an agency of the department of arts and culture€¦ · thumbelina. annual financial statements 4 |...

2014-20152014-2015ANNUAL REPORT

an agency of theDepartment of Arts and Culture

PART A: GENERAL INFORMATION 4

PART B: PERFORMANCE INFORMATION 12

PART C: GOVERNANCE 37

PART D: HUMAN RESOURCE MANAGEMENT 45

PART E: FINANCIAL INFORMATION 49

ANNUAL FINANCIAL STATEMENTS 56


CONTENTS

Core Values

Professionalism Client-centredness Multi-cultural ConsciousnessInnovation Effective Communication

Vision

To be the leading vehicle for growth and transformation through high quality multicultural performing arts.

Mission

To facilitate, produce, promote and preserve multicultural performing arts that advance nation building through business sustainability founded on artistic excellence.

Core Values

Professionalism Client-centredness Multi-cultural ConsciousnessInnovation Effective Communication

Vision

To be the leading vehicle for growth and transformation through high quality multicultural performing arts.

Mission

To facilitate, produce, promote and preserve multicultural performing arts that advance nation building through business sustainability founded on artistic excellence.

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General Information ..............................................................5

Strategic overview .................................................................5

Alignment to government outcomes ......................................7

Legislative and other mandates .............................................8

Organisational structure ........................................................9

Foreword by the Chairperson ...............................................10

Chief Executive Of� cer’s overview ........................................11

PART A GENERAL INFORMATION

Thumbelina

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GENERAL INFORMATION REGISTERED NAME ARTSCAPE

BUSINESS ADDRESS POSTAL ADDRESSARTSCAPE Theatre Centre P O Box 4107DF Malan Street CAPE TOWNCAPE TOWN, 8001 8000

TELEPHONE NUMBER +27 21 410 9800

FAX NUMBER +27 21 421 5448

E-MAIL ADDRESS [email protected]

WEBSITE ADDRESS www.artscape.co.za

EXTERNAL AUDITORS Auditor-General of South Africa

INTERNAL AUDITORS Deloitte

BANKERS Nedbank | ABSA

LIST OF ABBREVIATIONS/ACRONYMS

AGSA Auditor-General of South Africa MEC Member of Executive Council

CEO Chief Executive Offi cer MTEF Medium Term Expenditure Framework

CFO Chief Financial Offi cer PFMA Public Finance Management Act

DAC Department of Arts and Culture PGWC Provincial Government of the Western Cape

DCAS Department of Cultural Affairs and Sport SCM Supply Chain Management

IRT Integrated Rapid Transport TR Treasury Regulations

Strategic overviewStrategic outcome orientated goalsArtscape will undertake all its activities whilst being mindful of the role that we can play in contributing to social cohesion, nation building, education, poverty alleviation and job creation through the arts.

Artscape’s annual performance plan for the 2014/2015 fi nancial year identifi ed the following strategic outcome oriented goals and objectives:

PROGRAMME 1: ADMINISTRATIONFUNDING AND REVENUEGOAL: To generate additional revenue through venue rental, sponsorship from local donors and business

enterprises, productions and as well as interest received on short term investments to supplement the government grant.

OBJECTIVE: Sustainable Funding – Artscape acknowledges that it needs to continually strive towards lesser reliance on state funding with a better balance of self-generated funding and state funding. Artscape will continually strive to diversify its funding sources and seek to raise funds based on the objectives of the individual funders.

Investment in Performing Arts Productions – Artscape should seek to facilitate a mechanism which would enable corporates and individuals to invest effi ciently in potential artistic productions so as to support the development of new productions and emerging arts companies.

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ADMINISTRATIONGOAL: To provide management, administrative and support services that will create an enabling environment for

the achievement of overall objectives in an effi cient and cost effective manner.OBJECTIVE: Leadership in Performing Arts Artscape should be the leader in performing arts facilities and support services in the country with all

other venues aspiring to be like Artscape. Artscape should be the leader in the performing arts support, administration, management and governance while infl uencing government positively to support the performing arts

Artscape Brand – Venue of Choice Artscape will continue to strive to develop its brand to be known in both the local and international tourism

markets. Artscape will strive to be a must-see attraction for any visitor to Cape Town. Its appearance, atmosphere and character should support its attraction through its distinctive and African culture.

Artscape should strive to stand out in terms of venues on the continent by striving to be the venue of choice and ultimate aspiration for performance of any product.

Technology and Innovation Artscape should strive to be seen as a leader in the use of technology to support the performing arts and

should investigate and potentially invest into technology which differentiates it and enhances its product. Technology which makes Artscape’s product more accessible to the communities should be a high priority.

HUMAN RESOURCESGOAL: Effective organisational management through an effective Human Resources Department. Ensure suffi cient

spending on staff expenditure that will enhance employee wellness and staff morale.OBJECTIVE: Excellence in Leadership and Staff Artscape will continue to strive to maintain strong leadership in its executive management and continue to

develop excellence within its management and staff at all levels. Artscape should have a competent, motivated and client centred work force which is representative of the

South African and Provincial demography.

GOVERNANCEGOAL: As a public entity Artscape continuously strives to ensure that a system of good corporate governance

exists and is being adhered to.OBJECTIVE: Leadership in Performing Arts Artscape should be the leader in performing arts facilities and support in the country with all other venues

aspiring to be like Artscape. Artscape should be the leader in the performing arts support, administration, management and governance while infl uencing government positively to support performing arts.

PROGRAMME 2: BUSINESS DEVELOPMENTARTISTIC PROGRAMMEGOAL: To present a diverse artistic programme that caters for the diverse needs of all Western Cape communities. OBJECTIVE: Artistic Product Determined by Multicultural Consciousness Multicultural Programme – Artscape has in both its vision statement and mission statement the focus

on multicultural performing arts to achieve growth and transformation. The primary strategic objective of Artscape will be to fulfi l this vision and mission by ensuring an artistic programme in its complex which achieves transformation and growth in the performing arts while acknowledging, supporting and developing the multiple cultures of its stakeholders.

The focus on multiculturalism must ensure that the sum of the individual performing arts programme creates a whole which is more than the sum of the individual parts. In other words, Artscape will focus, on a holistic approach to ensure a multicultural performing arts programme where Western arts, Indigenous Arts, and other cultural programmes do not just co-exist, but in fact contribute to one another.

Aspirational Artscape – Artscape will focus its development activities on developing itself as an aspirational venue in which to perform. This will focus on developing multiple art forms and programmes where the objective will eventually be to present and perform these programmes in the Artscape facilities. The aspiration of excellence in Artscape should mean that performers have “not arrived” until they have performed at Artscape.

Development of New Product – Artscape should be mindful of the roots of the community and create and develop new genres that are uniquely African. Artscape should be developing new works with innovation and creativity aiming to tell the stories that have never been told before.

Youth Development – Artscape should continue to place a signifi cant strategic emphasis on the participation of the younger generations in the performing arts.

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Quality Product – The development of the product and the delivery through the facilities should continually balance the objectives of quality product with development and the provision of opportunities for growth and transformation.

PROGRAMME 3: PUBLIC ENGAGEMENTGOAL: To actively engage the public in order to achieve Artscape’s objectives of promoting the appreciation,

understanding and enjoyment of the performing arts among the general public through marketing and advertising, performing arts education and rural outreach programmes.

PERFORMING ARTS EDUCATIONGOAL: To provide an environment to respond to the skills shortage in the theatre industry and due to the lack of

proper technical training, Artscape has initiated a technical training programme where trainees receive training in all aspects of stage technology, including lighting, sound and stage management. The internship programme provides training and skills transfer in arts administration and management and is fully dependent on dedicated funding. The Resource Centre facilitates training programmes for emerging artists and arts practitioners.

OBJECTIVE: Development of the Arts Academy – The Arts Academy should be developed in partnership with other arts education facilities. The Arts Academy should provide multiple levels and dimensions of training and skills development and be integrated into even university level education.

Continental Exchange – Artscape should aim to develop its Academy as the leading and aspirational location for technical performing arts training and should establish links with festivals and theatres across the continent to develop technical exchange programmes and establish the demand for the technical training and education through the Academy.

Alignment to government outcomesGOVERNMENT OUTCOME ARTSCAPE RESPONSE PROGRAMME

Decent employment through inclusive growth

Job shadowing / internships Programme 1

A skilled and capable workforce to support an inclusive growth path

Technical training programme Job shadowing / internships / Ongoing investment in staff training and development

Programmes 1, 2, 3

A responsive, accountable, effective and effi cient local government system

Clean audit outcomesGood corporate governance

Programme 1

A long and healthy life for all South Africans

A well balanced multi-cultural artistic programme that attracts diverse audiences

Programmes 2 and 3

Improved quality of basic education Technical training programme Job shadowing / internships

Programmes 1 and 3

Vibrant, equitable and sustainable rural communities

An annual programme presented in a different rural municipal area in the Western Cape

Programme 2

CinderellaUHMRainbow Scars

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Legislative and other mandatesArtscape manages the Artscape Theatre Centre, a complex 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.

Key mandate Artscape was declared a Cultural Institution in terms of section 3 of the Cultural Institutions Act, 1998

(Act No. 119 of 1998). Artscape is listed as a Schedule 3A (national entity) under the Public Finance Management Act, 1999

(Act No. 1 of 1999). Artscape’s objects were published in the Government Gazette No 25242, 1 August 2003

In addition to this Artscape operates under various legal mandates, including amongst others: The Constitution of the Republic of South Africa The Treasury Regulations and Division of Revenue Act, 2010 (Act No. 1 of 2010) The Basic Conditions of Employment Act, 1997 (Act No. 75 of 1997) The Labour Relations Act, 1995 (Act No. 66 of 1995) The Occupational Health and Safety Act, 1993 (Act No. 59 of 1993)

Objectives (in terms of Section 8(5) of the Cultural Institutions Act, 1998, Act No 119 of 1998) To advance, promote and preserve the performing arts in South Africa, but predominantly in the Western Cape, by, inter alia, and without limiting the generality of the aforesaid: Promoting, presenting, co-presenting, co-producing, producing, investing in and sponsoring or entering into partnership

for any performing arts initiative; Making the performing arts accessible to the general public and ensuring that productions are a true refl ection of the

cultural diversity of South Africa; Evaluating, maintaining and upgrading the Artscape Theatre Centre and its facilities so that the full range of performing

arts productions can be presented in a world class environment; Making the Artscape Theatre Centre accessible to the general public; Promoting the appreciation, understanding and enjoyment of the performing arts among the general public; Providing high quality arts education and development with due consideration of the needs of the general public; Encouraging artists to adopt the stage and associated arts as their profession; Encouraging and promoting the writing and producing of new performing art works for presentation on stage; Encouraging indigenous art and creativity, including, but not limited to, script, writing, musical composition and

choreography; Encouraging tours of performing arts and art products; Facilitating manufacturing services for décor and costumes to enable arts practitioners to stage their productions; and Concluding all such activities as may be considered ancillary to any of the aforesaid.

To be the appropriate legal recipient and accountable reporting body for funding received from the Department of Arts & Culture and grants received from third parties, and for expending such grants, in accordance with the terms and conditions under which same were received.

Beatless Mystery Tour Rockville 2069

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ORGANISATIONAL STRUCTURE

Accounting Authority (Council)

CEO

Chief Financial Offi cer

Finance

Compliance

Supply Chain

Information Technology

Audience Development

Resource Centre

Education

Rural Outreach

Director: Audience Development &

Education

Human Resources

Stage Services

Planning

Theatre

Maintenance

Health & Safety

Marketing

Arts

Operational Managers

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Foreword by the Chairperson

Every generation should aim to leave a legacy and the newly appointed Council of Artscape should be no different in their objectives for Artscape during our forthcoming term of offi ce.

This Council has the opportunity to further build on the previous successes of Artscape as a vehicle for growth and transformation in the Performing Arts by ensuring that it plays a leading role in the development of multicultural Performing Arts both in the Western Cape and for the Country as a whole.

The Performing Arts should be given increased attention and funding to ensure that it is able to fulfi l its role as a mechanism for achieving social cohesion and peaceful co-existence in our Rainbow Nation. The Performing Arts should also aim to fulfi l the potential it has in contributing to the economy of our Country in terms of national building, education, poverty alleviation and job creation.

Artscape has the potential to play a leading and meaningful role in the development of an arts precinct surrounding its existing facilities and this Council’s term of offi ce. I look forward to working with the Council Executive Management and staff of Artscape to achieve the full potential of Artscape.

Our performance in the current year, demonstrate Councils’ commitments to achieving the objectives outlined in our strategic report.

Prof Somadoda FikeniCHAIRPERSON: ARTSCAPE COUNCIL

Every generation should aim to leave a legacy and the newly appointed Council

The Performing Arts should be given increased attention and funding to ensure that it is able

Mr Neo Muyanga (Deputy Chairperson)

Dr Marianne Jacobs Ms Ralene Rorke

Princess Celenhle Dlamini Ms Leigh Meinert Mr Mijikilise Vulindlu

COUNCIL MEMBERS

THIS PAGE NEEDS TO BE UPDATED

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Acting Chief Executive Of� cer’s overview

Artscape continues to succeed as one of the foremost Performing Arts venues in the country. The 2014/2015 fi nancial year has been one of many challenges for Artscape, with the retirement of the CEO at the end of October 2014 and the sudden illness of the CFO at a similar time. The management team has risen to the challenge to ensure that Artscape continues to distinguish itself as an organisation. The diverse artistic programme presented in the theatre complex, the community based artistic initiatives and the investment in skills development and transfer has contributed to another successful year.

During 2014/15, Artscape presented 806 productions and events, which resulted in 639 performances. This is a 5.6% increase on the previous year where 763 productions and events were presented. Artscape once again presented a successful rural outreach programme, this year in Heidelberg. With a focus on generating interest in the arts we continue to attract people to a multitude of events, such as stage productions, community gatherings and other culturally enriching activities, achieving 280 964 visitors during the current year.

Artscape continues to increase self-generated revenue year-on-year, achieving R23.575m in 2014/2015 which is 30% of the total revenue. Our report on performance of predetermined objectives for 2014/2015 indicates that we achieved 88% of our targets, 6% were partially achieved and only 6% of our annual targets were not achieved

The performing arts strategy aims to ensure that the artistic content presented at Artscape is based on a multi-cultural consciousness which ensures the promotion of all artistic products which attract and entertain audiences.

Artscape is proud to be seen as a leader in the area of technical training and skills transfer for stage staff. This continues to enhance the demand for Artscape stage staff both nationally and internationally. Artscape continually reviews business strategies to align itself to national imperatives such as building a robust economy, creating job opportunities and promoting social cohesion.

Artscape’s commitment to good fi nancial controls, sound governance practices and good fi nancial management is demonstrated by the clean audit report received for the year ended 31 March 2015.

My management team and I wish to express our warm appreciation to the Artscape Council, the Department of Arts & Culture, the Provincial Government of the Western Cape, our dedicated staff, our strategic sponsors and partners in helping Artscape to achieve its vision of being the leading vehicle for growth and transformation through high quality multicultural performing arts.

Marlene Le RouxACTING CHIEF EXECUTIVE OFFICER

Acting Chief Executive Of� cer’s overview

country. The 2014/2015 fi nancial year has been one of many challenges for Artscape,

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Statement of responsibilty for performing information ...................... 13

Auditor’s Report: Predetermined objectives ..................................... 14

Overview of public entity’s performance ........................................... 14

Performance information by programme .......................................... 15

Summary of � nancial information .................................................... 26

Revenue and expenditure trends ..................................................... 26

Production and events ..................................................................... 28

Capital investment, maintenance and asset management plan ......... 35

PART B PERFORMANCE INFORMATION

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Statement of responsibility for performance informationStatement of Responsibility for Performance Information for the year ended 31 March 2015

The Chief Executive Offi cer, together with the Chief Financial Offi cer, is responsible for the preparation of the public entity’s performance information and for the judgements made in this information.

