ATC230505: Report of the Portfolio Committee on Sport, Arts and Culture on Budget Vote 37: Department of Sport, Arts and Culture, dated 05 May 2023

Sport, Arts and Culture

Report of the Portfolio Committee on Sport, Arts and Culture on Budget Vote 37: Department of Sport, Arts and Culture, dated 05 May 2023

 

The Portfolio Committee on Sport, Arts and Culture (hereinafter referred to as the “Committee”), having considered the 2020 – 2025 Strategic Plan, the 2023/24 Annual Performance Plan (APP), and the budget of the Department of Sport, Arts and Culture, Vote 37, reports as follows:

 

1. INTRODUCTION

Section 42(3) of the Constitution of the Republic of South Africa, 1996 bestows the oversight function over the national executive to the National Assembly (NA). The Committee considered the 2022/23 budget of the Department of Sport, Arts and Culture (DSAC) as part of its oversight function over the Department as mandated by Public Finance Management Act (No. 1 of 1999) and Money Bills Amendment Procedure and Related Matters Act (No. 9 of 2009). The Department briefed the Committee on its 2023/24 budget and APP on 02 May 2023.

 

The purpose of this document, therefore, is to table the Committee report after scrutiny of the budget allocated to Vote 37: Sport, Arts and Culture in the 2023 Estimates of National Expenditure (ENE). This Budget Report thus provides a comprehensive analysis of the Department’s allocated budget.

 

1.1.Mandate of the DSAC

The Department is mandated to provide leadership to the sport, arts and culture sector to accelerate its transformation; oversee the development and management of sport, arts and culture in South Africa; legislate on sports participation, sports infrastructure and safety improve South Africa’s international ranking in selected sports through a partnership with the South African Sports Confederation and Olympic Committee (SASCOC); preserve, develop, protect and promote the cultural, heritage, linguistic diversity and legacy of South Africa lead nation-building and social cohesion through social transformation; enhance archives and records management structures and systems; and promote access to information.

1.2.Purpose of the Budget Vote 37

The purpose of the Vote is to provide an enabling environment for the sport, arts and culture sector by developing, transforming, preserving, protecting and promoting sport, arts and culture at all levels of participation to foster an active, winning, creative and socially cohesive nation.

 

1. METHOD

The Committee considered the 2020 – 25 Strategic Plans and 2023/24 APPs and budgets of the Department, and Karate South Africa (KSA); Boxing South Africa (BSA); the South African Institute for Drug-Free Sports (SAIDS); and the Market Theatre Foundation (MTF). These were considered against the background of key Government policy documents, including, amongst others, the National Development Plan (NDP), the 2019 – 2024 Medium Term Strategic Framework (MTSF), and the 2023 State of the Nation Address (SONA). The Committee also engaged the Office of Auditor-General of South Africa (AGSA) who provided a briefing on the status of records of review, material irregularities and a review of the DSAC APP. Committee meetings continue to be hosted virtually because of the impact of the 2022 fire.

 

1. STRATEGIC OVERVIEW OF THE DEPARTMENT OF SPORT, ARTS AND CULTURE

The DSAC APP outlines how the Department’s strategic outcomes align with the policy priorities of the National Development Plan: Vision 2030 (NDP), the Economic Reconstruction and Recovery Plan (ERRP) and the State of the Nation Address (SONA) over the Medium Term Strategic Framework (MTSF).

 

For the 2023/2024 financial year, the Department has committed to focus on core projects which align with Government priorities. In its effort to translate the broad policy statements into implementable programmes, the Department’s outcomes will be realised through the implementation of various projects and interventions. These projects focus on the economic contribution of the sector; the DSAC’s lead role in building a diverse, socially cohesive society; transforming the sector through capacity building; providing integrated and accessible Sport, Arts and Culture (SAC) infrastructure and information; and the ongoing strive for compliant and responsive governance.

 

3.1.DSAC Outcomes

• DSAC Outcome: Increased Market Share of and Job Opportunities Created in Sport, Cultural and Creative Industries

The prioritisation of the Cultural and Creative Industries (CCIs) sector as one of the seven focus areas in the country’s revised industrial policy is encouraging as the creative economy accounts for 6% of all employment in South Africa (an estimated 1 million jobs). The Mzansi Golden Economy (MGE) strategy seeks to create economic and job opportunities in the arts, culture, and heritage sector by supporting programmes designed to develop audiences, stimulate demand, increase market access, and develop skills. In 2023/24, the Department aims to create 12 000 job opportunities across the workstreams and cultural development programmes of the MGE strategy and 40 000 job opportunities through the presidential employment initiative.

 

• DSAC Outcome: A Diverse, Socially Cohesive Society with a Common National Identity

The Department with its various partners and stakeholders are reviewing the Social Cohesion Strategy to refocus efforts and improve the response to what the NDP calls for. To this end, is worthy to note that the Department is fiercely advocating for all relevant parties to sign the Social Cohesion and Nation Building Compact. While all sectors have been mobilised, the compact has as yet not been signed and requires serious intervention at a national government level.

 

• DSAC Outcome: Transformed, Capable and Professional Sport, Arts and Culture Sector

In 2023/24, the Department will continue with its efforts to transform the sector through capacity building. This is done through, among other interventions, the provision of bursaries in heritage and language practice; support to national sporting federations; incubators and other capacity building initiatives. It is encouraging to note that the face of the creative economy is changing with younger workers being more representative of the demographics of the country. Given the Creative Industry’s changing skills requirements as the sector pivots to digital platforms in the Fourth Industrial Revolution (4IR), education and skills development must remain a priority.

 

• DSAC Outcome: Integrated and Accessible SAC Infrastructure and Information

Infrastructure development is critical to attaining South Africa’s long-term economic and social goals. The construction of infrastructure generates employment and broad-based black economic empowerment opportunities, further contributing to the goals of the National Development Plan (NDP). The ERRP highlights infrastructure investment as one of the key initiatives that are intended to ensure employment opportunities, skills transfer and development, and much-needed economic growth. With the ongoing challenges in the implementation of certain infrastructure projects, DSAC has identified, as a priority, the resuscitation of the internal Infrastructure Committee to monitor projects and finalise implementation of the norms and standards framework. This is however dependent on the availability of funding.

