy that addresses acting allowances.
  9. Safety and Security: There is no safety at Tswaing museum.
  10. Revenue generation: The museum is generating very low rvenue because of the dwindling number of people visiting the museum.
  11. Litigation Cases: There are three litigation cases in progress which have been subjected to forensic audit.

 

  1. Committees Recommendations:

 

  1. Human Resource issues: The entity should look at the legality and operate within the framework in appointing contract workers. The Christmas leave moratorium should be addressed by the Council to management so that it may not recur. Realignment of the structure of the entity should be expedited so that the entity can fix the challenge of career pathing. The entity has to develop a workplace forum which can bring harmony to the organisation. It is crucial for the entity to take human capital development seriously. Personnel budget should be reduced so that more funds can go to operations.
  2. Organisational structure: The entity should fill the void at a middle management level. This will ensure that there is proper communication between the senior management and all other employees.
  3. Audit Findings: There should be a policy and processes that the entity should follow to illustrate how other assets cannot be valued and this will excuse them from GRAP 103 for the non-valuable assets.  The entity has to strive towards clean audit.
  4. Audit Fees: To lessen the audit fees, the entity should ensure that they are efficient in their record keeping so that the Auditor General does not come numerous times a year to do the audits (AGSA to come once to do auditing).
  5. Communication: The entity has to ensure that the communication lines are open and there is transparency in the entity. A communication strategy is needed and everyone in the entity should know about it and it will open channels of communication.
  6. General maintenance: The Department should provide adequate funding for maintenance so that the entity can maintain its building.
  7. Unions: The Unions must further strengthen their relationship.
  8. Record management system: The entity needs to develop a sound record management system.
  9. Policies: The entity should ensure that it follows the law and recognises long service. Management has to review the policy on acting.
  10. Safety and Security: The entity has to beef up its security at Tswaing museum so that it can attract people to the museum to increase its revenue.
  11. Revenue generation: The museum has to be repositioned by coming up with a new marketing strategy, which will attract more visitors to the museum.  
  12. Litigation cases: The entity has to ensure that it accelerates these cases so as to be done with them as soon as possible. 

 

  1. Conclusion

 

The Committee indicated that a report would be generated on the oversight and monitoring visit and findings and recommendations contained in the report would be communicated to the Minister of Arts and Culture and the entities for their attention and implementation.  

 

  1. Appreciation

 

The delegation, led by Hon XS Tom MP (Chairperson: Portfolio Committee on Arts and Culture), thanked Officials from the National Department of Arts and Culture for the support given during the oversight visit. All the planned visits were conducted and all stakeholders accommodated the delegation and the Committee is grateful for this.

 

 

Report to be considered.

 

 

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