These include the responsibility for establishing, and implementing a system of internal control designed to provide reasonable assurance as to the integrity and reliability of performance information.

In our opinion, the performance information fairly refl ects the actual achievements against planned objectives, indictors and targets as per the strategic and annual performance plan of the public entity for the fi nancial year ended 31 March 2015.

Artscape’s performance information for the year ended 31 March 2015 has been examined by the external auditors and their report is presented on page 54.

The performance information of the entity set out on page xx to page xx were approved by the Council.

Marlene le Roux André SteenveldACTING CHIEF EXECUTIVE OFFICER ACTING CHIEF FINANCIAL OFFICER

Cape Town’s Most Wanted ComArt

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Auditor’s Report: Predetermined objectivesThe AGSA currently performs the necessary audit procedures on the performance information to provide reasonable assurance in the form of an audit conclusion. The audit conclusion on the performance against predetermined objectives is included in the report to management, with material fi ndings being reported under the Predetermined Objectives heading in the Report on other legal and regulatory requirements section of the auditor’s report.Refer to page 45 of the Report of the Auditors Report, published as Part E: Financial Information.

Overview of public entity’s performanceService Delivery EnvironmentThe process of strategic planning involves internal consultations between Council and Management.

This strategic plan has been developed by the Executive Management of Artscape based on inputs received from the Artscape Council at the strategic break away of 8 and 9 June 2012, focussing on Artscape’s vision and relevance over the next 5 years. During this planning session it became clear that Artscape has done considerable work in achieving its vision “to be the vehicle for growth and transformation in the performing arts”. Artscape’s Council held a strategic workshop on 21 and 22 November 2013 during which Council identifi ed their priorities for the 2014/2015 fi nancial year, which also will be the fi nal period of its term of offi ce.

Artscape’s vision is the inspirational framework for all its administrative, artistic and development policies and programmes.

In our quest to at all times be mindful of the role we can play in contributing to social cohesion, nation building, poverty alleviation and job creation, our strategic initiatives over the MTEF period will focus amongst others on: the adherence to good corporate governance practices; the presentation of a multicultural performing arts programme; the presentation of an annual rural outreach programme; the identifi cation, development and nurturing of new audiences, whilst retaining existing patrons; and the presentation of education and training programmes for young and emerging artists, technicians and arts

practitioners.

The implementation of strategies emanating from these initiatives will make a positive contribution to the social, cultural and economic life of citizenry while at the same time enhancing the arts and culture contribution to the Gross Domestic Product and creating job opportunities.

Organisational environment Playhouses assist the Department of Arts and Culture in delivering on its mandate to advance, promote and preserve the performing arts in South Africa and on Mzanzi’s Golden Economy and to enhance nation building, skills development, social cohesion and job creation.

With no dedicated funding for artistic programmes, production budgets are determined after utilising self- generated funds for the shortfall in operational requirements. Such amounts are reduced on an annual basis, with Artscape running the risk of not achieving its arts and training specifi c strategic objectives or cancelling productions or performing arts initiatives due to fi nancial constraints.

The current economic climate resulted in a reduction in corporate sponsorship for artistic programmes and projects. Artscape receives no funding from the National Arts Council nor does Artscape receive funding from the provincial department of arts and culture or the local municipality to present productions.

The diverse artistic programmes presented in the current year demonstrate Artscape’s commitment to achieve the vision “to be the vehicle for growth and transformation through the performing arts”. These programmes included dedicated audience development and education programmes; rural outreach programmes; indigenous arts programmes; drama productions; new writing programmes. In addition to this the Artscape Resource Centre continues to provide facilities such as computers, email and posting facilities to artists and arts practitioners and also facilitates administrative and artistic training programmes to its members.

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PERFORM

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In response to the skills shortage in the theatre industry and due to the lack of proper technical training, Artscape has a technical training programme where trainees receive training in all aspects of stage technology, including lighting, sound and stage management. This programme is accredited to the University of Stellenbosch as a short course. Also, Artscape has an internship programme that provides training and skills transfer in arts administration and management to interested learners and students.

Key policy developments and legislative changesThere were no changes to relevant policies or legislation that affected Artscape’s operations during the period under review or future fi nancial periods.

Performance information by programmeSummary of Actual Performance

Programme Description Total targets Achieved Partially achieved

Not achieved

Programme 1 Administration 27 24 3 0Programme 2 Business Development 13 12 0 1Programme 3 Public Engagement 9 7 0 2 49 43 3 3

Current year performance 88% 6% 6%Prior year performance 82% 13% 5%

Achieved – indicates that the annual target was achieved or exceeded

Partially achieved – indicates that the annual target was not fully achieved, but that a signifi cant attempt was made to ensure the target.

Not achieved – indicates that the annual target was not achieved or that the level of achievement was not signifi cant.

Actual Performance Against Targets

Not achieved 6%

Achieved 88%

Partially achieved 6%

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PROGRAMME 1: ADMINISTRATIONSub programme 1.1: FUNDING AND REVENUEGOAL: To generate additional revenue through venue rental, sponsorship from local donors and business

enterprises, productions and as well as interest received on short term investments to supplement the government grant.

Unit of measure: Rand value

KEY OBJECTIVE STRATEGY OUTPUT SERVICE DELIVERY INDICATOR

TARGET ACTUAL PERFORMANCE

ACHIEVE-MENT

REVENUE GENERATED

To maximise revenue from business services.

To generate additional revenue through venue rental, sponsorship from local donors and business enterprises, productions and as well as interest received on short term investments to supplement government grant.

Increased venue rental and revised venue rental rates to accommodate infl ation and other market variables.

Annual improvement of 5% per annum on the baseline of 2013/2014.

R23.400m R23.575

The annual target of the programme has been well achieved as a result of increases in venue rental, catering services, production revenue as well as effi cient management of cash resources.

Sub programme 1.2: ADMINISTRATIONGOAL: To provide management, administrative and support services that will create an enabling environment for the

achievement of overall objectives in an effi cient and cost effective manner.



ACHIEVE-MENT

Indicator: MaintenanceDefi nition: Maintenance expenditure to ensure that Artscape’s physical infrastructure and equipment is properly maintained. Unit of measure: As per service delivery indicator and target

To maintain the physical infrastructure and equipment to the highest possible standard.

On-going refurbishment and maintenance of the physical infrastructure.

Annual maintenance of infrastructure in order to minimise disruptions due to equipment and plant breakdown.

Once a year, per theatre, full maintenance during a scheduled dark period.

Produce aquarterly reportof maintenancecarried out pertheatre.

A quarterly summary report is completed for all maintenance carried out in the theatres. In addition, a Projected Maintenance Plan/report was drafted in order to provide feedback to the Province on the extent of maintenance and associated costs for repairs.

La Sylphide

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ACHIEVE-MENT

Indicator: Stage ServicesDefi nition: Departmental spend on all aspects of stage services, including sound and lighting, to ensure excellence in the presentation

of artistic productions, through skilled technical staff. Unit of measure: As per service delivery indicator and target

To ensure reliable, effective and effi cient stage services within and beyond the Artscape facility.

To enhance appropriate service provision to the desired quality and safety standards through an effi cient and productive service delivery.

Providing stage equipment, infrastructure and services that enable the presentation of any artistic production.

Successful staging of productions meeting the producer or hirer’s expectation.

Successful staging of 150 productions

During 2014/15 we managed to stage 150 productions which resulted in 678 performances.

Successful staging of production at Maynardville Open Air Theatre

The successful staging of Othello at Maynardville from 14 Jan – 21 Feb 2015

Successful staging of production of rural outreach programme

Artscape stage services successfully staged 9 different performances at the outreach programme this year in Heidelberg WC. The schools particularly enjoyed the technical aspects of theatre.

Indicator: SecurityDefi nition: Expenditure necessary to ensure security of Artscape facilities, staff and patrons. Unit of measure: As per service delivery indicator and target

To ensure the safety of staff and patrons the Artscape facilities.

To provide a safe and secure environment in and around Artscape that ensures the safety of staff, tenants, visitors and patrons.

A secure environment for staff, tenants, visitors and patrons.

Monthly reports of all security incidents.

Daily activity reports are produced on all security related activities

Daily activity reports are produced. Regular testing and inspections of alarms and safety equipment performed.

Quarterly meetings with service provider to address security matters

Monthly meetings are held with thesecurity service provider Thorburn.

Indicator: Information technology (IT)Defi nition: Expenditure necessary to ensure that Artscape has reliable and effi cient information technology systems to support the

operational requirements. Unit of measure: As per service delivery indicator and target

To ensure that IT supports the overall business objectives.

To develop an IT strategy that supports the overall business objectives.

Reliable and effi cient information technology services

Identifi cation of IT risks

Review and update IT risks

As part of the annual risk assessment IT risks were considered.

On going assessment and review of IT environment.

Quarterly meetings with IT service provider to monitor the status of IT within the organisation

A monthly report of the current IT status is provided by the IT service provider. These reports in conjunction with service provider meetings form the basis of continuous monitoring of the IT environment within the organisation.

Annual testing of disaster recovery plans to ensure business continuation

The IT service provider successfully conducted testing of the disaster recovery plan.

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Sub programme 1.3: HUMAN RESOURCESPURPOSE: Effective management of organisational management through an effective human resources department.

Ensure suffi cient spending on staff expenditure that will enhance employee wellness and staff morale. Unit of measure: As per service delivery indicator and target



ACHIEVE-MENT

To retain staff with the potential to be promoted into key management positions.

To identify and develop employees with the potential to be promoted into key management positions.

Retention of staff with the potential to be promoted.

A staff retention system.

Update the training plans for staff with the potential for promotion.

The Training Plan is updated with the needs as identifi ed from submitted Performance Management agreements on an ongoing basis. Training requirements for 2014/2015 were identifi ed – 45employees received training during the year. There has been one African male promoted during the year.

To review job grades continuously as the scope of the jobs change.

Annual revisionof job grades.

Ensure that staff are employed and remuneratedaccording to the correct grade.

Reliable andupdated job gradesfor each employee.

Conduct job grading for employees whose job scope changed.

During this year there were 4 job assessments conducted

To fi ll vacancies created in line with the entity’s Employment Equity plans.

To determine employment equity targets that’s in line with the demographics of the Western Cape.

Appointments that meet the targets within the EmploymentEquity plan.

Movement towardsachieving the employment equitytargets that are representative ofthe demographicsof the Western Cape.

Fill vacancies in line with employment equity targets.

Vacancies continuedto be fi lled in line with employment equity targets.

Conclude appointments advertised

All vacancies advertised during the year were fi lled (21 in total)

To enhance performance management

To conduct annual performance assessment

Performance assessments for all staff

Annual assessment of performance

Conduct annual performance assessments

This process was started in the 2014/15 fi nancial year but interrupted by the absence of key personnel. It is still ongoing

To ensure that succession planning is in place for critical positions

To identify key positions for succession planning

Develop succession plan

Identify and develop succession plan for critical positions

Identify and develop succession plan for critical positions

The key positions have been identifi ed and the plan will be fi nalised once the structural review has been completed. This review was delayed by the change in Council.

Return Print Africa Day

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Sub programme 1.4: GOVERNANCEGOAL: As a public entity Artscape continuously strives to ensure that a system of good corporate governance exists

and is being adhered to. (No specifi c budget as this is done within the budget allocation for administration and general expenses)



ACHIEVE-MENT

Ensure good corporate governance.

To ensure compliance with Public Finance Management Act

Compliance with the PFMA and relevant treasury regulations.

Clean Audit Report.

Clean audit report

The Annual Financial Statements were submitted on 31 May 2014. Artscape received a clean audit report for 2013/2014.

Internal audit compliance

Internal control measures that will minimise items being raised in the management letter of the Auditor-General and Internal Audit reports.

Review and implement recommend-ations of Auditor-General & Internal Auditors.

The matters raised by the Auditor-General in their management letter and reports from the Internal Auditors have been implemented as appropriate.

Maintain a risk register of Artscape’s major operational and strategic risks.

Annual risk assessment.

Conduct Annual Risk

The annual risk assessmentwas conducted during a workshop in March 2015.

Regular update of risk register

The risk register is updated on a regular basis and reported upon at the quarterly Audit & Risk Committee meetings.

A proper supply chain management strategy and system that ensures best practice.

To maintain a supply chain management system that meets the Treasury Regulations.

Supply chain management policies and practices that complies with Treasury Regulations.

A regularly updated database of procurement contracts that is annually reviewed and updated with tax clearance, BBB-EE certifi cate and banking details.

Regular update of service providers

Updated regularly. Suppliers are also required to complete the relevant Treasury declaration forms.

Supply chain policies that meet Treasury requirements.

Annually invite new suppliers to be registered on database.

An invitation to register on the database was advertised on the Artscape website.

Monthly monitoring of service level agreements.

Monthly meetings at which service level agreement matters are discussed areheld. Minutes of monthly meetings are properly kept.

Maintain a contract register for all contractual service providers.

A contract register for all contract service providers are being kept and updated.

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ACHIEVE-MENT

To create an environment that meets effective and effi cient health and safety requirements.

To monitor the adherence to the Artscape health and safety strategy and plan.

Quarterly meetings to monitor adherence to the health and safety strategy and plan.

Quarterly health and safety meetings to ensure monitoring of health and safety matters in order to ensure that the strategy and plan are being adhered to.

Quarterly health & safety meetings

Quarterly meetings were held and minuted.

To regularly test key aspects of the disaster management plan.

Identify and train staff members in health and safety.

Annually identify and attend to relevant health & safety training.

Annual training in health & safety

Firefi ghting and fi rst aid courses were attended during the year. The Security Manager also attended a Theatre Safety workshop.

Regular testing of the disaster management plan

Testing of disaster management plan systems at least once per annum.

Annual testing of disaster management plan systems at each facility occupied by Artscape.

Testing of disaster and evacuation management systems at all Artscape occupied facilities

Implement the transformation plan approved by Council

To chart a new way forward in the drive to deepen transformation within Artscape

Clearly identifi ed transformation objectives

Transformation report

Implement and report on the targets identifi ed for 2014/5

Management held a number of strategic workshops to agree on targets and target dates to give effect to the transformation plan, as directed by Council.

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PROGRAMME 2: BUSINESS DEVELOPMENTARTISTIC PROGRAMMEGOAL: To present a diverse artistic programme that caters for the diverse needs of all Western Cape communities.



ACHIEVE-MENT

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 best refl ects the diversity of audience preferences.

To present diverse productions and events per annum.

600 productions and events

Artscape had 824 diverse productions and events resulting in 667 performances in this fi nancial year. The higher number of productions and events can be attributed to additional bookings by external hirers for productions, hospitality and foyer and piazza events. Furthermore, productions with shorter runs make it possible to host more productions over the same period.

To ensure nation-building through cross-cultural audiences and performing arts education initiatives to enhance theatre experience in historically marginalised communities.

To ensure that the performing arts are accessible to the diversity of audiences in the Western Cape and surrounding non-urban areas.

Dedicated audience development and education events

The presentation of diverse audience development and education

50 events ADE had 150 diverse events and productions this year. Through various partnerships and with more time and space available ADE was able to increase the number productions and events.

Present dedicated performing arts programmes for the benefi t of schools and learners

Annually host a High School Drama and Schools Arts Festival to ensure an interest in the performing arts amongst school learners.

Present a High School Drama and Schools Arts Festival.

The High School Drama Festival concluded with a selection of 16 plays from 16 schools at the fi nale. The Schools Arts Festival allowed the opportunity for 96 schools to showcase their talent of which 16 schools were then selected to perform at the Gala event at the end of August.

Present Setwork productions for Grade 12 learners that is representative of the offi cial languages of the Western Cape.

Present 3 setworks (isiXhosa and English and Afrikaans)

Amaza (isiXhosa) and Verskabaret (Afrikaans) and Othello (English) was presented as setworks.

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ACHIEVE-MENT

Women’s week programme

To ensure that the performing arts are accessible to the diversity of audiences in the Western Cape and surrounding non-urban areas.