 

• DSAC Outcome: Compliant and Responsive Governance

Towards achieving compliant and responsive governance the Department capacitates human resources through the internship programme, whilst service delivery is enhanced by timeously paying invoices; by modernising manual Information Technology (IT) services and by holding at least nine (9) focused engagements (izimbizo) with small groups of people on an annual basis.

 

The Department has devised a range of high impact projects to respond to the outcomes and focus areas. These include, among others, the amalgamation of entities; the provision of Government support to anti-doping agencies; support high-performance athletes to achieve success at international events; and support to practitioners through the SAC academies, centres of excellence and incubators.

3.2.Legislative and Policy Environment 2023/24

Over the MTSF, the Department’s policy and legislative programme is be guided by two White Papers. The White Paper for Arts and Culture needs to be implemented so that it can contribute to the transformation of the sector. The White Paper for Sport and Recreation will co-exist with that of Arts and Culture. The 2023/24 APP notes that the Department is in the process of developing and/or reviewing legislation, policies and framework documents. The following, amongst others, will be focused on in the 2023/24 financial year:

 

1. Legislation

The Department will focus on tabling three bills, namely: the National Sport and Recreation Amendment Bill, 2021; the South African Geographical Names Council Amendment Bill, 2021 and the Heraldry Bill, 2023.

 

1. Plans and Policies

• The Department will review the National Sport and Recreation Plan that was approved by Cabinet in 2012.
• The Athlete Support Policy, developed in 2016 and updated in 2022/23 will be implemented in 2023/24 to assist, through direct funding, emerging athletes who can compete for senior provincial and national sports teams.
• The review of the South African Sport Academies Strategic Framework and Policy Guideline will be completed.
• The Safeguarding in Sport Policy will be completed.
• The Prioritisation of Sport and Recreation Bodies Policy was drafted and circulated to National Federations for comment and inputs and will be completed by March 2024.
• Recognition of Excellence Policy which seeks to define and guide categories, processes, procedures, and incentives for the recognition and honouring of sport persons planned for completion in early 2023 for the implementation in the current financial year.

The mandate of the Department is wide and inclusive of interventions that are central to the holistic advancement of the nation. However, the budget allocation remains virtually unchanged as the following section of the report shows.

 

1. SUMMARY OF BUDGET EXPENDITURE (2023/24)

The total budget allocation for the 2023/24 financial year is R6.29 billion. The Department organises its expenditure under four programmes, these are:

• Programme 1: Administration (R453.2 million);
• Programme 2: Recreation Development and Sport Promotion (R1.46 billion);
• Programme 3: Arts and Culture Promotion and Development (R1.75 billion); and
• Programme 4: Heritage Promotion and Preservation (R2.63 billion).

 

The table below reflects the budget allocation for 2023/24 and over the medium term.

 

Table 1: Overall Budget Allocation 2022/23 – 2025/26

R million		2022/23	2023/24	2024/25	2025/26
		Total	Total	Total	Total
MTEF allocation
1: Administration	Purpose: Provide strategic leadership, management and support services to the Department.	457,9	454,7	427,0	490,3
2: Recreation Development and Sport Promotion	Purpose: Support the provision of mass participation opportunities, the development of elite athletes, and the regulation and maintenance of facilities.	1 427,0	1 448,9	1 514,4	1 586,5
3: Arts and Culture Promotion and Development	Purpose: Promote and develop arts, culture and languages, and implement the national social cohesion strategy.	1 752,1	1 791,2	1 391,4	1 453,9
4: Heritage Promotion and Preservation	Purpose: Preserve and promote South African heritage, including archival and heraldic heritage. Oversee and transfer funds to libraries.	2 668,6	2 662,9	2 782,3	2 905,1
Total expenditure estimates		6 305,5	6 357,7	6 160,1	6 435,8

 

Source: National Treasury ENE (2023)

The following points are for noting when considering the budget over the medium term:

• Total expenditure is expected to increase at an average annual rate of 0.7%, from R6.30 billion in 2022/23 to R6.43 billion in 2025/26. Transfers and subsidies account for an estimated 80.4% (R15.22 billion) of the Department’s spending over the medium term.
• The Department’s total budget over the medium term is R18.95 billion which includes a baseline increase of R26.40 million for salary adjustments. Annual budget allocations fluctuate across the MTEF with the allocation projected to decrease to R6.12 billion in 2024/25 and increase thereafter to R6.44 billion in 2025/26. When the projected inflation rates are (2023/24: 4.9%; 2024/25: 4.8%; and 2025/26: 4.7%) taken into consideration, the cumulative growth rate between 2022/23 and 2025/26 is -3.9%.

 

For the 2023/24 financial year:

• The total budget allocation is R6.35 billion.
• The total national appropriation by vote is R1.08 trillion, and thus the Department’s allocation is approximately 0.8% of this total.
• Transfers and Subsidies decreases by R19.8 million, from R5.09 billion in 2022/23 to R5.07 billion, and represents 79.8%, of the budget allocation.
• Payments for Capital Assets increases by R127.3 million from R158.7 million in 2022/23 to R286.0 million (or 4.5%) of the total budget allocation.
• Current Payments, comprised of Compensation of Employees and Good and Services, decreases by R55.3 million, from R1.05 billion in 2022/23 to R999.0 million (or 15.7%) of the budget allocation.
  • Compensation of Employees remains almost unchanged and decreases slightly from R385.8 million in 2022/23 to R385.3 million.
  • Good and Services decreases by R54.8 million, from R668.5 million in 2022/23 to R613.7 million.

 

The line items for the economic classification Goods and Services are tabled below:

 

Table 2: Good and Services: sub-categories

Economic Classification	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
Goods and Services, of which:	668,5	613,7	-54,8	-83,5	-8,2%	-12,5%
Advertising	28,6	28,5	-0,1	-1,4	-0,35%	-5,0%
Consultants: Business and advisory services	67,8	41,7	-26,1	-28,0	-38,5%	-41,4%
Contractors	109,4	170,9	61,5	53,5	56,2%	48,9%
Operating leases	110,0	110,5	0,5	-4,7	0,4%	-4,2%
Property payments	37,5	34,8	-2,7	-4,3	-7,2%	-11,5%
Travel and subsistence	80,0	79,2	-0,8	-4,5	-1,0%	-12,5%

Source: National Treasury (2023), own calculations

 

Taking the total budget allocation into consideration, Programme 4: Heritage Promotion and Preservation receives the largest allocation at R2.66 billion, followed by Programme 3: Arts and Culture Promotion and Development with R1.79 billion. The lowest allocation is directed towards Programme 1: Administration, which receives R454.7 million in the 2023/24 financial year. Allocations for Programmes 1 and 4 are slightly lower compared to 2022/23, while for Programmes 2 and 3 allocations are slightly higher. When the projected inflation rate is applied, budget allocations across all programmes are lower than the 2022/23 allocations.