Present an annual women’s festival during women’s month.

Present artistic programmes around a central theme during women’s month.

3 full productions during women’s week.

7 full productions Hatched, Tannie Dora Goes Bos, Rondomskrik, I Stand Corrected, Three’s Company Ballet, Freedom’s Child, Divalicious Dames was staged and ended with the Women in Song concert. The festival also included a Humanity Walk, exhibitions, book launches, panel discussions, workshops and free health screenings. Creative planning, strategic partnerships, sponsorships and effective budget management allowed for the Women’s Week Programme to be expanded to refl ect a more diverse and balanced programme.

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 readings

Presentation of an annual spring drama festival.

3 Full productions

The following full productions were staged as part of the Spring Drama Festival; The Garage Sale, The White Blanket, Undone, Chomi and the Return of the Ancestors, UHM. Artscape was able to negotiate with producers to include their productions as part of the Spring Drama Festival resulting in the additional productions.

Showcase new productions.

1 Showcase The White Blanket (Ingubo Emhlophe) and Ndithungile Selani or Ukwenda were showcased

Stage readings ofnew plays.

1 Stage reading Due to changes within the drama department no stage readings were done.

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ACHIEVE-MENT

To present orco-presentother artisticproductions withartistic merit.

To present or copresentartistic productions at Artscape or other performing arts venues.

To present productionsother than those identifi edabove within the budgetaryconstraints.

Annually present a Shakespeare production at the Maynardville OpenAir Theatre.

2 Shakespeare productions

Shakespeare Schools Festival was held during July 2014. Othello was staged at Maynardville 14 Jan - 21 Feb 2015

Present or Copresent at least 1 additional production annually, within the budgetary constraints.

1 major co-production

The Garage Sale, The White Blankket, Undone , Chomi, the Return of the Ancestors, UHM and Balbesit were staged as co-productions.

1 major multi-cultural production

Izityhilelo Zobuze, Heritage Festival, isiXhosa Classics and Afrovibeswas promoted as multi-cultural productions. Credo and Africa Day we also promoted as multi-cultural events. Artscape was privileged to be able to stage 6 multi-cultural productions as a result of partnerships developed with producers and playwrights focusing on multiculturalism as one of Artscape key pillars to achieve greater transformation.

To present dedicated performing arts programmes that showcase young talent.

To promote the development of young talent

Present dedicated performing arts programmes that showcase young talent.

Present 3 dedicated programmes that will showcase young talent

Present: The Classical Music Festival; Youth Jazz Festival and National Youth Classical Music Competition.

The 12th Youth Jazz Festival was presented on 13 June 2014

The 43rd Western Cape Youth Music Festival was presented in August and formed part of the celebrations of South Africa’s 20 years of democracy.

10 Young classical musicians between ages 17-29 years took part in the National Youth Classical Music Competition held in October.

To limit the number of complimentary guest tickets to Artscape productions.

To determine an acceptable level for complimentaryguest tickets.

To reduce the number of guest tickets.

Limited number of guest tickets.

Limit the number of complimentaryguest tickets to Artscape productions to25%

Over the year an average of 23% of complimentary tickets were issued.

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PROGRAMME 3: PUBLIC ENGAGEMENTGOAL: To actively engage the public in order to achieve Artscape’s objectives of promoting the appreciation,

understanding and enjoyment of the performing arts among the general public through marketing and advertising, performing arts education and rural outreach programmes.

Unit of measure: As per service delivery indicator and target


TARGET ACTUAL PERFORMANCE ACHIEVE-MENT

MARKETING AND ADVERTISING

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.

Coverage in print and electronic media to publish productions and events.

Produce printed quarterly brochures with information on productions and events at Artscape.

Produce quarterly brochure, montlhy electronic newsletters and listings in newspapers

4 brochures were printed this year. This resulted in over 150,000 brochures distributed. The target of 208 newspaper listings was exceeded in Independent Newspapers and Media 24 publications. 22 Electronic newsletters we also distributed for the year, with a total of 83,287 subscribers.

Utilise social networks and website for marketing and advertising purposes.

Promotion of productions via website and social media.

Social networks and website extensively used for marketing and advertising purposes. Regular communications via the Artscape website resulted in 222,361 visits to the Artscape website. Artscape’s Facebook profi le received 134,528 likes. Artscape has 5,585 followers on Twitter.

RURAL OUTREACH

To increase the interest in the performing arts in non-urban areas

To present an artistic programme in non-urban areas

Greater awareness and involvement in the performing arts in nonurban areas through outreach programmes.

Present a major outreach programme for non-urban areas annually in a different municipal region.

1 Majoroutreachprogramme

The Heidelberg Outreach Program, supported by the Hessequa Municipality, took place in October 2014. It included a very successful schools programme and Gala performance.

NEW WRITING PROGRAMME

To facilitate andpresent a writingprogramme to identify and mentor promising new writing talent.

To promote the development of new writers and the encourage-ment of creative new writing talent.

Present a playwriting workshop to attract and develop new writing talent.

Playwriting workshops

2 workshops

Commission and edit 3 scripts

The New Writing Programme is being revised under the supervision of the Creative Manager

Rondomskrik Voices of the Guitar Shlomo-Mintz

Spring & Fall

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TARGET ACTUAL PERFORMANCE ACHIEVE-MENT

RESOURCE CENTRE

To facilitate training programmes for emerging artists and arts practitioners through the Resource Centre

To present training programmes and information sessions to emerging artists and arts practitioners.

Dedicated training programmes and information sessions for emerging artists and arts practitioners.

Presentation of dedicated training programmes and information sessions for emerging artists and arts practitioners.

Annually present 4 sessions for emerging artists and practitioners.

613 people attended the 19 information sessions and workshops were conducted during the fi nancial year. The Resource Centre continues to attract various arts and related organisations wanting to engage with arts practitioners and this has led to an increase in the number of workshops and information sessions held, all of which are demand driven.

To provide access to available performing arts resources and expertise for arts practitioners.

To provide access to resources to members.

Records kept of resource centre members and users of the resource centre.

To maintain a record of the resource centre members and its usage.

To maintain monthly statistics of resource centre membership and usage.

Records are kept of resource centre membership and usage. They have 852 individuals on the mailing list and 2217 followers on Facebook.

TECHNICAL TRAINING PROGRAMME

To enhance skillstraining and skillstransfer.

To provide training in specialised theatre services and internships in the various aspects of theatre management.

A dedicatedtechnical trainingprogramme.

Enrol at least 6 trainees on a one – year technical training programme.

8 trainees 8 interns were enrolled as part of the EPWP Internship programme of the Western Cape Provincial Government

TRAINING

To maintain training and development plans that will ensure a highly skilled workforce in Artscape

To developtraining anddevelopmentplans that willensure a highlyskilled workforcein Artscape.

An approvedtraining anddevelopmentplan.

Identifi cationof trainingrequirements andan annual updateof the training anddevelopment plan.

Annually identify and execute training requirements

Training was provided to staff in terms of the needs identifi ed. This resulted in 144 staff attending training initiatives; including Firefi ghting Level 1, First Aid Level 1, Labour Legislation Training, Excellent Customer Service, Better Business Training

UnmuteBalbesit

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Summary of � nancial information2010/11R’000

2011/12R’000

2012/13R’000

2013 / 14R’000

2014/2015R’000

REVENUE

State contribution 54 297 42 332 44 985 47 821 50 755

State contribution – essential capital works 30 536 67 239 41 180 33 095 2 051

Provincial contribution – internship programme 1 115

Venue rentals 3 956 4 794 3 169 4 280 5 370

Marketing & sponsorships 4 461 4 489 4 407 4 725 1 704

Business ventures/Other income 2 693 5 983 8 132 10 588 9 935

Performing Arts Programme 2 492 2 812 4 139 2 749 3 459

Investment revenue 1 086 1 855 850 1 105 3 107

TOTAL 99 521 129 504 106 862 104 363 77 496

EXPENDITURE

Administrative expenses (excluding capitalised maintenance expenditure)

27 254 35 524 43 380 44 600 33 892

Amortisation and Depreciation 9 315

Compensation of employees 25 467 27 869 29 391 30 525 30 770

Performing arts programme 10 861 10 843 13 394 12 733 12 460

Other non – operating expenses 2 926 269 388 (239) 724

TOTAL 66 508 74 505 86 553 87 619 87 161

SURPLUS 33 013 54 999 20 309 16 744 (9 665)

Revenue and expenditure trends2010/11 2011/12 2012/13 2013/14 2014/15

REVENUE

Annual Subsidy 55% 33% 42% 46% 65%

Essential maintenance contribution 31% 52% 38% 32% 3%

Internship programme 2%

Other revenue 14% 15% 20% 22% 30%

TOTAL 100% 100% 100% 100% 100%

EXPENDITURE

Administrative expenses 37% 42% 42% 41% 39%

Amortisation and Depreciation 5% 6% 8% 10% 11%

Compensation of employees 38% 37% 34% 35% 35%

Performing arts programme 16% 14.5% 15.5% 14% 14%

Other non – operating expenses 4% 0.5% 0.5% 0% 1%

TOTAL 100% 100% 100% 100% 100%

Artscape’s main source of funding is the transfers received from the Department of Arts and Culture. In 2014/2015 the operational grant from DAC accounts for 65% of revenue; the transfers for capital works accounts for 3% of the revenue. In 2014/15 transfers from the Provincial Department of Cultural Affairs and Sport for the EPWP amounted to 2% of total revenue.

Additional revenue is generated through rental income, box offi ce takings and sponsorship from local donors and business enterprises – in 2014/15 additional revenue generated by the institution accounts for 30% of the total revenue.

Except for the additional spending on essential maintenance (included in admin and general), no major changes to current spending areas are expected.

The defi cit recorded is as a result of the non-cash expenditure items depreciation and provision for post-retirement medical aid, in terms of the accounting standards, and refl ect an accounting defi cit and not necessarily a cash defi cit.

The graphic displays of income and expenditure trends and the clustered fi nancial performance for the period 2010/2011 to 2014/2015 are refl ected in the graphs listed on page 27:

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Vuyani

ARTSCAPE ANNUAL REPORT 2014-15 | 27

Income 2011–2015

2011 2012 2013 2014 2015

DAC subsidy Capital works Self generated inhome Capital works

80 000 000

60 000 000

40 000 000

20 000 000

0

Expenses 2011–2015

2011 2012 2013 2014 2015

Admin & General Depreciation & Amortisation Staff costs Production costs

80 000 000

60 000 000

40 000 000

20 000 000

0

80 000 000

60 000 000

40 000 000

20 000 000

0DAC

subsidyCapital works

Internship programme

Self generated

income

Interest revenue

Admin & general

Depreciation &

Amortisation

Staff costs

Production costs

2011 2012 2013 2014 2015

Clustered fi nancial performance 2011–2015

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28 | ARTSCAPE ANNUAL REPORT 2014/15

PRODUCTIONS AND EVENTSFROM 1ST APRIL 2014 TO 31ST MARCH 2015

Genre Number of productions

Number of performances

OPERA 5 19

BALLET/DANCE 36 128

MUSICALS/MUSICAL THEATRE 4 39

CONCERTS 27 53

VARIETY SHOWS 7 9

DRAMA/COMEDY 43 302

CHILDREN’S THEATRE 10 88

CORPORATE EVENTS 23 N/A

FILMS 1 1

FILM AND PHOTO SHOOTS 100 N/A

EXHIBITIONS 33 N/A

AUDIENCE DEVELOPMENT & EDUCATION PROJECTS 78 N/A

HOSPITALITY EVENTS 100 N/A

OTHER EVENTS (INCLUDING MEETINGS) 317 N/A

REHEARSAL ROOM HIRE 22 N/A

TOTAL 806 639

Ballet/Dance ProductionsProduction Name Venue Date of 1st

performancePeriod in venue


Presenter

Swan Lake Opera House

05/04/14 01/04/14 – 20/04/14

9 Cape Town City Ballet

Jhoomkaar (Let’s Dance)

Theatre 03/05/14 03/05/14 1 Vadhini Dance Co & ARTSCAPE ADE

Dreams into Reality

Theatre 10/05/14 09/05/14 – 11/05/14

2 ARTSCAPE ADE & Out of Africa

Dancers for Dancers

Opera House

25/05/14 22/05/14 – 25/05/14

1 Theatre Dance Association

Traviata Theatre 05/06/14 04/06/14 – 05/06/14

1 Artemis Danza

Kaleidoscope Theatre 07/06/14 02/06/14 – 07/06/14

1 ARTSCAPE ADE and Dance for All

InSPIRAtions Theatre 08/06/14 08/06/14 1 ARTSCAPE ADE and Dance for All

Ballet Beautiful Theatre 04/07/14 30/06/14 – 12/07/14


Geneva Ballet – Lux and Glory

Theatre 08/07/14 07/07/14 – 10/07/14

3 Zelda Productions and Cape Town City Ballet

Bhabha Theatre 17/07/14 14/07/14 – 19/07/14

4 Jazzart Dance Theatre

Rust Coloured Skirt

Theatre 20/07/14 20/07/14 1 Jazzart Dance Theatre

Born Frees Theatre 25/07/14 21/07/14 – 25/07/14

1 ARTSCAPE ADE and World Dance Theatre

Cape Town’s Most Wanted

Theatre 26/07/14 21/07/14 – 27/07/14

2 ARTSCAPE ADE and The Dance Project

Dance Me A Song Theatre 01/08/14 01/08/14 – 02/08/14

3 ARTSCAPE ADE and Waterfront College

Hatched Arena 06/08/14 04/08/14 – 08/08/14

2 ARTSCAPE ADE

Three’s Company Opera House

09/08/14 05/08/14 – 09/08/14


Four Seasons Theatre 15/08/14 15/08/14 – 16/08/14

3 ARTSCAPE ADE

Cecil Jacobs, Life Celebration

Theatre 17/08/14 17/08/14 1 ARTSCAPE ADE

Darling Theatre 02/09/14 01/09/14 – 02/09/14

1 Zelda Productions

Unmute Theatre 24/09/14 15/09/14 – 24/09/14

1 ARTSCAPE

Spring and Fall Opera House

26/09/14 15/09/14 – 30/09/14


Biko’s Quest Theatre 29/09/14 26/09/14 – 30/09/14

2 ARTSCAPE and Jazzart Dance Theatre

Dancers Love Dogs

Opera House

04/10/14 01/10/14 – 04/10/14

1 Brigitte Reeve Taylor

Thumbelina Theatre 24/10/14 20/10/14 – 02/11/14


Gala Occasion Opera House

15/11/14 03/11/14 – 22/11/14


Blue Theatre 27/11/14 24/11/14 – 06/12/14

6 Cape Dance Company

Bittersweet Reloaded

Theatre 28/11/14 27/11/14 – 03/12/14

4 Cape Academy of Performing Arts

I am not the other Theatre 03/12/14 03/12/14 1 ARTSCAPE ADE and the Unmute Dance Co