 

The report now considers budgetary allocations per programme.

 

 

 

 

4.1.Budgetary allocations per programme

 

Programme 1: Administration

Purpose: Provide strategic leadership, management and support services to the Department.

 

This programme plays an important role in giving effect to first priority of the NDP, that is, to build a capable, ethical and developmental state. This priority is also expressed in the MTSF for the five-year term 2019-2024, as a crucial mode that is required to achieve Vision 2030. The outputs delivered in Programme 1 contribute predominately to DSAC Outcome 3: Transformed, capable and professional sport, arts and culture sector and Outcome 5: Compliant and responsive governance.

 

Table 3: Programme 1 Budget Allocation 2022/23 – 2023/24.

Sub-programme	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
1: Ministry	4.6	4.7	0.1	-0.1	2.2%	-2.6%
2: Management	73.0	69.7	-3.3	-6.6	-4.5%	-9.0%
3: Strategic Management and Planning	22.1	20.1	-2.0	-2.9	-9.1%	-13.3%
4: Corporate Services	163.7	169.5	5.8	-2.1	3.5%	-1.3%
5: Office of the Chief Financial Officer	69.1	64.5	-4.6	-7.6	-6.7%	-11.0%
6: Office Accommodation	125.4	126.1	0.7	-5.2	0.6%	-4.1%
TOTAL	457.9	454.7	-3.2	-24.4	-0.7%	-5.3%

Source: National Treasury ENE (2023).

 

For the 2023/24 financial year, the budget allocation for this programme is R454.7 million. Compared to the previous financial year, this represents a nominal decrease of R3.2 million, or 0.7%. When considering the projected inflation rate of 4.9%, the allocation has decreased by R24.4 million, or 5.3%. The budget allocated to Programme 1 shows a cumulative growth rate of 2.3% over the MTEF, but decreases by 2.4% when the allocations are adjusted for the projected inflation rates over the medium term. Should inflation rates remain unchanged, this indicates that the Department will have less buying power over the medium term.

 

Programme 2: Recreation Development and Sport Promotion

Purpose: Support the provision of mass participation opportunities, the development of elite athletes, and the regulation and maintenance of facilities.

 

The outputs delivered in Programme 2 contribute predominately to DSAC Outcome 2: A diverse, socially cohesive society with a common national identity; Outcome 3: Transformed, capable and professional sport, arts and culture sector; and Outcome 4: Integrated and accessible SAC infrastructure and information.

 

Some the objectives of this programme will ensure:

• financial and non-financial support is provided to 60 sport and recreation bodies to improve service delivery over the medium term;
• transformation within the sport and recreation sector by helping sport federations reach their transformation targets by March 2024;
• assistance is provided to 50 municipalities over the medium term to comply with facility norms and standards by providing technical and/or management support during the construction phase of sport and recreation facilities;
• school sport is supported at district and national level;
• increased opportunities for mass participation in sport and recreation in all provinces by providing management and financial support on an ongoing basis; and
• the construction, development, maintenance, and upgrading of sport, heritage and library infrastructure.

 

Selected performance indicators for the 2023/24 financial year includes:

• 295 000 people actively participating in organised sport and active recreation events;
• 2 500 schools, hubs and clubs provided with equipment and/or attire as per established norms and standards;
• 3 700 athletes supported by sports academies; and
• 80 athletes supported through the scientific support programme.

 

Table 4: Programme 2 Budget Allocation 2022/23 – 2023/24.

Sub-programme	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
1: Wining Nation	279.2	261.5	-17.7	-29.9	-6.3%	-10.7%
2: Active Nation	728.2	731.4	3.2	-31.0	0.4%	-4.2%
3: Infrastructure Support	419.5	456.0	36.5	15.2	8.7%	3.6%
TOTAL	1 427.0	1 448.9	21.9	-45.8	1.5%	-3.2%

Source: National Treasury ENE (2023)

 

When compared to the 2022/23 financial year, this programme’s budget allocation has increased by R21.9 million or 1.5% in nominal terms. Over the medium term, the estimated cumulative growth rate for Programme 2 is 3.6% in nominal terms, but in fact decreases by 1.1% when considering the impact of inflation.

 

Sub-programme 2: Active Nation receives the highest portion of the budget, i.e. R731.4 million (or 50.5%), with sub-programme 1: Winning Nation receiving the smallest allocation of R261.5 million (or 18.0%). The highest increase in allocation is seen in sub-programme 3: Infrastructure Support, with an increase from R419.5 million in 2022/23 to R456.0 million in 2023/24. This represents a nominal increase of R36.5 million (or 8.7%) and a real increase R15.2 million (or 3.6%). Sub-programme 1: Winning Nation sees a nominal budget allocation reduction of R17.7 million (or 6.3%), with a real decrease of R29.9 million (or -10.7%).

 

About R9.0 million of the allocation to the mass participation and sport development grant in 2023/24 in the Active Nation sub-programme is earmarked for supporting South Africa’s hosting of the 2023 Netball World Cup and to mobilise more than 6 000 people to participate in public viewing programmes to support the South African team. The Department invested R136.3 million between 2018/19 and 2023/24 to enable the hosting of the tournament.

 

Programme 3: Arts and Culture Promotion and Development

Purpose: Promote and develop arts culture and languages and implement the national social cohesion strategy.

 

The outputs delivered in Programme 3 contribute to all five departmental outcomes. These outputs will ensure:

• the promotion and development of official languages, and the support to efforts to increase qualified language practitioners through language bursaries;
• the development of the Cultural and Creative Industries (CCIs) through supporting practitioners and their enterprises in various cultural and creative sectors to gain access to both local and international markets;
• capacity-building projects are financially supported to enhance the ability of practitioners and enterprises to participate effectively in various stages of the value chain of their sector;
• provincial community arts development programmes have implemented that position and organise, community arts development to align with the overarching Government objectives of access and participation in the arts by South Africans; and
• the coordination of international engagements on the continent and globally and through its international relations work, the Programme further contributes to the Government priority on ‘Better Africa and World’;
• the promotion and support of programmes and partnership that foster nation-building and social cohesion, including Gender-Based Violence (GBV) and anti-femicide programmes;
• the increase in support to the creative industry, including placement of artists in schools to promote and support arts education through the MGE Strategy and the implementation of the PESP.