Cinderella Theatre 19/12/14 08/12/14 – 10/01/15


Moffie Theatre 27/01/15 26/01/15 – 31/01/15

6 Matchbox Theatre Collective

Rhythm India Theatre 06/02/15 03/02/15 – 07/02/15

2 Taare

Unmute and Friends

Theatre 18/02/15 16/02/15 – 21/02/15

5 ARTSCAPE ADE and the Unmute Dance Co

Exhibit Theatre 13/03/15 09/03/15 – 14/03/15

4 Kit Davies School of Ballet

She’s Called Venus

Arena 13/03/15 12/03/15 – 14/03/15

2 ARTSCAPE ADE and Alliance Française

Showcase of Dance

Theatre 18/03/15 15/03/15 – 22/03/15

8 Western Province Dance Teachers’ Assoc

Carmen Opera House

25/03/15 16/03/15 – 31/03/15


Operatic ProductionsProduction name Venue Date of 1st



Presenter

Macbeth Theatre 23/04/14 14/04/14 – 26/04/14

3 Third World Bun Fight & ARTSCAPE

The Marriage of Figaro

Opera House

18/10/14 06/10/14 – 27/10/14

5 Cape Town Opera

Postcard from Morocco

Theatre 19/11/14 03/11/14 – 23/11/14

5 Cape Town Opera

African Angels Opera House

19/02/15 15/02/15 – 21/02/15

3 Cape Town Opera

Comfort Ye Theatre 06/03/15 02/03/15 – 08/03/15

3 Umculo Festival

Youth Programme Launch

Amaza

ARTSCAPE ANNUAL REPORT 2014/15 | 29

Production Name Venue Date of 1st performance

Period in venue


Presenter

The Book of Rebellations

Arena 11/02/15 05/02/15 – 21/02/15

11 ARTSCAPE and the Soweto Theatre

Trevor Noah’s Lost in Translation

Opera House

24/02/15 23/02/15 – 08/03/15

9 The Alleged Agency

Full Stops on Your Face

Theatre 24/02/15 22/02/15 – 26/02/15

4 Grahamstown Foundation

Undermined Theatre 24/02/15 22/02/15 – 26/02/15


Salt Theatre 25/02/15 23/02/15 – 27/02/15


Another Day Theatre 25/02/15 23/02/15 – 27/02/15


Book Wings Arena 11/03/15 06/03/15 – 11/03/15

1 ARTSCAPE Creative Department

Die Glas Ennie Draad

Arena 19/03/15 16/03/15 – 29/03/15


Musicals / Musical TheatreProduction Name Venue Date of 1st



Presenter

Show Boat Opera House

16/05/14 04/05/14 – 19/05/14

4 Cape Town Opera

Afrikaaps Theatre 29/05/14 26/05/14 – 31/05/14

5 ARTSCAPE ADE

Oklahoma Opera House

19/07/14 07/07/14 – 03/08/14

17 Cape Town Gilbert and Sullivan Society

Rockville 2069 Opera House

29/08/14 25/08/14 – 07/09/14

13 TLC Productions

Drama / Comedy Productions continuedDrama / Comedy ProductionsProduction Name Venue Date of 1st



Presenter

Tannie Dora Goes Bos

Arena 08/04/14 07/04/14 – 12/04/14

6 Vulture Productions

Nothing But The Truth

Theatre 09/04/14 07/04/14 – 12/04/14

6 Siyasanga Cape Town Drama Company

Nothing But The Truth

Arena 16/04/14 14/04/14 – 02/05/14

16 Siyasanga Cape Town Drama Company

Nyasha Opera House

23/04/14 21/04/14 – 24/04/14

2 ARTSCAPE ADE

Amaza Theatre 05/05/14 28/04/14 – 14/05/14

12 ARTSCAPE Schools Liaison Unit

VersKabaret Arena 08/05/14 03/05/14 – 17/05/14


My Word Arena 15/05/14 14/05/14 – 17/05/14

3 ARTSCAPE ADE

National Acting Competition

Theatre 17/05/14 15/05/14 – 17/05/14

1 ARTSCAPE ADE, WCED & Belleville High School

High School Drama Mini Festival

Arena 19/05/14 19/05/14 – 21/05/14


Pizza’s Here play reading

Arena 28/05/14 28/05/14 1 Vulture Productions

Balbesit Theatre 19/06/14 17/06/14 – 29/06/14

8 ARTSCAPE and Saartjie Botha

Help I am Free Arena 10/07/14 07/07/14 – 13/07/14

5 ARTSCAPE and Varde Theatre

Slowly Arena 18/07/14 14/07/14 – 02/08/14


Born Free Opera Bar

06/08/14 06/08/14 1 ARTSCAPE and MvG Productions

Tannie Dora Goes Bos

Arena 06/08/14 04/08/14 – 09/08/14

2 ARTSCAPE ADE

Rondomskrik Theatre 07/08/14 07/08/14 – 08/08/14

2 ARTSCAPE ADE

I Stand Corrected Arena 07/08/14 04/08/14 – 09/08/14

3 ARTSCAPE ADE

Butlers and Brylcreem

Arena 19/08/14 18/08/14 – 23/08/14

5 Slick ‘n Sleeve Theatre Collective

One Arm Arena 28/08/14 24/08/14 – 14/09/14

16 AM Productions

ATKV Tierner-toneelfees Toekeningsaand

Theatre 30/08/14 30/08/14 1 ARTSCAPE ADE and ATKV

Nando’s Presents: Mass Hysteria

Opera House

10/09/14 08/09/14 – 13/09/14

4 Whacked Management

Born Free Opera Bar

15/09/14 15/09/14 – 11/10/14

17 ARTSCAPE and MvG Productions

Toe Ravensmead Nog Tiervlei Was

Arena 18/09/14 15/09/14 – 21/09/14


They Died Singing Theatre 24/09/14 15/09/14 – 27/09/14


Izithyilelo Zobuze (Nakedness in Revelation)

Arena 24/09/14 22/09/14 – 27/09/14


Rainbow Scars Theatre 29/09/14 26/09/14 – 30/09/14

2 ARTSCAPE and MvG Productions

The Garage Sale Arena 04/10/14 29/09/14 – 11/10/14


Ingubo Emhlophe (White Blanket)

Arena 17/10/14 13/10/14 – 18/10/14


Undone Arena 22/10/14 20/10/14 – 01/11/14


Chomi Arena 23/10/14 20/10/14 – 31/10/14


Return of the Ancestors

Arena 07/11/14 03/11/14 – 15/11/14


Ndithungile Selani Arena 28/11/14 17/11/14 – 29/11/14


UMH Arena 03/12/14 01/12/14 – 13/12/14

12 ARTSCAPE and UCT Drama School

War Horse Opera House

05/12/14 29/11/14 – 05/01/15

39 Pieter Toerien Productions

Celebrating Adam Small Adam Small – The Man

Arena 15/01/15 12/01/15 – 31/01/15

14 Applauz Arts Initiative

Return of the Ancestors

School Arts Festival


ConcertsProduction Name Venue Date of 1st



Presenter

Family Symphonic Fun

Theatre 13/04/14 13/04/14 2 Cape Town Philharmonic Youth Orchestra

Credo Opera House

27/04/14 25/07/14 – 27/04/14

1 ARTSCAPE and Noralog

Bryn Terfel in Concert

Opera House

02/05/14 29/04/14 – 04/05/14

2 Cape Town Opera

Ways of Being Free Arena 23/05/14 22/05/14 – 24/05/14

2 ARTSCAPE ADE

Africa Day Celebrations

Theatre 24/05/14 23/05/14 – 24/05/14

1 ARTSCAPE ADE

Strictly Original Arena 05/06/14 02/06/14 – 07/06/14

4 ARTSCAPE ADE and the Cape Music Institute

Youth Jazz Festival Theatre 13/06/14 09/06/14 – 13/06/14

1 ARTSCAPE ADE

Sekunjalo Edujazz Showcase

Theatre 14/06/14 14/06/14 1 ARTSCAPE ADE

Discover Islam Nasheed

Theatre 15/06/14 15/06/14 1 ARTSCAPE ADE and Discover Islam Centre

Brass Band Pops Theatre 16/06/14 16/06/14 1 ARTSCAPE ADE and Midea Events

Rep Jou Plek Arena 05/07/14 05/07/14 1 ARTSCAPE ADE and Die Son/Media 24

Three of the Best Theatre 03/08/14 03/08/14 1 C T Philharmonic Youth Orchestra

Freedom’s Child Arena 09/08/14 09/08/14 1 ARTSCAPE ADE

Women in Song Theatre 09/08/14 09/08/14 1 ARTSCAPE ADE

WeCCMA Indigenous Choral Concert

Opera House

10/08/14 10/08/14 1 Western Cape Choral Music Association

Beatles Mystery Tour

Opera House

15/08/14 13/08/14 – 17/08/14

4 Cape Town Philharmonic Orchestra

Shlomo Mintz Gala Concert

Opera House

21/08/14 21/08/14 1 Cape Town Philharmonic Orchestra

Kaapse Musiek in Colour

Opera House

22/08/14 22/08/14 – 23/08/14

2 ARTSCAPE ADE

Youth Music Celebratory Concert

Theatre 23/08/14 22/08/14 – 23/08/14

1 ARTSCAPE ADE

A Night with Vusi Mahlasela

Opera House

24/08/14 24/08/14 1 ARTSCAPE ADE and Equal Education

National Youth Music Competition Finale

Theatre 18/10/14 17/10/14 – 18/10/14

1 ARTSCAPE

Celebrating Adam Small Adam Small – BeJazzed

Arena 15/01/15 12/01/15 – 31/01/15

14 Applauz Arts Initiative

Duet Concert Opera House

22/02/15 17/02/15 – 23/02/15

1 Cape Town Opera

Voices of the Guitar Arena 28/02/15 28/02/15 1 Dimmitrios Giannakis

Great Hymns of Our Faith

Opera House

12/03/15 11/03/15 – 12/03/15

1 Bruce Retief

More Than Just Jazz

Opera House

22/03/15 20/03/15 – 22/03/15

1 ARTSCAPE ADE and ESP Afrika

Kugqityiwe – Intando (Its Done – The Will)

Theatre 25/03/15 23/03/15 – 28/03/15


Films

Name Venue Period in venue

Number of screenings

Presenter

Children of the Light Theatre 07/09/14 1 Desmond Tutu HIV Foundation

Family Symphonic Fun

The White Blanket

Variety ShowsProduction Name Venue Date of 1st



Presenter

Freedom Day Celebrations Pre Show Live Installations

Piazza and Foyers

27/04/14 25/04/14 – 27/04/14

1 ARTSCAPE

The Star Spankled Burlesque Show

Arena 04/07/14 02/07/14 – 04/07/14

1 High Tease Burlesque Productions

Divalicious Dames Arena 15/08/14 15/08/14 – 16/08/14

2 ARTSCAPE ADE

ComArt Showcase Theatre 24/08/14 24/08/14 1 ARTSCAPE ADE and ComArt

Ezethu Nesanamhla iSingqi

Theatre 19/10/14 19/10/14 1 ARTSCAPE ADE and Community Ploughback Movement

Infecting the City Tunnel and Piazza

10/03/15 07/03/15 – 11/03/15

2 ARTSCAPE Creative Dept & Infecting the City

Die Woorde / Amazwi

Theatre 28/03/15 26/03/15 – 28/03/15



Exhibitions and DisplaysType of exhibition Venue Dates PresenterPoster display for Cape Town City Ballet

Marble Foyer Extension

04/04/14 – 06/04/14

Cape Town City Ballet

Production display for Swan Lake Grand Staircase 04/04/14 – 22/04/14


Art Exhibition Marble Foyer Extension

07/04/14 – 20/04/14

Casper de Vries Produksies

Photographic Exhibition – 20 Years of Democracy


21/04/14 – 30/05/14

ARTSCAPE and Eric Miller

Display of National Symbols Grand Staircase 22/05/14 – 25/05/14

Department of Cultural Affairs and Sport

Display of African Nations flags Theatre Foyer 22/05/14 – 25/05/14

Department of Cultural Affairs and Sport

Production display for the Youth Jazz Festival

Theatre Foyer 13/06/14 – 16/06/14

ARTSCAPE ADE

Production display for the Sekunjalo Edujazz Showcase

Theatre Foyer 13/06/14 – 16/06/14

ARTSCAPE ADE

Photographic Exhibition – 20 Years of Democracy


23/06/14 – 29/07/14

ARTSCAPE and Eric Miller

Production display for Ballet Beautiful

Theatre Foyer 04/07/14 – 12/07/14


Photographic Exhibition Marble Foyer Extension

04/08/14 – 25/08/14

ARTSCAPE and the Desmond Tutu HIV Foundation

Art Exhibition Marble Foyer 04/08/14 – 25/08/14

ARTSCAPE and Dawn de Grass

Production display for Three’s Company

Grand Staircase 07/08/14 – 09/08/14


Famous Photographers of the Future

Theatre Foyer 18/08/14 – 29/08/14

ARTSCAPE Schools Liaison Unit

Art Exhibition Theatre Foyer Well 24/08/14 ComArt

Information display Chandelier Foyer 24/08/14 Equal Education

Art Exhibition Arena Bar and Foyer

25/08/14 – 14/09/14

Chris Koch

Production display for Rockville 2069

Chandelier Foyer 29/08/14 – 07/09/14

TLC Productions

Photographic Exhibition Theatre Foyer 05/09/14 – 22/09/14

Desmond Tutu HIV Foundation

Production display for Izithyilelo Zobuze

Arena Foyer 22/09/14 – 27/09/14

ARTSCAPE

Photographic Exhibition Marble Foyer Extension

25/09/14 – 05/10/14

Cape Town City Ballet and Heinz Mödler

Production display for Thumbelina Theatre Foyer 24/10/14 – 02/11/14


Cape Town City Ballet 80th Anniversary Exhibition


14/11/14 – 23/11/14


Production display for Gala Celebration

Grand Staircase 14/11/14 – 24/11/14


Art Exhibition Theatre Foyers 24/11/14 – 12/01/15

Charl Frank

20 Years of Democracy Exhibition Marble Foyer Extension

27/11/14 – 11/02/15

Australian High Commission – Pretoria

Art Exhibition – Mandela Blu Era Box Office Foyer 05/12/14 – 12/01/15

Willa Boezak

Production display for The Frog Prince

Theatre Foyer 04/12/14 – 20/12/14

Stagecraft

Production display for Cinderella Theatre Foyer 19/12/14 – 11/01/15


Display of ARTSCAPE ADE Projects Marble Foyer Extension

12/02/15 – 09/03/15

ARTSCAPE ADE

Multi Media Exhibition – Potjiekos Marble Foyer Extension

13/03/15 – 23/03/15

Distell

Art Exhibition Marble Foyer Extension

23/03/15 – 01/04/15

Harold Kimmel

Production display for Carmen Grand Staircase 25/03/15 – 05/04/15


The Garage Sale

Film and Photo ShootsCompany Venue Dates Total period

in venueFilm or photo shoot

Fashion shoot for IG Productions Piazza 10/04/14 1 day Photo

Foyer tapestry photos – Eleanor Esmonde

Chandelier Foyer 11/04/14 1 day Photo

Publicity photos for Macbeth Theatre Stage 22/04/14 ½ day Photo

Publicity photos for Bryn Terfel in Concert Grand Staircase 30/04/14 ½ day Photo

Television interview for Liz Meiring Chandelier Foyer 01/05/14 ½ day Television

Hollywood in my Huis feature film shoot Piazza 05/05/14 1 day Film

KykNET Bravo shoot for Showboat opening night

Opera House & Foyers

16/05/14 ½ day Television

B – Boy shoot for CVC Media Piazza 22/05/14 ½ day Television

Gavin Schneider Productions fashion shoot for Mackays

Piazza 27/05/14 1 day Photo

Cape Town Fashion College fashion shoot

Piazza 31/05/14 ½ day Photo

Publicity photos for Rockville 2069 Opera Bar 07/06/14 ½ day Photo

RKS fashion shoot Piazza 11/06/14 ½ day Photo

Top Billing shoot for the Youth Jazz Festival

Theatre & Theatre Foyers


JOTV shoot for the Sekunjalo Edujazz Showcase

Theatre 14/06/14 ½ day Television

Publicity photos for Rockville 2069 RR551 21/06/14 ½ day Photo

Homeland film shoot Various venues 22/06/14 – 24/06/14

3 days Television

KykNET television recording of Balbesit Theatre 22/06/14 – 29/06/14

8 days Television

Publicity photos for Return of the Ancestors

Arena 24/06/14 ½ day Photo

Publicity photos for Rockville 2069 RR553 26/06/14 ½ day Photo

Can Can Films pre film shoot photos for Clariol



3 days Television

Film Africa television commercial for Clairol

Piazza 02/07/14 1 day Television

Tygerberg Photographic Society Piazza & Foyers 05/07/14 ½ day Photo

48 Hours Television shoot for Ballet Beautiful



Company Venue Dates Total period in venue

Film or photo shoot


3 days Television

SABC Eastern Mosaic shoot for Ballet Beautiful

Theatre & Foyers 12/07/14 ½ day Television

The Gunman feature film Tunnel Parking & Foyers

21/07/14 1 day Feature Film

Publicity photos for Kaapse Musiek in Colour


Andile Vellum documentary for Unmute Theatre 06/08/14 1 day Television

Student photo shoot – Bronwyn Mantel Piazza 06/08/14 ½ day Photo

Publicity photos for Divalicious Dames Arena 16/08/14 ½ day Photo

SABC television shoot for Cecil Jacobs, Life Celebration

Theatre & foyers 17/08/14 ½ day Television


3 days Television

KykNET television shoot for Kaapse Musiek in Colour

Opera House 22/08/14 ½ day Television

Just Shoot Me television shoot for Kaapse Musiek in Colour


Student fashion shoot – Kasey-Leigh Davies


Top Billing television shoot for Rockville 2069 (rehearsals)


Top Billing television shoot for Rockville 2069 (first audience)

Opera House & foyers


Publicity photos for the Office of the Premier

Piazza & main steps

04/09/14 ½ day Photo

Ikhaya Films television commercial for Cell C



3 days Television

Giant Films television commercial for Drive Dry

Chandelier Foyer Balcony Bar


Publicity photos for the ARTSCAPE National Youth Music Competition

ARTSCAPE Live 19/09/14 ½ day Photo

SABC 2 shoot for Spring and Fall Opera House 22/09/14 ½ day Television

Student portfolio shoot – Sarah Nagel Chandelier Foyer & Piazza



3 days Television

Migrate Films shoot for Land Rover Piazza 28/09/14 ½ day Television

Cast recording for Unmute Theatre 02/10/14 ½ day Television

Golden Years documentary interview with Fatima Dike

Theatre Foyer 06/10/14 ½ day Television

Student portfolio shoot – Amy Shultz Piazza 08/10/14 ½ day Photo

Competitor’s photos – National Youth Music Competition

Marble Foyer 14/10/14 ½ day Photo

Kwela shoot for National Youth Music Competition


Homeland Various venues 19/10/14 – 21/10/14

3 days Television

Egg Films commercial for Audi Piazza 22/10/14 ½ day Television

Company Venue Dates Total period in venue

Film or photo shoot

Homeland Various venues 28/10/14 1 day Television

Trilogy Creative Studios 48 Hours Project Piazza 01/11/14 ½ day Film

MNet Carte Blanche interview with CTPO’s Louis Heyneman

Chandelier Foyer 10/11/14 ½ day Television

City Varsity documentary for Spartacus Various venues 10/11/14 ½ day Television

MNet Carte Blanche interview with CTPO’s Brandon Phillips

Chandelier Foyer 11/11/14 ½ day Television

Cape Town Opera photo shoot for Ukusela eKapa

Theatre 13/11/14 ½ day Photo

Abseiling Artists photo shoot for Independent Newspapers


Community Ploughback Movement photo shoot

Foyers 20/11/14 ½ day Photo

First Productions fashion shoot Piazza 21/11/14 ½ day Photo

Freelink fashion shoot Piazza 27/11/14 ½ day Photo

Cape Direct commercial for Lego Land Piazza 28/11/14 1 day Television

Homebrew Films shoot for kykNET Bravo Theatre 02/12/14 ½ day Television

Publicity photos for Othello Arena 05/12/14 ½ day Photo

Steel Production shoot for Polar Piazza 08/12/14 ½ day Photo

Navigator Films commercial for Scholl Theatre Marble Foyer


Alex Sefoor photo shoot RR551 10/12/14 ½ day Photo

Migrate Films commercial for Pru Health Piazza 11/12/14 ½ day Television

Cape Town Productions shoot for VW Piazza 12/12/14 1 day Photo

Publicity shoot for Cinderella Piazza & Grand Staircase


Orange Films Shoot commercial for Propel

Piazza 14/12/14 ½ day Television

North South Productions shoot for Armstrong

Piazza 16/12/14 17/12/14

2 days Photo

Richard Keppel Smith fashion shoot Piazza 19/12/14 1 day Photo

The Big Picture Company commercial for Fonecta


Wallander – series 4 Former ADE office & Theatre Foyer

13/01/15 1 day Television

Publicity photos for Cape Town Opera Studio

Arts Café 20/01/15 ½ day Photo

Fashion shoot for Marie Claire Magazine Piazza 22/01/15 ½ day Photo

Fashion shoot for Image Makers Catalogue

Piazza & Marble Foyer

29/01/15 – 30/01/15

2 days Photo

North South Productions photo shoot for Hullhuber


Fashion shoot for Wanted Magazine SA

Piazza & Marble Foyer


Nowhere Else Productions photo shoot for Peugeot


Nowhere Else Productions photo shoot for Peugeot


Fashion shoot for Angel Lifestyle Piazza & Marble Foyer

16/02/15 1 day Photo

Pieter Toerien Productions shoot for Singing in the Rain

RR308 20/02/15 – 22/02/15

3 days Film

Farm Films TV commercial for Sprite Piazza 23/02/15 1 day Television

Homebrew Films – presenters’ links for kykNET Fiestas

Opera House backstage


AFDA promo film for Western Cape Schools Festival of Arts

Various Venues 26/02/15 ½ day Television

First Productions fashion shoot for Klingel Piazza 01/03/15 1 day Photo

Plexus Films publicity shoot for Infecting the City

Theatre Bar 05/03/15 ½ day Television

ENCA shoot for Infecting the City Piazza 10/03/15 ½ day Television

Ground Glass Productions shoot for Bar One


Baker Tilly Greenwoods Staff Photo Piazza 13/03/15 ½ day Photo

Kasey-Leigh Davies student portfolio photo shoot


Publicity shoot for Die Glas Ennie Draad Arena 23/03/15 ½ day Television

Publicity interview for The Greatest Love of All

Opera Bar 27/03/15 ½ day Television

Migrate Films shoot for Outdoor LV Piazza 28/03/15 ½ day Film

Chris April documentary Piazza 31/03/15 ½ day Television

Film and Photo Shoots continued

Film and Photo Shoots continuedCape Dance Company


Children’s Theatre ProductionsProduction Name Venue Date of 1st



Presenter

Tales of Little Grey Rabbit

Theatre Foyer Well

29/03/14 22/03/14 – 05/04/14

8 Stagecraft

Into Isintu Theatre 22/05/14 19/05/14 – 22/05/14

2 ARTSCAPE ADE and College of Cape Town

Noddy Theatre Foyer Well

28/06/14 21/06/14 – 12/07/14

14 Stagecraft

Shakespeare Schools Festival SA

Theatre 28/07/14 28/07/14 – 31/07/14

5 ARTSCAPE SLU and Educape

Vlooi en die Sirkus Theatre 11/08/14 10/08/14 – 29/08/14

28 ARTSCAPE ADE and Krazy Katz

Schools Arts Festival

Theatre 11/08/14 11/08/14 – 26/08/14

10 ARTSCAPE ADE and Schools Liaison Unit

High Schools Drama Festival

Arena 11/08/14 11/08/14 – 16/08/14

5 ARTSCAPE ADE and Schools Liaison Unit

Schools Arts Festival Gala

Theatre 29/08/14 29/08/14 1 ARTSCAPE ADE and Schools Liaison Unit

The Frog Prince Theatre Foyer Well

04/12/14 01/12/14 – 20/12/14

12 Stagecraft

The Tale of Peter Rabbit

Theatre Foyer Well

28/03/15 21/03/15 – 31/03/15

3 Stagecraft

Audience Development and Education Department ProjectsEvent details Venue Dates PresenterOfficial opening of the 20 Years of Democracy Exhibition


24/04/14 ARTSCAPE Audience Development and Education

Common Purpose Workshop Resource Centre & Theatre Well

24/04/14 – 25/04/14

ARTSCAPE Resource Centre

High Schools Drama Festival Teachers’ Workshop

Opera Bar 25/04/14 ARTSCAPE Schools Liaison Unit

Music Business Workshop Resource Centre 26/04/14 ARTSCAPE Resource Centre

Workshop for the Shakespeare Schools Festival SA

Theatre and Theatre Foyer

05/05/14 – 06/05/14

ARTSCAPE Audience Develop-ment and Education and EduCape

WCED Heads of Curriculum & Subject Advisors Forum

Arts Café 08/05/14 ARTSCAPE Schools Liaison Unit

Media launch for Temple of Dance Opera Bar 14/05/14 ARTSCAPE Audience Development & Education & Merle O’ Brien

Workshop for the National Acting Competition

Theatre Foyer Well

16/05/14 ARTSCAPE ADE, WCED & Bellville High School

Poetry and Writing Workshop Resource Centre 19/05/14 ARTSCAPE Resource Centre

African Arts Institute Workshops Resource Centre & Theatre Foyer

21/05/14 – 22/05/14


Food stalls and pre show entertainment for Africa Day

Foyers 24/05/14 ARTSCAPE Audience Development and Education

Music Literacy Workshops RR306 27/05/14 – 28/05/14

ARTSCAPE Technical Training Academy

Stand Up Comedy Workshops Resource Centre Weds, Sats 11/06/14 – 19/07/14


Food stalls for Discover Islam Nasheed

Theatre Foyer 15/06/14 ARTSCAPE Audience Development and Education and Discover Islam Centre

African Arts Institute Workshops Resource Centre 24/06/14 ARTSCAPE Resource Centre

ATKV Workshop Chandelier Foyer 28/06/14 ARTSCAPE Schools Liaison Unit

Photo shoot for Women Achievement Network for Disability

All foyers 29/06/14 ARTSCAPE Audience Development and Education

Women’s and Humanities Festival Launch



Arterial Network SA Workshop Resource Centre 17/07/14 – 18/07/14


Arterial Network SA Workshop Resource Centre 24/07/14 ARTSCAPE Resource Centre

WCED Young Communicators Competition

iSibaya 26/07/14 Western Cape Education Department and ARTSCAPE SLU

Official opening of the Dawn de Grass and Tutu exhibitions



WHEAT Trust Awards Opera Bar 07/08/14 ARTSCAPE Audience Development and Education and WHEAT Trust

Official opening of the Women’s and Humanities Festival

Chandelier Foyer 07/08/14 ARTSCAPE Audience Development and Education

Launch of the WAND website Chandelier Foyer 07/08/14 ARTSCAPE Audience Development and Education

Book Launch: Karoo Kitchen Chandelier Foyer 07/08/14 ARTSCAPE Audience Development and Education

GirlsNet / Business Networking Opera Bar 08/08/14 ARTSCAPE Audience Development and Education

Women Zone – call to humanitarian walk



Book Launch: Philippa Kabali-Kagwa



CANSA Breast Examinations iSibaya 08/08/14 – 09/08/14

ARTSCAPE Audience Development and Education

Health Screening VIP Room 08/08/14 – 09/08/14


Sports and Recreation Programme Chandelier Foyer 09/08/14 ARTSCAPE Audience Development and Education

Workshop: Women in Construction Planning Boardroom


Law Workshops ADE Boardroom 09/08/14 ARTSCAPE Audience Development and Education

Entertainment to welcome walkers back to ARTSCAPE

Piazza 09/08/14 ARTSCAPE Audience Development and Education

Perinatal Mental Health Project Chandelier Foyer 09/08/14 ARTSCAPE Audience Development and Education

Book Launch: Book of Forgiving Chandelier Foyer 09/08/14 ARTSCAPE Audience Development and Education

Book Launch: Age is Beautiful Arena 09/08/14 ARTSCAPE Audience Development and Education

Hot meal service for all Festival goers

Tunnel Parking Area


Hatched

Rockville 2069


Bhabha

La Sylphide

Event details Venue Dates PresenterHigh Schools Drama Festival Awards Lunch

Theatre Foyer Well

16/08/14 ARTSCAPE Schools Liaison Unit

Arterial Network SA Workshop Resource Centre 27/08/14 ARTSCAPE Resource Centre

Choral Workshop RR308 30/08/14 – 31/08/14


African Arts Institute Public Debate Opera Bar 01/09/14 ARTSCAPE Resource Centre

Arterial Network Workshop Resource Centre 10/09/14 – 11/09/14


Amy Biehl Foundation Facilitator’s Workshop

Planning Boardroom

19/09/14 ARTSCAPE Resource Centre

Marketing in the Arts Workshop Resource Centre 19/09/14 – 20/09/14


People First Foundation Workshop iSibaya 07/10/14 – 08/10/14


Street Talk Film Screening iSibaya 09/10/14 ARTSCAPE Audience Development and Education

Choral Strategy Workshop iSibaya 25/10/14 – 26/10/14


Zakheni Wellbeing Workshop Resource Centre 11/11/14 – 13/11/14


Annual Departmental Strategic Planning Session

ADE Boardroom 17/11/14 – 18/11/14


Choral Workshop Various venues 22/11/14 ARTSCAPE Resource Centre

Business and Arts South Africa Workshop

Resource Centre 25/11/14 – 26/11/14


Official opening of the Charl Frank Art Exhibition

Theatre Foyer Well


People Opposing Women Abuse Writers Workshop



Arts Ability Workshop Resource Centre 01/12/14 – 03/01/14


WHEAT Trust – Zulpha Abrahams book launch

Opera Bar 02/12/14 ARTSCAPE Audience Development and Education and WHEAT Trust

Activities for International Disability Day

Foyers and iSibaya


Official opening of the Mandela Blu Era Exhibition

Chandelier Foyer 05/12/14 ARTSCAPE Audience Development and Education and Willa Boezak

Maynardville Public Forum Meeting

Resource Centre 08/12/14 ARTSCAPE Resource Centre and the African Arts Institute

Auditions for Racial Expression Resource Centre 17/01/15 ARTSCAPE Resource Centre

Cape Town Gospel Awards Board Meeting

Resource Centre 17/01/15 ARTSCAPE Resource Centre

African Arts Institute Workshop Opera Bar 26/01/15 ARTSCAPE Resource Centre

Zakheni Fire Maker Introductory Workshop



2015 Programme Launch Chandelier Foyer 18/02/15 ARTSCAPE Audience Development and Education

Zahheni Workshop Resource Centre and Opera Bar

20/02/15 – 22/02/15


Women’s Zone opening Resource Centre 21/02/15 ARTSCAPE Resource Centre

The World’s Children’s Prize SA Theatre 01/03/15 ARTSCAPE Audience Development and Education

Lingua Franca Rehearsal Resource Centre 03/03/15 ARTSCAPE Resource Centre and Lingua Franca

Hollywood Acting Master Class Resource Centre 04/03/15 to 28/03/14

ARTSCAPE Resource Centre and David Morin

Lingua Franca Rehearsal Resource Centre 05/03/15 ARTSCAPE Resource Centre and Lingua Franca

Hollywood Acting Master Class Resource Centre 14/03/15 ARTSCAPE Resource Centre and David Morin

ARTSCAPE Incubators Meeting Opera Bar 16/03/15 ARTSCAPE Resource Centre

Zakheni Fire Maker Workshop Resource Centre 16/03/15 – 18/03/15


Journalism Workshop Planning Boardroom

21/03/15 – 28/03/15

ARTSCAPE Audience Development and Education and ESP Afrika

Photographic Workshop iSibaya 23/03/15 – 29/03/15

ARTSCAPE Audience Development and Education and ESP Afrika

ARTSCAPE Journalism Public Debate

Opera Bar 25/03/15 ARTSCAPE Audience Development and Education and ESP Afrika

African Arts Institute Forum Resource Centre 30/03/15 ARTSCAPE Resource Centre

Audience Development and Education Department Projects continued Conferences / Corporate EventsEvent Venue Dates Total period

in venuePresenter

Staff Meeting and Interviews iSibaya 12/05/1427/05/1405/06/14

1 day1 day1 day

South African Heritage Resource Agency

Net Prophet Opera House

20/05/14 – 21/05/14

2 days RAMP Foundation

ERMCO Meeting iSibaya 26/05/14 1 day Department of Public Works and Transport

Freedom from Violence Conference

RR553 28/05/14 – 31/05/14

4 days United Nations Association for South Africa (UNASA)

Annual General Meeting iSibaya 01/06/14 1 day Distell

Staff Meeting and Interviews iSibaya 17/07/14 1 day South African Heritage Resource Agency

Western Cape Business Opportunities Forum Meeting

iSibaya 26/08/1430/09/1428/10/1425/11/1412/03/15

1 day1 day1 day1 day1 day

WECBOF

Annual General Meeting Theatre Foyer Well

10/11/14 1 day ASSITEJ

Responsible Fisheries Workshop

iSibaya 18/11/14 – 19/11/14

2 days Oceana Group

KykNET Fiestas Opera House

02/03/15 – 06/03/15

5 days MNet

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Capital investment, maintenance and asset managementThe Artscape complex continues to be enhanced through the space optimisation project and upgrades of stage equipment and machinery. Since 2009 the following projects were successfully completed:

Refurbishment of the Opera House auditorium Foyer upgrades (toilets, carpeting, bar areas, mobile serving units) Back offi ce refurbishments (dressing and rehearsal rooms) First and second fl oor refurbishments Roof extensions (5th fl oor Opera wing; 4th and 5th fl oor Theatre wing) Relocation of the Wardrobe to the 3rd fl oor (from remote location) Stage door entrance refurbishments Relocation of staff canteen (outside extension) Relocation of box offi ce Relocation of resource centre (outside extension) Upgrades of fl ying systems and the replacement of technical equipment Conformance projects to ensure compliance to health and safety and fi re regulations and to enhance access

control systems

The Space Optimisation Project is seen as a continuous project with the single target of rejuvenating the more than 40 year old Artscape complex for modern usage. The fact that funding comes in annual allocations creates the need to break the overall integrated plan into separate delivery phases. Due to the highly complex and specialised nature of the building, these phases cannot be planned or executed in isolation of previous, or future, projects. This is a fundamental principle that needs to be considered in any implementation strategy.