 

 

Selected performance indicators for the 2023/24 financial year include:

• the implementation of 20 community conversations or dialogues to foster social interaction;
• place 340 artists in schools;
• award 250 bursaries for the development of qualified language practitioners; and
• support 90 projects in the creative industry through the MGE programme.

 

Table 5: Programme 3 Budget Allocation 2022/23 – 2023/24.

Sub-programme	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
1: National Language Services	55.7	61.8	6.1	3.2	10.9%	5.8%
2: Pan South African Language Board	123.1	122.9	-0.2	-5.9	-0.2%	-4.8%
3: Cultural and Creative Industries Development	160.9	130.0	-30.9	-37.0	-19.2%	-23.0%
4: International Cooperation	43.0	41.6	-1.4	-3.3	-3.3%	-7.8%
5: Social Cohesion and Nation Building	69.5	68.4	-1.1	-4.3	-1.6%	-6.2%
6: Mzansi Golden Economy	694.3	744.8	50.5	15.7	7.3%	2.3%
7: Performing Arts Institutions	318.6	332.9	14.3	-1.3	4.5%	-0.4%
8: National Film and Video Foundation	155.9	156.8	0.9	-6.4	0.6%	-4.1%
9: National Arts Council	131.0	131.9	0.9	-5.3	0.7%	-4.0%
TOTAL	1 752.1	1 791.2	39.1	-44.6	2.2%	-2.5%

Source: National Treasury ENE (2023).

 

The budget allocation for this Programme is R1.79 billion for the 2023/24 financial year, which is a nominal increase of R39.1 million from 2022/23. Over the medium term, the estimated allocation will decrease by 6.0%, but when considering the projected inflation rates, the real decrease is 10.3%.

 

The highest allocation within Programme 3 is to sub-programme 6: Mzansi Golden Economy (MGE) which receives R744.8 million (or 41.6%) of the total budget for the programme. This is a nominal increase of R50.5 million from the R694.3 million allocated in the last financial year. This sub-programme also shows the highest percentage change in allocation, i.e. 1.9%. The lowest allocation in the programme is directed towards sub-programme 4: International Cooperation which receives R41.6 million (or 2.3%) of the programme budget.

 

The PESP was launched in October 2020 to mitigate the economic impact of the COVID‐19 pandemic across all sectors. The initiative’s reach into the creative industry is realised through the creative industries stimulus, which is allocated R462 million in 2023/24 to create a targeted 40 000 jobs.

 

Programme 4: Heritage Promotion and Preservation

Purpose: Preserve and promote South African heritage, including archival and heraldic heritage. Oversee and transfer funds to libraries.

 

The outputs delivered in Programme 4 contribute predominately to DSAC Outcome 2: A diverse, socially cohesive society with a common national identity; Outcome 3: Transformed, capable and professional sport, arts and culture sector; and Outcome 4: Integrated and accessible SAC infrastructure and information.

 

Through its sub-programmes, this Programme will:

• support and implement a range of projects including awarding heritage bursaries; books documenting Living Human Treasures; development of heritage policies, as well as the promotion of national identity utilising the flag at national days, major cultural and sporting events in schools, the Monument Flag Project and “I am the Flag” Campaign;
• operationalises heritage legacy projects; conceptualises and installs statues, monuments and memorials and develops the Resistance and Liberation Heritage Route as well as the implementation of alternative forms of memorialisation such as repatriation of human remains and objects;
• financially support newly built and/or modular libraries; and
• transform and standardise of geographical names.

 

Selected performance indicators for the 2023/24 financial year include:

• financially support 32 libraries; and
• award 45 students with heritage bursaries.

 

Table 6: Programme 4 Budget Allocation 2022/23 – 2023/24.

Sub-programme	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
1: Heritage Promotion	66.1	54.1	-12.0	-14.5	-18.1%	-22.0%
2: National Archive Services	80.6	64.4	-16.2	-19.2	-20.1%	-23.8%
3: Heritage Institutions	632.2	649.8	17.6	-12.8	2.8%	-2.0%
4: National Library Services	146.6	153.6	7.0	-0.2	4.8%	-0.1%
5: Public Library Services	1 601.4	1 599.5	-1.9	-76.6	-0.1%	-4.8%
6: South African Heritage Resources Agency	62.8	62.2	-0.6	-3.5	-1.0%	-5.6%
7: South African Geographical Names Council	5.3	5.3	0.0	-0.2	0.0%	-4.7%
8: National Heritage Council	73.6	74.0	0.4	-3.1	0.5%	-4.1%
TOTAL	2 668.6	2 662.9	-5.7	-130.1	-0.2%	-4.9%

Source: National Treasury ENE (2023).

 

For the 2023/24 financial year, Programme 4 receives the bulk of the departmental budget, R2.66 billion or 41.9%. The total programme budget remains virtually unchanged, with a slight nominal decrease of R5.7 million, or 0.2%, compared to the previous financial year. Adjusted for inflation, the programme sees a real decrease of R130.1 million or 4.9%.

 

The highest increase in allocation is seen in sub-programme 3: Heritage Institutions. This sub-programme sees a nominal increase from R632.2 million in 2022/23 to R649.8 million in 2023/24, representing a nominal increase of R17.6 million, or 2.8%. Sub-programme 2: National Archives Services sees the biggest decrease in budget allocation in the programme. The allocation for this sub-programme decreases from R80.6 million in 2022/23 to R64.4 million in 2023/24. This is a nominal decrease of R16.2 million, or 20.1%. Adjusting this to the projected inflation rate results in a real decrease of R19.2 million, or 23.8%. A similar downward adjustment of budget allocation is seen in sub-programme 1: Heritage Promotion. The allocation for this sub-programme decreases from R66.1 million in 2022/23 to R54.1 million in 2023/24, representing a nominal decrease of R12.0 million, or 18.1%. In real terms, the decrease from the last financial year is R14.5 million, or 22.0%.