CAPITAL WORKS FUNDING In the current year, Artscape did not receive any Capital works funding. The capital works programme underwent a planning and revision phase during the 2014/15 fi nancial year resulting in the funding deferred as at 31 March 2014 not being fully utilised in the current fi nancial year.

As at 31 March 2015 an amount of R46 million was deferred for planned capital works projects as part of the ongoing space optimisation projects.

Undone Undermined Inspirations

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36 | ARTSCAPE ANNUAL REPORT 2014/15 ARTSCAPE ANNUAL REPORT 2014-15 | 37

Africa DayMoffi e

PLANNED CAPITAL WORKS PROJECTS – 2015/2016The proposed capital works projects for the next two years will enable the completion of the existing backstage areas; the upgrade of certain stage equipment and essential maintenance upgrades.

The cost estimates for capital projects planned for 2015/2016 amounts to R39.7m and will be utilised for the following projects: Completion of back of house areas Dressing Rooms External works Signage Opera Stage Machinery Essential Maintenance Upgrades

The tender for the back of house completion, ART 1/2015, was advertised in the Government Gazette on 27 March 2015. The work is multifaceted in various parts of the building. The work comprises the following four works sections: Dressing rooms New rehearsal room level 2 (old canteen) Orchestra library relocation ground level Backstage lobbies and passages Theatre kitchen External Canopies First fl oor foyer minor works

In terms of the estimated dates the Principal Contractor is expected to be appointed on 15 June 2015 and the works is expected to be completed in July 2016.

DEFERRED PROJECTS The list of deferred projects has been continuously adjusted with changing budget allocations and priorities. Currently, Artscape estimates that an amount of R42.5m will be required to complete the following deferred projects: Foyer Extensions Theatre Auditorium Upgrade Entrance Façade Upgrade

In addition to these deferred projects, Artscape’s 20!20 vision for capital works identifi ed the creation of new venues and expansions into the proposed Artscape Cultural Precinct. The budgets for deferred projects does not permit for the costs estimates for this purpose.

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36 | ARTSCAPE ANNUAL REPORT 2014/15 ARTSCAPE ANNUAL REPORT 2014-15 | 37ARTSCAPE ANNUAL REPORT 2014/15 | 37

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Introduction ............................................................................. 38

Executive Authority ................................................................... 38

The Accounting Authority .......................................................... 38

Risk management .................................................................... 41

Internal Audit and Audit committees ......................................... 42

Compliance with laws and regulations ...................................... 42

Fraud and corruption ................................................................ 42

Minimising con� ict of interest ................................................... 42

Code of conduct ....................................................................... 43

Helath safety and environmental issues .................................... 43

Social responsibilty ................................................................... 43

Audit and Risk Committee Report ............................................. 44

PART C GOVERNANCE

Kaapse Musiek in Colour

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GOVERNANCEIntroductionCorporate governance embodies processes and systems by which public entities are directed, controlled and held to account. In addition to legislative requirements based on a public entity’s enabling legislation, and the Companies Act, corporate governance with regard to public entity’s is applied through the precepts of the PFMA and run in tandem with the principles contained in the King’s Report on Corporate Governance.

Parliament, the Executive and the Accounting Authority of the public entity are responsible for corporate governance.

Executive AuthorityThe Department of Arts & Culture is the Executive Authority.

During the current year, the following reports were submitted to the Department of Arts & Culture Strategic Plan 2015 – 2019 Annual Performance Plan 2014/2015 Quarterly Reports for the quarters ending June 2014, September 2014, December 2014, March 2015

The Chairperson signed the Shareholder’s Compact for 2014/15 with the Minister of Arts & Culture on 4 April 2014.

The Accounting AuthorityArtscape’s Council, appointed by the Minister of Arts & Culture, acts as the accounting authority in terms of the PFMA.

Corporate Governance ArrangementsThe 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 and ethics. We are satisfi ed that the institution has applied adequate corporate practices of transparency, integrity and accountability for the year.

Following Council’s improved risk management oversight, Council conducted a strategic workshop in November 2013 to agree on transformation objectives and strategy for Artscape. The outcomes of the workshop formed the basis of the annual performance plan for 2014/2015.

Council continued its risk management oversight through the Audit and Risk Committee.

In order to ensure that the risks attached to the capital works projects are properly managed, Council established a building committee. This committee meets on a regular basis and advises Council on all building related projects.

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 fi ve times during the review period and has reviewed systems of internal control, risk management, budgets and strategic plans to maximise effi ciencies in fulfi lling its statutory mandate. Urgent matters were dealt with by the Executive Committee which reported to full Council for ratifi cation.

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COUNCILThe following Council members, appointed by the Minister of Arts & Culture on 1 December 2014, were in offi ce at 31 March 2015:

Prof Somadoda Fikeni (Chairperson)Mr Neo Muyanga (Deputy Chairperson)Dr Marianne JacobsMs Ralene Rorke

Princess Celenhle DlaminiMs Leigh MeinertMr Mijikilise Vulindlu

The following Council members, whose term expired on 30 September 2014, were not re-appointed by the Minister of Arts & Culture:

Prof Nomvula Mtetwa (Deputy Chairperson) Ms Ruth Benjamin-SwalesMr Dudley Cloete – Hopkins Mr Tiisetso Tsukudu Prof Lineo Mazwi-Tanga Mr Brandon LosperMs Marian Lucouw Mr Andrew Horne

The current Council appointed Mrs Ruth Benjamin-Swales and Advocate Johan Kruger as independent members to the Audit and Risk Committee.

COUNCIL MEMBERS’ ATTENDANCE OF MEETINGS – APRIL 2014 TO MARCH 2015COUNCIL MEETINGS1 April – 30 September 2014

Member Number of Meetings Number of Meetings attendedBenjamin-Swales, R 3 3

Cloete-Hopkins, D 3 3

Fikeni, S (Chairperson) 3 3

Horne, A 3 0

Losper, B 3 2

Lucouw, M 3 3

Mazwi-Tanga, L 3 3

Mtetwa, N (Deputy -Chairperson) 3 3

Muyanga, N 3 3

Tsukudu, T 3 3

1 December 2014 – 31 March 2015

Member Number of Meetings Number of Meetings attendedDlamini, C 2 2


Jacobs, M 2 2

Meinert, L 2 1

Muyanga, N (Deputy -Chairperson) 2 2

Rorke, R 2 2

Vulindlu, M 2 2

EXECUTIVE COMMITTEE MEETINGSApril 2014 – 30 September 2014



Mtetwa, N (Deputy -Chairperson) 2 2

Tsukudu, T 2 2

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HUMAN RESOURCES COMMITTEE MEETINGS1 April 2014 – 30 September 2014

Member Number of Meetings Number of Meetings attendedMazwi-Tanga, L 2 1

Muyanga, N 2 1

Tsukudu, T 2 2 Members 1 December 2014 – 31 March 2015

Member Number of Meetings Number of Meetings attendedMeinert, L 1 0

Rorke, R 1 1

Vulindlu, M 1 1

AUDIT & RISK COMMITTEE MEETINGS1 April 2014 – 30 September 2014


Losper, B 2 2

Kruger, J (Independent member appointed by Council) 2 1

1 December 2014 – 31 March 2015


Dlamini, C 1 1

Jacobs, M 1 1

Kruger, J (Independent member appointed by Council) 1 0

REMUNERATION OF COUNCIL MEMBERSArtscape is a schedule 3A National Public Entity, subject to the Public Finance Management Act and Treasury regulations. In terms of Treasury Regulation 20.2.2, National Treasury determines the maximum remuneration tariffs of Non-offi cial members. Offi cial members, i.e. employees of National, Provincial and Local Government and Entities of Government serving on Councils or Committees are not entitled to additional remuneration. Artscape is classifi ed as a Category E2 Public Entity.

In terms of Chapter 3, paragraph 3.1.6 of Treasury Regulations, these remuneration tariffs are also applicable to Audit Committee members who are not in the full time employment of the State.

RATES PAYABLE PER OFFICIAL MEETING ATTENDED:

Meeting rate CommentChairperson R1 344 The rate per meeting includes remuneration for preparation

time, and shall not exceed the daily rate.Vice-Chairperson R912 The rate per meeting includes remuneration for preparation

time, and shall not exceed the daily rate.

Member R810 (local members)R1 080 (out of town members)

The rate per meeting includes remuneration for preparation time, and shall not exceed the daily rate.

Members of committees, other than the audit committee are remunerated on the same basis as council members.

REMUNERATION OF AUDIT COMMITTEE MEMBERS PAYABLE PER OFFICIAL MEETING ATTENDED:

Daily rate CommentChairperson R2 688 The rate per meeting includes remuneration for preparation

time, and shall not exceed the daily rate.Member R1 632 The rate per meeting includes remuneration for preparation

time, and shall not exceed the daily rate.

Thumbelina

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REMUNERATION OF COUNCIL AND COMMITTEE MEMBERS

Non-executive directors (fees as council members)Prof S Fikeni (Chairperson)Prof N Mtetwa (Deputy – Chairperson until 30 September 2014)Ms R Benjamin-Swales (until 30 September 2014)Mr D Cloete-Hopkins (until 30 September 2014)Mr T Tsukudu (until 30 September 2014)Prof L Mazwi-Tanga (until 30 September 2014)Mr N Muyanga (Deputy – Chairperson as from 1 December 2014)Mr B Losper (until 30 September 2014)Mr A Horne (until 30 September 2014)Ms M Lucouw (until 30 September 2014)Mr M Vulindlu (employed by City of Cape Town – no fee payable) (as from 1 December 2014)Ms R Rorke (as from 1 December 2014)Dr M Jacobs (as from 1 December 2014)Princess C Dlamini (as from 1 December 2014)Ms L Meinert (as from 1 December 2014)

9 4084 8642 7002 7005 4002 7004 5241 620

–3 240

–1 6201 6201 620

81042 826

Audit and Risk Committee Members (fees as members)Ms R Benjamin-SwalesMr B Losper (until 30 September 2014)Adv J KrugerPrincess C Dlamini (as from 1 December 2014)Dr M Jacobs (as from 1 December 2014)

8 0643 2641 6321 6321 632

16 224Human Resources Committee Members (fees as members)Mr T Tsukudu (until 30 September 2014)Prof L Mazwi-Tanga (until 30 September 2014)Mr N Muyanga (until 30 September 2014)Mr M Vulindlu (employed by City of Cape Town – no fee payable) (as from 1 December 2014)Ms R Rorke (as from 1 December 2014)

2 160810810

–1 0804 860

Building Committee – no fees payable during the current year. 63 910

Risk managementArtscape annually conducts a risk management workshop. This workshop is attended by management and key members of staff. Management utilises the Risk Intelligence Map to assist in the categorisation and identifi cation of key risk areas.

Once all pertinent risks had been identifi ed each risk is assessed in terms of its impact on achieving the business objectives as well as the likelihood of the risk occurring. This is done on an inherent risk basis, i.e. before considering existing systems, processes, controls and people in place to manage the risk. The impact and likelihood assessment is performed using an anonymous voting tool where all participants registered their individual votes and the results recorded.

The outcomes of the risk management workshop are presented to the Audit and Risk Committee and form the basis for the internal audit coverage plan. The Audit and Risk Committee as well as the Council may wish to include/incorporate additional risks if deemed necessary.

Management ensures that existing controls and processes are in place to make sure that risks are suffi ciently addressed and will implement specifi c action plans to manage the inherent risk exposure to an acceptable level. The risk register is updated in a quarterly risk management action plan.

Internal control unitDeloitte was appointed as Artscape’s internal auditors. Artscape has an internal Compliance department that monitors compliance to internal policies and procedures.

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Internal Audit and Audit committeesInternal auditIn terms of the approved internal audit plan, Deloitte completed the following: Council effectiveness assessment Capital project review Risk assessment workshop Audit Readiness assessment Predetermined objectives assessment

Audit and Risk Committee ResponsibilityThe Audit and Risk Committee is mandated by Council to provide the necessary oversight to ensure that the governance, risk management and control environment is sound and effective through the processes facilitated by management and the assurance obtained by internal and external audit.

The report of this committee appears on page 44 of the Annual Report.

Compliance with laws and regulationsThe system of internal control is considered effective as the various reports of the Internal Auditors and the Auditor-General have not reported any signifi cant or material non-compliance with prescribed policies and procedures and laws and regulations in the current year.

Internal Audit conducted a health check and supply chain review to test compliance to policies and procedures, laws and regulations.

Fraud and corruption Artscape has a fraud prevention plan and strategy based on prevention, detection, response and investigation.

Staff guilty of misconduct are disciplined in term of Artscape’s disciplinary code. All disciplinary matters are reported to Council’s Human Resources Committee and also included in the Annual Report (see page 48).

The Audit and Risk Committee also consider fraud at each and every meeting.

During the current year Artscape participated in the Anti-Fraud and Awareness Campaign launched by the Department of Arts and Culture. Artscape participated in this campaign through placing posters aimed at fraud prevention and detection on Artscape’s notice boards and sending out email communications to all employees.

Minimising con� ict of interestAll staff members are required to make annual declarations of interest to avoid confl ict of interest.

Council and Audit and Risk Committee members are required to declare their interest at every meeting.

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Code of conduct A code of conduct is in place for all staff members. Any breaches of the code of conduct may result in disciplinary action being taken against staff members.

Artscape also has a code of conduct for Council members, communicated to them at the time of their appointment to Council.

Health safety and environmental issuesIn order to ensure safety on stage, Artscape provide all the hirers with a copy of the theatre rules and regulations as part of the venue rental agreement.

As part of the building and renovation projects, an outside health, safety environmental company was appointed as consultants to ensure that health, safety and environmental issues are considered and adhered to.

Social responsibilityArtscape has an internship programme to provide on the job training to interns from schools, universities and arts organisations.