 

It should be noted that the Department has reprioritised an additional R44.8 million over the medium term to seven museums, including Ditsong Museums of South Africa, to address operational funding shortfalls arising from the devolution of municipal charges; and R8 million in 2023/24 to Freedom Park for the operationalisation of the Liliesleaf Farm Museum. These funds are reprioritised from the devolution of the municipal services function from the department to entities.

 

Of the 2023/24 allocation for this programme, R2.55 billion, or 95.7%, is classified as Transfers and Subsidies. Through this programme, the Department funds a significant number of entities including, but not limited to, national museums, the National Heritage Council (NHC), SAHRA, and public library services. The latter (sub-programme 5 in the budget structure), transfers funds to Provincial Departments for conditional allocations towards community library services for constructing and upgrading libraries, hiring personnel and purchasing library materials, i.e. the Community Library Service Grant (CLSG). The budget allocation to this sub-programme is R1.599 billion, or 60.1% of the total programme budget.

 

The main aim of the CLSG is to transform urban and rural library infrastructure and services through targeting previously disadvantaged communities. In respect of the CLSG, this grant is allocated to the relevant provincial department and administered by that department or through a service-level agreement with municipalities. In collaboration with provincial Departments of Basic Education (DBE), the grant also funds libraries that serve both schools and the general public. Funds from this grant may also be used to enable the shift of the libraries function between provinces and municipalities. This Grant primarily contributes to Government Priority 6: Social cohesion and safe communities. The grant is allocated R4.9 billion over the next three years.

 

The Department plans to finance 32 newly built and/or modular libraries by the end of the 2023/24 financial year. A budget of R1.33 billion (current) and R239.7 million (capital) is being directed towards provincial revenue funds for the implementation of this project. The outputs, as outlined in the Division of Revenue Bill [B2 – 2023] for the CLSG for the 2023/24 financial year includes, among others:

• 27 new library structures completed;
• five new dual-purpose library structures completed;
• 310 000 library materials purchased;
• 11 upgraded library structures completed;
• 2 500 existing contract library staff maintained in all provinces; and
• 33 new staff appointed at public libraries to support the shifting of the function to provinces.

 

1. ENGAGEMENTS WITH ENTITIES AND/OR FEDERATIONS

The Committee engaged the following on their 2023/24 APPs:

• The Market Theatre Foundation (MTF), a performing arts institution and a schedule 3A public entity established in terms of the Cultural Institutions Act (No. 119 of 1998);
• Karate South Africa (KSA), a national sporting federation which receives an annual grant from the Department to enable them to contribute towards implementing the mandate of the Department as an extension of its service delivery network.
• Boxing South Africa (Boxing SA), an entity established in terms of the South African Boxing Act (No. 11 of 2001).
• The South African Institute for Drug-Free Sport (SAIDS), an entity established in terms of the South African Institute for Drug‐Free Sport Act (No. 14 of 1997).

 

An overview of these engagements is presented below.

 

5.1.The Market Theatre Foundation

The Market Theatre Foundation (MTF, or “the Foundation”), located in Newton, Johannesburg, is a schedule 3A public entity established in terms of the Cultural Institutions Act (No. 119 of 1998, as amended). It is an amalgamation of two previously distinct public entities, namely the Windybrow Centre and the Market Theatre Foundation. The MTF, along with all other performing arts institutions within the purview of the Department, are mandated to advance, promote and preserve the performing arts in South Africa; enhance the contribution of arts and culture to the economy; create job opportunities; and create initiatives that enhance nation building. The MTF receives an annual transfer from the Department.

 

1. The Market Theatre Foundation: An Overview of the 2023/24 Financial Year

The MTF has been allocated a current transfer of R52.8 million for the 2023/24 financial year. Compared to the 2022/23 financial year, this represents a nominal increase of R200 000, or 0.4%. Adjusted for inflation, the allocation is in fact R2.3 million, or 4.3%, less than in 2022/23. Additional to the current transfer, the Department will also transfer R4.7 million for capital works projects. The total projected budget, inclusive of donations and other revenues sources is R68.5 million and will be utilised to fulfil its mandate and achieve its strategic goals. Budgetary information is presented below:

 

Table 7: MTF: Expenses and Revenue over the medium term

Expenses R thousand	Budget 2023/24	% of Total	Budget 2024/25	Budget 2025/26
Programme 1: Administration	22,204	31,0%	22,653	23,277
Programme 2 and 3: Public Engagement	43,040	63,0%	45,204	46,489
Programme 4: Business Development	4,158	6,0%	4,382	4,432
Total expense budget	68,546	100,0%	72,239	74,148
Income
R thousand		Budget 2023/24	Budget 2024/25	Budget 2025/26
Interest received		516	544	247
Rental received		643	678	828
Other income		4,188	4,413	5,273
DSAC grant		52,763	55,133	57,603
Donations received		7,271	8,135	8,215
Transfer from unutilised capital works grants – depreciation on donated assets		3,165	3,335	3,154
Total income budget		68,546	72,238	75,320

Source: Market Theatre Foundation (2023)

 

The entity highlighted the following challenges that have a direct bearing on its operations:

• A sub-inflation increase on the Government grant;
• Challenging fundraising climate;
• No tax incentives for funders;
• Limited resources to           meet the needs of artists;
• A lack of skilled staff; and
• A weak economic climate resulting in limited disposable income.

 

5.2.Karate South Africa

The Karate South Africa (KSA) is the governing body of sport karate in South Africa and is a member of the South African Sports Confederation and Olympic Committee (SASCOC). The sporting body is also a member of Union of African Karate Federations (UFAK), Region South; UFAK (which includes all African countries); member of the World Karate Federation (WKF); and part of the Commonwealth Karate Nations of the World. KSA aims to promote, advance, administer, co-ordinate and generally encourage the development of the sport of Karate in South Africa in accordance with the principles as laid down in the Statutes of KSA and World Karate Federation (WKF).

 

1. Karate South Africa: A financial overview

The financial support to KSA for the 2021/2022 financial year was R1.4 million. The support was earmarked for the following priority areas; capacity development programmes, Women’s Karate and the development of the youth coaches, referees and technical officials. Financial support for the 2022/23 financial year amounted to R3 million of which R480 000 was allocated for administration and the remaining R2.52 million for the implementation of the following projects; coaching development, referees’ development, administrative skills development, development tournament and women’s karate.

 

KSA have attained several goals including hosting and/or attending national, regional and international events; developing athletes, coaches, referees and table and administration officials; as well as promoting karate amongst women, youth, elderly and in non-urban areas. KSA has devised a three-year plan to increase the karate footprint in schools. The plan envisages the integration of schools karate into KSA in public and independent schools in all nine provinces with the aim of reaching over 13 million learners in nearly 25 000 schools. The projected cost for this plan is estimated to be R64.4 million with the possibility to create employment for instructors/coaches.

 

KSA noted the following challenges:

• Funding: All officials, the nine-member executive committee, and the President’s council all work as volunteers; all funding received from the Department is used to administrate and develop the sport.
• Logistics: The vast area of the country presents challenges to taking karate to the people and hosting events across South Africa, particularly non-urban areas. KSA also noted insufficient equipment and apparel as a concern which was partly addressed by financial support received in the last financial year. One of the main challenges in relation to logistics is safe and proper venues for teaching and events. An example was made of a collapsing roof at a venue in KwaZulu-Natal.
• Mainstream versus schools: Karate not included in extra curricula activities: It is not a priority sport in schools. Classes are conducted after hours at schools. There is inadequate DSAC / Department of Basic Education (DBE) correlation, however KSA has made strides in approaching the DBE to consider the potential of karate in schools.

 

5.3.Boxing South Africa

Boxing SA is an entity reporting to the Department. The Boxing South Africa Act (“Boxing Act”) mandates Boxing SA to administer professional boxing; recognise amateur boxing; create and ensure synergy between professional and amateur boxing; and promote engagement and interaction between associations of boxers, managers, promoters and trainers.

 

Boxing SA’s objective is to align to its core mandate as prescribed in the Boxing Act and to achieve its objectives during the MTEF period 2020-2025, Boxing SA would need to strengthen its human capital, policies and implement robust systems as support structure. During this period Boxing SA prioritised the following:

• Developing internal systems for the enhanced operations,
• Aligning the organisational structure and competencies with the strategic plan and to maximise efficiencies,
• Reviewing and amending the Boxing Regulations to be in line with the international trends in relation to tournament sanctioning and management,
• Reviewing and developing policies and procedures to respond to the demands of a dynamic and fast-changing environment,
• Building the capacity of the organisation to regulate the boxing sector,
• Fostering stakeholder relations management and partnerships with provincial sport departments,
• Supporting the establishment of associations to ensure the equitable boxing environment exists for all stakeholders, and
• Reviewing the funding model for Boxing SA

 

1. Boxing South Africa: An overview of the 2023/24 financial year

Over the medium term, expenditure is expected to increase at an average annual rate of 3.6%, from R22.4 million in 2022/23 to R24.9 million in 2025/26. Spending on Goods and Services accounts for a projected 58.2% (R41.5 million) of the entity’s total expenditure over the period ahead. It is set to derive 87.5 per cent (R62.4 million) of its revenue through transfers from the Department and the remainder through fees for the sanctioning of boxing tournaments.

 

For the 2023/24 financial year, the Government transfer to Boxing SA amounts to R19.9 million. A total projected income of R2.9 million will come from internally generated revenue sources which includes licensing, sanctioning fees, penalties and interest from the investment revenue, bring the total budget to R22.8 million.

 

The entity’s budget is implemented through three programmes, as detailed below:

 

Table 8: Boxing SA: Budget information 2022/23 – 2023/24

Programme	2022/23 (to be audited)	2023/24
R thousand	Budget	Budget
1: Governance and Administration	16 195	16 316
Purpose: To ensure compliant corporate governance and reporting, prudent financial management and procurement of goods & services in line with relevant regulatory frameworks. It is also to ensure that the governance structures perform its strategic oversight and leadership functions, monitoring performance and to manage and mitigate entity risks and drive compliance assurance.
2: Boxing and Development	3 569	3 730
Purpose: To ensure that there are capacity development programmes developed and implemented in the sector for the benefit and development of licensees across all categories, ensuring that they meet and fulfil compliance requirements. The programme also seeks to ensure that there is compliance in all spheres of boxing administration particularly in sanctioning of tournaments, rating of boxers in various weight divisions, and always promoting health and safety.
3: Boxing Promotion	2 610	2 727
Purpose: To raise the public profile of Boxing SA and boxing and to increase its brand value to such an extent that the public and sponsors will compete for a space in boxing programmes and enlist their support and resources for its development further.
TOTAL	22 374	22 773

Source: Boxing South Africa (2023).

 

The Department reported that Boxing SA is still engaged in a protracted litigation by the erstwhile CEO. The matter was at the Constitutional Court. Boxing SA however is also engaging with the legal representatives of the litigant for an out of court settlement.

 

Some of the inherent challenges facing Boxing in South Africa as indicated by the entity are as follows:

• lack of boxing broadcasting;
• absence of sponsorship; and
• few promoters were able to fund own tournaments without reliance from Government. Professional boxing in South Africa is noticeably inconspicuous and remains largely unseen by its fans, the nation at large and importantly, possible sponsors.

 

5.4.The South African Institute for Drug-Free Sport

The South African Institute for Drug-Free Sport (SAIDS) is a public entity established by the SAIDS Act. Its mandate is to promote the participation in sport free from the use of prohibited substances or methods intended to artificially enhance performance, thereby rendering impermissible doping practices, which are contrary to the principles of fair play and medical ethics, in the interest of the health and wellbeing of sportspersons; and to provide for matters connected therewith. SAIDS also provide technical obligations for the country to:

• the United Nations Educational, Scientific and Cultural Organization (UNESCO);
• the World Anti-Doping Agency (WADA); and
• the African Union.

 

Over the medium term, SAIDS will focus on ensuring compliance in global sport on matters of anti‐doping, anti‐corruption, governance reforms, institutional independence, child safeguarding and data protection. This includes implementing projects to ensure compliance with the world anti‐doping code and the UNESCO International Convention against Doping in Sport. Accordingly, the institute plans to conduct 4 800 drug and 750 blood tests on athletes to meet national sports federations’ demands for testing services.

1. SAIDS: An overview of the 2023/24 financial year

Expenditure is set to increase at an average annual rate of 2.3%, from R32.8 million in 2022/23 to R35.2 million in 2025/26, with Goods and Services accounting for an estimated 67.4% (R67.6 million) of this spending over the period ahead. The Institute expects to receive 92.3% (R93.4 million) of its revenue through transfers from the Department and the balance through services rendered. Revenue increases in line with spending.