In the current year Artscape hosted: an internship programme, supported by the Extended Public Works Programme (EPWP) of the Provincial Government

of the Western Cape; a music learnership programme, supported by the CATHSSETA, was hosted by Artscape, from which young people

from Wellington / Mbekweni benefi ted; and “incubator projects” through the Resource Centre for new and upcoming artists or artistic organisations

The initiative to introduce disadvantage communities to the Artscape Theatre. This initiative is supported by the agreement with Golden Arrow Bus Company to transport audience members from diverse communities to fi nal dress rehearsals and productions.

Cape Dance Company War Horse Othello

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44 | ARTSCAPE ANNUAL REPORT 2014/15 ARTSCAPE ANNUAL REPORT 2014-15 | 45

Audit and Risk Committee ReportWe are pleased to present our report for the fi nancial year ended 31 March 2015.

MEMBERS AND ATTENDANCEThe Audit and Risk Committee (The 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 2014/2015 fi nancial year there were 3 meetings.

Number of meetings attended

Members until 30 September 2014Ms R Benjamin-Swales (Council member and chairperson)Mr B Losper (Council member)Advocate Johan Kruger (Independent member)

221

Number of meetings attended

Members 1 December 2014 – 31 March 2015Ms R Benjamin-Swales (Independent member and chairperson)Dr M Jacobs (Council member)Princess C Dlamini (Council member)Advocate Johan Kruger (Independent member)

111–

AUDIT AND RISK COMMITTEE RESPONSIBILITYThe 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 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 MANAGEMENTThe Committee ensured that risks identifi ed through its risk management workshop are continuously monitored and that the risk register is updated on a regular basis.

THE EFFECTIVENESS OF INTERNAL CONTROL In their management letter for the current year the AGSA reported fi ndings on supply chain management in relation to non-compliance with prescribed policies and procedures and laws and regulations, as well as some fi ndings on predetermined objectives. These reported fi ndings had no impact on the AGSA Audit report and will be addressed by management and monitored by the Committee and Internal Auditors in the next fi nancial year. Based on the AGSA management letter and reports of the Internal Auditors the overall system of internal control is considered to be effective.

THE QUALITY OF QUARTERLY REPORTS The Committee is satisfi ed with the content and quality of quarterly reports prepared and issued by the Institution during the year under review.

EVALUATION OF FINANCIAL STATEMENTS AND PREDETERMINED OBJECTIVESThe Committee has reviewed the: Audited annual fi nancial statements to be included in the annual report; Report on predetermined objectives to be included in the annual report; AGSA management letter and management’s response and Report of the Auditor-General for the year ended 31 March 2015..

The Committee concurs and accepts the conclusions of the Auditor-General on the annual fi nancial statements and is of the opinion that the audited annual fi nancial statements be accepted and read together with the report of the AGSA.

The Committee is pleased to report that the AGSA has, once again, presented Artscape with a clean audit report.

R Benjamin-SwalesCHAIRPERSON OF THE AUDIT COMMITTEE31 JULY 2015

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44 | ARTSCAPE ANNUAL REPORT 2014/15 ARTSCAPE ANNUAL REPORT 2014-15 | 45ARTSCAPE ANNUAL REPORT 2014/15 | 45

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Introduction ..................................................................................... 46

Human Resource oversight statistics ................................................. 46

Health promotion and HIV/AIDS programmes .................................... 48

Misconduct and disciplinary hearings for permanent and

annual contractual employees � nalised ............................................. 48

Skills development ........................................................................... 48

Performance rewards ........................................................................ 48

PART D HUMAN RESOURCE MANAGEMENT

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Introduction Council established a Human Resource Committee (HRC) consisting of Mr T Tsukudu, Prof L Mazwi-Tanga amd Mr N Muyanga to provide oversight over human resource management at the public entity.

The HRC meets on a quarterly basis to review and advice on: HR Policies and procedures HR priorities for the year under review and the impact of these priorities Workforce planning framework and key strategies to attract and recruit a skilled and capable workforce Employee performance management framework Employee wellness programmes Staff related disciplinary matters

Human Resource oversight statistics Human Resources ManagementPersonnel ExpenditureAs at 31 March 2015 Artscape employed 84 (2014: 84) persons on a permanent basis and 16 (2014: 16) persons on an annual contractual basis. Depending on operational requirements, additional staff is appointed on a part-time or casual basis.

Operating expenses

R’000

Compensation of employees

R’000

Training & Capacity Building

R’000

Other staff overheads

R’000

Total staff cost

R’000

Total staff cost as a percentage

of operating expenses

Part time

R’000

2015 86 437 30 770 101 878 31 749 37% 6302014 87 858 30 525 185 1 102 31 812 36% 501

Analysis of permanent staff compensationSalary & other

benefi tsOvertime Provident fund Medical Assistance Cost of Employment

(R’000) % permanent staff cost




Permanent staff

compensation (Excluding part time)

Average Permanent

staff Expenditure

(R’000)2015 23 662 78.51% 1 327 4.40% 3 039 10.08% 2 111 7.00% 30 140 3042014 23 530 78.37% 1 402 4.67% 2 996 9.98% 2 096 6.98% 30 024 300

Employment and Vacancies as at 31 March 2015Number of posts Number of posts fi lled Vacancy Vacancy Rate

Permanent staff 95 82 13 14%Annual contractual staff 18 17 1 5.6%TOTAL 113 99 14 12%

Staff turnover for the period 1 April 2014 – 31 March 2015

Staff as at 31 March 2014

New Appointments

Transfer from contract to permanent

Terminations Staff as at 31 March 2015

Permanent staff 84 13 1 (16) 82Annual Contract staff 16 7 (1) (5) 17TOTAL 100 20 0 (21) 99

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46 | ARTSCAPE ANNUAL REPORT 2014/15 ARTSCAPE ANNUAL REPORT 2014/15 | 47ARTSCAPE ANNUAL REPORT 2014-15 | 47

Reasons for leaving the Institution Termination type Number of employees % of total terminations % of total number of employeesResignations 10 62.50% 10%Death 3 18.75% 3%Retirement 3 18.75% 3%TOTAL 16 100% 16%

Staff profi le

Occupational LevelsMale Female Foreign

Nationals TotalA C I W A C I W Male Female

Top management ( gr. 20–25) 0 1 0 0 0 1 0 0 0 0 2

Senior management (gr. 16–19) 1 1 0 0 0 0 0 0 0 0 2

Professionally qualifi ed and experienced specialists and mid-management (gr. 11–15)

1 7 0 2 0 1 0 0 0 11

Skilled technical and academically qualifi ed workers, junior management, supervisors, foremen, and superintendents (gr. 6–10)

4 24 1 1 2 12 0 3 0 0 47

Semi-skilled and discretionary decision making (gr. 3–5) 2 7 0 0 2 7 0 2 0 0 20

Unskilled and defi ned decision making (gr. 1 & 2) 0 0 0 0 0 0 0 0 0 0 0

TOTAL PERMANENT 8 40 1 3 4 21 0 5 0 0 82

Temporary employees 4 5 0 0 2 4 1 1 0 0 17

GRAND TOTAL 12 45 1 3 6 25 1 6 0 0 99

People with disabilities 1 0 0 1 0 1 0 0 0 0 3

Occupational LevelsMale Female Foreign

Nationals TotalA C I W A C I W Male Female

Top management( gr. 20–25) 0% 1.00% 0% 1.00% 0% 1.00% 0% 0% 0% 0% 3.00%

Senior management(gr. 16–19) 1.00% 1.00% 0% 0% 0% 0% 0% 0% 0% 0% 2.00%

Professionally qualifi ed and experienced specialists and mid-management (gr. 11–15)

1.00% 7.00% 0% 2.00% 1.00% 1.00% 0% 1.00% 0% 0% 13.00%

Skilled technical and academically qualifi ed workers, junior manage-ment, supervisors, fore-men, and superintendents(gr. 6–10)

4.00% 21.00% 1.00% 1.00% 2.00% 13.00% 0% 3.00% 0% 0% 45.00%

Semi-skilled and discretionary decision making (gr. 3–5)

2.00% 7.00% 0% 0% 2.00% 9.00% 0% 1.00% 0% 0% 21.00%

Unskilled and defi ned decision making(gr. 1 & 2)

0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

TOTAL PERMANENT 8.00% 37.00% 1.00% 4.00% 5.00% 24.00% 0% 5.00% 0% 0% 84.00%

TOTAL TEMPORARY 4.00% 5.00% 0% 2.00% 0% 4.00% 0% 1.00% 0% 0% 16.00%

GRAND TOTAL 12.00% 42.00% 1.00% 6.00% 5.00% 28.00% 0% 6.00% 0% 0% 100%

WESTERN CAPE EAP 17.3% 27.5% 0.2% 8.2% 14.3% 25.0% 0.1% 7.4% 0% 0% 100%

VARIANCE 5.30% 14.50% 0.80% 2.20% 9.30% 3.00% 0.1% 1.40% 0% 0%


Health promotion and HIV/AIDS programmes Artscape annually hosts programmes aimed at promoting employee wellness and health. Amongst others a corporate wellness day, a programme on fi nancial wellness as well as counselling sessions were arranged.

Misconduct and disciplinary hearings for permanent and annual contractual employees � nalisedPermanent and Contractual Staff: None

Part-time employees: None

Skills developmentArtscape’s skills development programme included ongoing training to permanent and contractual staff, the annual technical training programme (accredited by the University of Stellenbosch), the internship programme (supported by the Provincial Government of the Western Cape’s EPWP programme), and the Cathsseta music learnership programme (supported by the CATHSSETA). Other adhoc opportunities for skills development is the job shadowing programme that is provided on request to high school learners and tertiary students.

Training needs identifi ed and provided to permanent and annual contractual employees for the period 1 April 2014 to 31 March 2015

Gender Number of employees (previous period) Training needs identifi ed and provided (previous period)Male 82 (84) 46 (80)

Female 17 (16) 34 (24)TOTAL 99 (100) 80 (104)

Analysis of training costsPermanent staff compensation (Excluding part

time)

Training & Capacity Building R’000

Training & Capacity building as % of permanent staff compensation

Training needs identifi ed and

provided

Average training & capacity building cost per training provided

R’0002015 30 140 101 0.3% 80 1.2632014 30 024 185 0.6% 104 1.769

Technical training programme trainees for the period 1 April 2014 to 31 March 2015

Gender Number of trainees(April 2014 – December 2014)

Number of trainees(February 2015 – March 2015)

Male 4 3Female 4 0TOTAL 8 3

EPWP internship opportunities provided for the period 1 April 2014 to 31 March 2015

Gender Number of internsMale 9

Female 9TOTAL 18

Performance rewardsNone during the current year.

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Overview of the year ended 31 March 2015 ....................................... 50

Acknowledgements and appreciation .................................................. 53

Report of the Auditor-General to parliament on Artscape ..................... 54

PART E FINANCIAL INFORMATION

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Overview of the year ended 31 March 2015Total revenue decreased by 26% from R104.363m to R77.496m. The total government grants for 2015 decreased from 2014 to 70% of total revenue, while other operating income generated by the Institution contributed 26% of total revenue. Interest revenue increased to 4% of total revenue.

The graph listed below refl ects a comparison of revenue between 2014 and 2013:

• The annual grant from the Department of Arts & Culture (DAC) increased by 6.1% from R47.821m to R50.755m.• R2.051m of the DAC funding received in the prior year was released to revenue in the current year. • Other Government Grants received were from PGWC for the EPWP programme (R0.988m) and from Cathsseta

(R0.128m) • Other operating revenue decreased by 8.4% from R22.342m to R20.467m. This is due to a decrease in sponsorship

received for the 2014/2015 fi nancial year.• Interest received increased from R1.105m to R3.107m due to the interest received on funds not yet utilised, and effi cient

management of cash resources

Interest received 4%

Other Operating Revenue

26%Government Grant

– Operational (DAC)66%

Government Grant– Capital Works

(DAC)3%

Government Grant– EPWP (PGWC)

1%

Government Grant– Cathsseta

0,17%

REVENUE SPLIT 2015

Interest received 1%

Other Operating Revenue

21%Government Grant

– Operational (DAC)46%

Government Grant – Capital Works (DAC)

18%

Government Grant – Capital Works (PGWC) 14%

REVENUE SPLIT 2014

60.000

50.000

40.000

30.000

20.000

10.000

0.000Government Grant

(Operational)Government Grant

(Capital works)Interest receivedGovernment Grant

(Other)Other Operating

Revenue

Government Grant

(Operational)

Government Grant (Capital

works)

Government Grant (Other)

Other Operationg

Revenue

Interest received

2015 / Rm 50 755 2 051 1 115 20 468 3 107

2014 / Rm 47 821 33 094 0 22 342 1 105

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Operating expensesA comparison between 2015 and 2014 does not increase any signifi cant changes to the nature of expenses incurred by the Institution.

Administrative expenses (including amortisation & depreciation) decreased from R44.600m to R43.207m.

Substantial increases include: Audit fees (increase by 22% to R1.308m); catering (increased by 12.6% to R10.474m) this is due to increase in salaries and food costs; cleaning costs increased by 11.7% to R3.148m; electricity and water increased by 8.2% to R6.359m; security increased by 6% to R3.963m.

The impact of these increases has been lessened by decreases in administrative expenses such as: marketing and publicity (decreased by 45% to R1.432m) operating leases (decreased by 21.7% to R0.218m) other sundry expenses (decreased by 5.5% to R0.664m) repairs, maintenance and refurbishment (decreased by 71% to R0.954m) due to no major capital works during the

2014/2015 fi nancial year Transport and travelling (decreased by 16% to R1.694m).

Compensation of employees increased from R30.536m to R30.770m, an increase of only 0.8%. The impact of the 6% salary increase granted to all employees was lessened by the number of staff whose employment was terminated through either retirement or resignation.

Production costs decreased by 2.1% to R12.460m. The decrease in production expenses did not have a negative impact on the artistic programme. It was achieved through the implementation of closer monitoring of production budgets.


36%

Administrative expensse 51%

Production expenses

14%

Amortisation & depreciation

11%

EXPENDITURE SPLIT 2015


35%

Administrative expenses 40%

Production expenses

15%


10%

EXPENDITURE SPLIT 2014

50.000

40.000

30.000

20.000

10.000

0.000

Administrative expenses



Production expenses

Administrative expenses



Other operationg expenses

2015 / Rm 43 207 9 315 30 770 12 460

2014 / Rm 44 600 9 124 30 525 12 733

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Operating defi citAn operating defi cit of R8.941m (2014 surplus: R16.04m) was realised for this fi nancial year. The operating defi cit is the result of no capital works taking place during 2014/2015 which meant that the revenue deferred at the end of 2013 was not recognised in this regard. The defi cit for the current year was realised after provision for depreciation (non-cash item) amounting to R9.314m.

Provision for post-retirement medical benefi tThe actuarial valuation, as well as current contributions paid, resulted in an additional liability of R0.248m being raised. The increase in the actuarial valuation wad mainly due to the addition of one person receiving the benefi t.

Defi citAn accounting defi cit of R9.665m (2014 surplus: R16.744m) was recorded for the year ended 31 March 2014.

Financial position

The increase in non-current assets is due to the improvements to leased property, the space optimisation projects completed, and other minor additions to other non-current assets.

The decrease in non-cash current assets is due to the decrease in receivables.

The increase in cash resources is due to the tender for the next phase of capital projects not yet being fi nalised.

Non-current liabilities increased as a result of the increase in the actuarial valuation of the post-retirement medical benefi t.

Current liabilities (other) increased primarily due to a higher liability for payables from exchange transactions.

Cash and cash equivalents were decreased from R56.131m to R52.281m due to the utilisation of deferred capital grants. In summary, Artscape is in a healthy fi nancial position with suffi cient cash reserves to meet its short and long-term commitments.