 

Table 9: SAIDS: Statement of Financial Performance

	Revised estimate	Medium term expenditure estimate
R million	2022/23	2023/24	2024/25	2025/26
Revenue
Non-tax revenue	2,8	2,4	2,5	2,6
Sales of goods and services other than capital assets	2,5	2,0	2,1	2,2
Other non‐tax revenue	0,3	0,4	0,4	0,4
Transfers received	30,0	29,8	31,1	32,5
Total revenue	32,8	32,2	33,6	35,2
Expenses
Current expenses	32,7	32,0	33,5	35,0
Compensation of employees	9,5	9,9	10,4	10,9
Goods and services	22,6	21,6	22,5	23,5
Depreciation	0,6	0,6	0,6	0,6
Interest, dividends and rent on land	0,0	0,0	0,0	0,0
Transfers and subsidies	0,1	0,1	0,1	0,1
Total expenses	32,8	32,2	33,6	35,2

Source: National Treasury (2023).

 

For the 2023/24 financial year, the Department will transfer R29.8 million to SAIDS, with the remaining revenue derived, in part, from doping control sales. The Institute’s work is implemented over four budget programmes, the allocations for each is outlined in the table below.

 

 

 

 

Table 10: SAIDS: Budget information 2022/23 – 2023/24

Programme	Budget		Nominal Rand change	Real Rand change	Nominal per cent change	Real per cent change
R million	2022/23	2023/24	2022/23 – 2023/24		2022/23 – 2023/24
1: Administration	16,6	16,2	-0,4	-1,2	-2,4%	-7,0%
2: Doping control, investigations and results management	12,2	12,0	-0,2	-0,8	-1,6%	-6,2%
3: Education	3,5	3,5	0,0	-0,2	0,0%	-4,7%
4: International liaison	0,4	0,4	0,0	0,0	0,0%	-4,7%
TOTAL	32,8	32,2	-0,6	-2,1	-1,8	-6,4%

Source: National Treasury (2023).

 

The majority of budget expenditure (R16.2 million or 50.3%) is seen Programme 1: Administration. This is followed by Programme 2: Doping control, investigations and results management, which is a core programme and mandate of SAIDS in which expenditure is estimated at R12.0 million, or 37.3% of the total budget allocation. Programme 4: International liaison is allocated the smallest portion. This amounts to R400 000, or 1.2% of the total budget.

 

A critical challenge highlighted by the entity is that it operates in a complex compliance environment where significant expenditure must be earmarked to ensure ISO 9001 quality assurance, PFMA compliance and World Anti-Doping Code compliance. This is mandatory. However, full compliance certifications contribute to the integrity of the operational systems so that athletes and sport have confidence in the policies of SAIDS. More recent global compliance standards have been adopted around governance to further strengthen operational independence and oversight. These standards required amending 10 administrative structures and processes that resulted in increased expenditure costs that were not previously envisaged. Increased scientific advancements in testing, mandates that SAIDS testing program conforms with these advancements, resulting in further cost increases in the spectrum of tests that need to be conducted on doping control samples. Continued and improved service delivery requires investment in capital expenditure and capacity building of staff.

 

1. COMMITTEE OBSERVATIONS

Having considered and examined the Departmental 2020 – 2025 Strategic Plan and 2023/24 Annual Performance Plan with associated budgets, the Committee made the following observations:

 

6.1.Observations in relation to the Department of Sport, Arts and Culture

1. Main Appropriation: The Committee is concerned that the Department’s total budget allocation is insufficient to meet the demands placed on it to fulfil its broad and wide-reaching mandate.
2. Social Cohesion and Nation Building Compact: The Committee observed that delays in the signing of the Social Cohesion and Nation Building Compact may have far-reaching negative consequences for the Department’s role in leading this NDP goal.
3. Implementation of Infrastructure Projects: The Committee notes with concern the ongoing challenges with the implementation of key heritage legacy infrastructure projects.
4. Audit Outcomes: In its engagement with the AGSA, the Committee noted that this Office made some key recommendations to the Department’s Accounting Officer. These recommendations include all that the key audit issues reported in the status of records review under the key focus areas are timeously addressed; implement, without delay, all the actions required to address the material irregularity; and provide oversight over entities within the portfolio with focus on proper and timely investigations into all instances of irregular fruitless and wasteful expenditure and implementation of consequence management.
5. Sector tax incentives: The Committee observation made in its engagement with the MTF applies across the SAC sector and the lull in the progress on this matter stifles revenue generation and ultimately hinders the potential of the sector to contribute to economic development, and social cohesion and nation building.
6. Implementation of PESP4: The Committee is pleased that the Cultural and Creative Industries have been prioritised as a sector which contributes to the national imperatives to fast-track economic recovery and as such, the Department has been allocated funds to ensure job opportunities are created across the Department’s programmes. The Committee further notes that the Department will establish Project Management Unit in the 2023/23 financial year specifically to address some of the challenges experienced during the management of the previous PESP allocations.
7. Mzansi Golden Economy Strategy: The Committee acknowledges the continued efforts of the Department to contribute to the national economy by creating job opportunities through the projects implemented with funding provided by the MGE Strategy.
8. Funding of national sporting federations: The Committee noted that the national federations are grossly underfunded despite having the full responsibility to ensure transformation in sport.

 

6.2.Observations made in relation to the Market Theatre Foundation

1. Sector tax incentives: The Committee noted that the MTF, like many other entities, still face the challenge of reaching their full revenue generation potential as a result of the inability of donors to benefit from tax incentives. This places a higher than necessary reliance on the Government transfer to retain staff and ultimately fulfil their mandate.
2. Budget allocation: Members are concerned about the DSAC allocation to the MTF that is not aligned to the projected inflation rate of 4.9%. This adds increased pressure on the budgeting process with requests for additional funding being declined.
3. Governance and legal matters: The MTF’s Legal Governance and Ethics Committee has had to deal with a range of legal matters, some of which are historical in nature. However, the entity has demonstrated that it is on track with financial, legal and governance issues.
4. Irregular expenditure: The MTF was awarded an unqualified audit opinion for the 2021/22 financial year, with one of the findings being on irregular expenditure. The entity has developed an audit implementation plan which is monitored by the Council and Audit Committee, this is to ensure to address the findings relating mainly to irregular expenditure in particular procurement.
5. Audience development: The Committee is concerned that audience numbers are decreasing due to factors beyond the control of the entity. The entity location an inner city precinct that is perceived to be on the decline because of safety concerns.

 

6.3.Observations made in relation to Karate South Africa

1. Impact of the sport: The Committee noted that the potential of the sport to empower women and girls, particularly in the context of the national drive to fight the scourge of GBVF.
2. Transformation: The Committee is encouraged to note that the KSA is working to ensure transformation of the sport, including greater gender representivity at all levels of participation. KSA is making progress in this regard despite the sport not being a priority code and also not included in the assessment undertaken by the Eminent Persons’ Group (EPG).
3. Logistical challenges: The Committee notes with concern the number of logistical challenges raised by the KSA which includes inadequate funding and lack of appropriate venues.
4. Karate in schools: The Committee acknowledges the work the KSA has put into the development of a plan to roll out karate to public and independent schools across the country.
5. Fragmentation in the sport: The Members note with concern that the sport is fragmented with the federation not enjoying the support of all styles despite its efforts to address the divide.

 

 

6.4.Observations made in relation to Boxing South Africa

1. Audit outcomes and irregular expenditure: The Committee acknowledges the role the Department plays in assisting BSA with the implementation of its audit improvement plan.
2. Council and gender representivity: The Committee notes with concern the gender imbalance within the council.
3. Women in boxing: The Committee is encouraged that BSA together with the Department is working to raise the level of women’s boxing in South Africa.
4. Economy of boxing: The Committee notes the Ministers remarks on the potential of the economy of boxing and the need to secure sponsors and commercial partners.

 

6.5.Observations made in relation to South African Institute of Drug-Free Sport

1. Audit outcomes: The Members acknowledge and welcome the continued attainment of clean audits.
2. Emerging risks: The Members note with concern the emerging risks highlighted by SAIDS which includes obsolete legislation which is not in alignment with the WADA codes; minimal increase in budget allocation despite the role SAIDS plays in fair competition; non-compliance.
3. Imported services: The Committee notes that SAIDS was required to pay Value Added Tax (VAT) on imported services as the Institute was compelled to use international laboratories because of South African laboratories that have lost WASA accreditation.

 

1. Recommendations

It is requested that the Minister of Sport, Arts and Culture considers the following recommendations and reports back to the Committee by no later than the end of the 2023/24 financial year, i.e. 30 September 2023.

 

 

7.1.Recommendations in relation to the Department of Sport, Arts and Culture

1. Social Cohesion and Nation Building Compact: The Department together with National Economic Development and Labour Council (NEDLAC) should ensure that this Compact is urgently signed to prevent the stalling of efforts to build a socially cohesive nation.
2. Implementation of Infrastructure Projects: The Department should, before the beginning of the next financial year, devise a plan to establish an internal Infrastructure Project Management Unit to ensure the successful implementation of infrastructure projects as these projects not only transform the sporting and heritage landscape, but also contribute to the economy through job creation as envisaged by the ERRP.
3. Audit Outcomes: The Department should heed the recommendations of the AGSA to improve audit outcomes across the portfolio.
4. Sector tax incentives: The Department should revisit its earlier engagements with the Davis Tax Committee for the inclusion of the arts into section 18(A) of the Income Tax Act (No. 58 of 1962) to encourage donations to the sector.
5. Implementation of PESP4: The Department should provide the Committee with updates on the implementation of this round of PESP funding for the CCIs.
6. Mzansi Golden Economy Strategy: The Department should ensure that applicants and beneficiaries are provided with adequate support.

 

7.2.Recommendations in relation to the Market Theatre Foundation

1. Governance and legal matters: The entity should keep the Department and the Committee abreast of the implementation of the recommendations outlined by the forensic report.
2. Irregular expenditure: The entity should continue to monitor and evaluate the effectiveness of the Audit Implementation Plan and Standard Operating Procedure developed to ensure issues of weakness in internal controls are addressed and will not adversely impact the next audit outcome.
3. Audience development: The Committee is encouraged to note that the entity is considering taking productions to the people as a way to mitigate the impact of deterioration of the inner city. However, the entity should work with the Department and other spheres of Government, to ensure measures are put in place to rectify the situation.

 

7.3.Recommendations in relation to Karate South Africa

1. Impact of the sport: The Committee recommends that the KSA continue with its awareness raising initiatives to encourage more women and girls to acquire the empowering skills that karate offers.
2. Logistical challenges: The Committee recommends that KSA engages the Department, through its business plan, to address the challenges highlighted.
3. Karate in schools: The Committee acknowledges the important role school sport plays in society and in the national transformation objectives and thus recommends the federation continues to engage the DBE as it has already made some headway in this regard.

 

7.4.Recommendations in relation to Boxing South Africa

1. Audit outcomes and irregular expenditure: The Department and BSA should continue working together to expedite the implementation of the audit implementation plan.
2. Council and gender representivity: Considering the increase in the popularity of women’s boxing, there is an opportunity for the imbalance in gender representivity to be addressed with the appointment of the next council and the Department should endeavor to address this issue as a matter of urgency.
3. Women in boxing: The Committee welcomes the ring-fenced funding in the conditional grant. BSA and the Department should continue ensure that these funds are used for its intended purpose and that the level of women’s boxing is raised nationally.
4. Economy of boxing: The Department and BSA should work together on securing sponsors and partners. Further, the planning for a Boxing Academy should be prioritised.

 

7.5.Recommendations in relation to South African Institute of Drug-Free Sport

1. Emerging risks: The Department’s Task Team which was established to work with SAIDS on the matter of the obsolete legislation should ensure that the Institute is provided with adequate support to stave off the potentially negative impacts of the malalignments with the WADA codes.
2. Imported services: The matter of the laboratories that have lost WADA accreditation needs to be addressed urgently to prevent SAIDS from incurring unnecessary expenditure relating to the importation of services that could potentially be provided domestically.

 

1. Conclusion

Having satisfied itself in its engagement with the Department of Sport, Arts, and Culture, and its entities on their Annual Performance Plans and the Budget, the Portfolio Committee on Sport, Arts and Culture recommends that the House approves Budget Vote 37.

 

Report to be considered