Non-current assets Current assets – non cash

Current assets – cash resources

TOTAL ASSETS Non-current liabilities

Current liabilities – other

Current liabilities – deferred

government grant

TOTAL LIABILITIES

2015 / Rm 132 930 4 201 52 281 189 413 1 559 4 294 46 129 51 9822014 / Rm 140 350 4 258 56 131 200 739 1 131 3 830 48 682 53 642

250,000

200,000

150,000

100,000

50,000

0,000Non-current

assetsCurrent assets –

non cashTOTAL ASSETS Non-current

liabilitiesCurrent liabilities –

otherCurrent liablilites –

deferred government grant

TOTAL LIABILITIES

Current assets – cash resources

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Acknowledgements and appreciationArtscape wish to thank all sponsors and partners which have contributed towards the past year’s success.

Acnode British Council Cape Philharmonic Orchestra Cape Town City Ballet Cape Town Opera City of Cape Town CATHSSETA Computicket Dance for All Department of Arts & Culture Die Burger Die Son Distell Foundation Fine Music Radio Fedics Golden Arrow Bus Company (GABS) HCI Foundation Italian Consulate iKapa Dance Theatre Jazzart Dance Theatre Jikeleza Dance Company Media24

National Lotteries Distribution Trust Fund (NLDTF) Suidoosterfees Sekunjalo Investments LTD Siyasanga Supercare The Breytenbach Centre The Consulate Of the Kingdom of The Netherlands The Next 48 Hours Thorburn Security Heidelberg (Theewaterskloof) Municipality Western Cape Choral Music Association (WECCMA) Western Cape Cultural Commission Western Cape Department of Cultural Affairs, Sport and

Recreation Western Cape Department of Economic Development

and Tourism Western Cape Department of the Premier Western Cape Department of Social Development and

Poverty Alleviation Western Cape Education Department ZipZap Circus School


Vuyani Slowly

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Report of the Auditor-General to parliament on Artscape

Report on the Financial StatementsIntroduction1. I have audited the fi nancial statements of Artscape set out on pages 2 to 29, which comprise the statement of fi nancial

position as at 31 March 2015, the statement of fi nancial performance, statement of changes in net assets, cash fl ow statement and budget statement for the year then ended, as well as the notes, comprising a summary of signifi cant accounting policies and other explanatory information.

Accounting authority’s responsibility for the fi nancial statements2. The accounting authority is responsible for the preparation and fair presentation of these fi nancial statements in

accordance with South African Standards of Generally Recognised Accounting Practice (SA Standards of GRAP) and the requirements of the Public Management and Finance Act of South Africa 1999 (Act No. 1 of 1999)(PFMA), and for such internal control as the accounting authority determines is necessary to enable the preparation of fi nancial statements that are free from material misstatement, whether due to fraud or error.

Auditor-general’s responsibility 3. My responsibility is to express an opinion on these fi nancial statements based on my audit. I conducted my audit in

accordance with the International Standards on Auditing. Those standards require that I comply with ethical requirements, and plan and perform the audit to obtain reasonable assurance about whether the fi nancial statements are free from material misstatement.

4. An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the fi nancial statements. The procedures selected depend on the auditor’s judgement, including the assessment of the risks of material misstatement of the fi nancial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the fi nancial statements 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 the overall presentation of the fi nancial statements.

5. I believe that the audit evidence I have obtained is suffi cient and appropriate to provide a basis for my audit opinion.

Opinion6. In my opinion, the fi nancial statements present fairly, in all material respects, the fi nancial position of Artscape as at

31 March 2015 and its fi nancial performance and cash fl ows for the year then ended, in accordance with the SA Standards of GRAP and the requirements of the PFMA.

Report on other Legal and Regulatory Requirements7. In accordance with the Public Audit Act of South Africa, 2004 (Act No. 25 of 2004) and the general notice issued in

terms thereof, I have a responsibility to report fi ndings on the reported performance information against predetermined objectives for selected programmes presented in the annual performance report, non-compliance with legislation and internal control. The objective of my tests was to identify reportable fi ndings as described under each subheading but not to gather evidence to express assurance on these matters. Accordingly, I do not express an opinion or conclusion on these matters

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Predetermined objectives 8. I performed procedures to obtain evidence about the usefulness and reliability of the reported performance information

for the following selected programmes presented in the annual performance report of the public entity for the year ended 31 March 2015: Programme 1: Administration on pages 2 to 7 Programme 2: Business development on pages 8 to 11

9. I evaluated the reported performance information against the overall criteria of usefulness and reliability.

10. I evaluated the usefulness of the reported performance information to determine whether it was presented in accordance with the National Treasury’s annual reporting principles and whether the reported performance was consistent with the planned programmes. I further performed tests to determine whether indicators and targets were well defi ned, verifi able, specifi c, measurable, time bound and relevant, as required by the National Treasury’s Framework for managing programme performance information (FMPPI).

11. I assessed the reliability of the reported performance information to determine whether it was valid, accurate and complete.

12. I did not raise any material fi ndings on the usefulness and reliability of the reported performance information for the following programmes. Programme 1: Administration Programme 2: Business development

Additional matter13. Although I raised no material fi ndings on the usefulness and reliability of the reported performance information for the

selected programmes, I draw attention to the following matters:

Achievement of planned targets14. Refer to the annual performance report on pages 2 to 13 for information on the achievement of planned targets for the

year.

Adjustment of material misstatement15. We identifi ed material misstatements in the annual performance report submitted for auditing on the reported performance

information for programme 1: Administration and programme 2: Business development. As management subsequently corrected the misstatements, I did not raise any material fi ndings on the usefulness or reliability of the reported performance information.

Compliance with legislation16. I performed procedures to obtain evidence that the entity had complied with applicable legislation regarding fi nancial

matters, fi nancial management and other related matters. I did not identify any instances of material non-compliance with specifi c matters in key legislation, as set out in the general notice issued in terms of the PAA.

Internal control17. I considered internal control relevant to my audit of the fi nancial statements, annual performance report and non-

compliance with legislation. I did not identify any signifi cant defi ciencies in internal control.

Cape Town29 July 2015

A U D I T O R - G E N E R A LS O U T H A F R I C A

Auditing to build public con� dence

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56 | ARTSCAPE ANNUAL REPORT 2014-15 ARTSCAPE ANNUAL REPORT 2014/15 | 5756 | ARTSCAPE ANNUAL REPORT 2014-1556 | ARTSCAPE ANNUAL REPORT 2014/15

Amaza

Statement of responsibility ...................................................... 57

Accounting Authority Report .................................................... 58

Statement of � nancial position ................................................ 59

Statement of � nancial performance ......................................... 60

Statement of changes in net assets .......................................... 60

Cash � ow statement ............................................................... 61

Budget statement .................................................................... 62

Notes to the annual � nancial statements ................................. 63

ANNUAL FINANCIAL STATEMENTS

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56 | ARTSCAPE ANNUAL REPORT 2014-15 ARTSCAPE ANNUAL REPORT 2014/15 | 57

Statement of Responsibility

The Public Finance Management Act 1999 (Act No. 1 of 1999) requires the Accounting Authority to ensure that Artscape keeps full and proper records of its fi nancial affairs. The annual fi nancial statements should fairly present the state of affairs of Artscape, its fi nancial results, its performance against predetermined objectives and its fi nancial position at year end.

The Annual Financial Statements are the responsibility of the Accounting Authority. The Auditor-General South Africa is responsible for independently auditing and reporting on the fi nancial statements.

The fi nancial statements have been prepared in accordance with the South African Standards of Generally Recognised Accounting Practices (GRAP) issued by the Accounting Standards Board. The annual fi nancial statements are based on 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 designed to provide reasonable, but not absolute assurance as to the reliability of the fi nancial statements, and to adequately 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.

In view of our current fi nancial position, the Accounting Authority has every reason to believe that Artscape will be a going concern in the year ahead and has continued to adopt the going concern basis in preparing the fi nancial statements.

Submission of Annual Financial StatementsThe annual fi nancial statements for the year ended 31 March 2015 set out on pages 59 to 82, were submitted for auditing on 31 May 2015 in terms of section 51(1)(f) of the Public Finance Management Act, 1999 (Act No. 1 of 1999).

Marlene le Roux André SteenveldACTING CHIEF EXECUTIVE OFFICER ACTING CHIEF FINANCIAL OFFICER

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Accounting Authority ReportFOR THE YEAR ENDED 31 MARCH 2015

Artscape is a declared Cultural Institution in terms of Section 3 of the Cultural Institution’s Act 1998, (Act No. 119 of 1998). The entity is listed as a schedule 3A entity (national entity) under the Public Finance Management Act, 1999 (Act No. 1 of 1999).

Artscape’s Council acts as the Accounting Authority in terms of the Public Finance Management Act.

CouncilThe following Council members, appointed by the Minister of Arts & Culture on 1 December 2014, were in offi ce at 31 March 2015: Prof Somadoda Fikeni (Chairperson) Mr Neo Muyanga (Deputy Chairperson) Dr Marianne Jacobs Ms Ralene Rorke Princess Celenhle Dlamini Ms Leigh Meinert Mr Mijikilise Vulindlu

The following Council members, whose term expired on 30 September 2014, were not re-appointed by the Minister of Arts & Culture Prof Nomvula Mtetwa (Deputy Chairperson) Ms Ruth Benjamin-Swales Mr Dudley Cloete – Hopkins Mr Tiisetso Tsukudu Prof Lineo Mazwi-Tanga Mr Brandon Losper Ms Marian Lucouw Mr Andrew Horne

Executive directorsThe executive directors are responsible for the day-to-day management of the Institution and are in full-time employ of the Institution. The former Chief Executive Offi cer (CEO), Michael Maas, resigned at the end of October 2014. The Chief Financial Offi cer (CFO), Pieter Lourens, was appointed as Acting CEO until a CEO is appointed. Following the illness of the Acting CEO, the Director: Audience Development and Education was appointed as Acting CEO and the Manager: Finance and Administration was appointed as Acting CFO. As at 31 March 2015, the Executive Management consisted of the following:Director: Audience Development and Education and Acting CEO Marlene le RouxManager: Finance and Administration and Acting CFO André SteenveldManager: Human Resources Lungisani Nkomo

Nature of businessThe main objective is to advance, promote and preserve the performing arts in South Africa, but predominantly in the Western Cape.

Controlling entityThe Department of Arts and Culture is the controlling entity and has ownership control of Artscape.

AddressesThe Institution’s business and postal addresses are as follows:

BUSINESS ADDRESS POSTAL ADDRESSARTSCAPE Theatre Centre P O Box 4107DF Malan Street CAPE TOWNCAPE TOWN, 8001 8000

Country of incorporation: Republic of South Africa

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Statement of Financial Position AS AT 31 MARCH 2015

Note 2015R

2014R

ASSETSNon-current assets 132 929 994 140 350 036Property, plant and equipment 2.1 132 913 759 140 314 315Intangible assets 2.2 16 235 35 721

Current assets 56 482 891 60 388 870Inventory 3 260 611 187 925Receivables from exchange transactions 4 2 758 744 3 882 599Net expenditure on future productions 5 1 182 073 187 089Cash and cash equivalents 6 52 281 463 56 131 257

TOTAL ASSETS 189 412 885 200 738 906

NET ASSETS AND LIABILITIES

Non-current liabilities 1 558 638 1 131 000Provisions 7 1 557 000 1 131 000Finance lease liability 8 1 638 –

Current liabilities 50 422 898 52 511 344Payables from exchange transactions 9 4 002 646 3 683 576Deferred government grant revenue 10 46 129 041 48 682 081Unutilised sponsorship income 35 000Short term portion of fi nance lease liability 8 12 211 2 687Provisions 7 244 000 143 000

TOTAL LIABILITIES 51 981 536 53 642 344Net assetsAccumulated surplus 137 431 349 147 096 562

TOTAL LIABILITIES AND NET ASSETS 189 412 885 200 738 906

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Statement of Financial Performance FOR THE YEAR ENDED 31 MARCH 2015

Note 2015R

2014R

REVENUE 77 496 145 104 362 763Government grant – Operational (DAC) 21 50 755 000 47 821 000Government grant – Capital Works (DAC) 10 2 051 158 18 759 718Government grant – Capital Works (PGWC) 10 – 14 334 894Government grant – EPWP (PGWC) 21 987 845 –Government grant – Cathsseta 21 127 500 –Other operating revenue 11 20 467 637 22 342 356Interest received – cash resources 3 106 905 1 102 403Interest received – non cash resources – 2 392

OPERATING EXPENSES 86 437 285 87 858 992Administrative expenses 12 33 891 702 35 476 807Amortisation and depreciation 9 314 682 9 123 597Compensation of employees 13 30 770 542 30 525 458Production expenses 12 460 359 12 733 130

OPERATING SURPLUS (8 941 140) 16 503 771Provision for post-retirement medical benefi t (loss) / gain 7 (724 073) 239 862(DEFICIT)/SURPLUS FOR THE YEAR (9 665 213) 16 743 633

Statement of changes in Net Assets FOR THE YEAR ENDED 31 MARCH 2015

2015R

2014R

RESERVESAccumulated surplus Opening balance as previously reported 147 096 562 130 352 929(Defi cit) / Surplus for the period (9 665 213) 16 743 633Closing balance 137 431 349 147 096 562

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Cash Flow Statement FOR THE YEAR ENDED 31 MARCH 2015

Note 2015R

2014R

Cash fl ows from operating activities

Cash received from government grants and customers 64 659 810 123 344 196Cash paid to suppliers and employees 69 733 147 74 072 545

Net cash fl ow from operating activities 14 (5 073 337) 49 271 651Interest received – cash resources 3 106 905 1 102 403

(1 966 432) 50 374 054

Cash fl ows from investing activities (1 894 524) (16 615 488)Additions to property, plant and equipmentAdditions to intangible assetsProceeds on disposal of property, plant and equipment

152.2

(1 888 884)(5 890)

250

(16 613 237)(7 251)

5 000

Cash fl ows from fi nancing activitiesIncrease /( Decrease) in fi nance lease liability 8 11 162 (11 078)

Net (decrease) / increase in cash and cash equivalents (3 849 794) 33 747 488

Cash and cash equivalents at beginning of period 56 131 257 22 383 769

Cash and cash equivalents at end of period 6 52 281 463 56 131 257

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Budget Statement FOR THE YEAR ENDED 31 MARCH 2015

Actual2014

Actual2015

Approved Budget Adjustment Final

Budget

Difference between fi nal budget and

actual104 362 763 INCOME 77 496 145 78 155 000 – 78 155 000 (658 855)80 915 612 Government grants 53 921 603 54 755 000 – 54 755 000 (833 397)22 342 356 Rendering of services 20 467 637 22 550 000 – 22 550 000 (2 082 363)1 104 795 Investment revenue 3 106 905 850 000 – 850 000 2 256 905

87 858 992 OPERATING EXPENDITURE 86 437 285 77 975 000 – 77 975 000 8 462 285

35 476 807 Administrative expenses 33 891 702 31 440 000 – 31 440 000 2 451 702

9 123 597 Amortisation and depreciation

9 314 682 6 000 000 – 6 000 000 3 314 682

30 525 458 Compensation of employees

30 770 542 33 085 000 – 33 085 000 (2 314 458)

12 733 130 Production expenses 12 460 359 7 450 000 – 7 450 000 5 010 359

16 503 771 OPERATING (DEFICIT)/SURPLUS

(8 941 140) 180 000 – 180 000 (9 121 140)

239 862 Other expenditure (724 073) (180 000) – (180 000) (544 073)

16 743 633 SURPLUS (9 665 213) – – – (9 665 213)

16 620 488 CAPITAL EXPENDITURE 1 894 774 6 000 000 – 6 000 000 (4 105 226)

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1. ACCOUNTING POLICIESThe fi nancial statements have been prepared on in accordance with Standards of Generally Recognised Accounting Practice on a basis consistent with the prior year.

1.1 Basis of preparationThe annual fi nancial statements have been prepared on an accrual basis and in accordance with the effective Standards of Generally Recognised Accounting Practices (GRAP), including any interpretations and directives issued by the Accounting Standards Board.

The following standards and pronouncements were applied in the preparation of the annual fi nancial statements:

REFERENCE TOPICGRAP Framework Framework for the preparation and presentation of fi nancial statements

GRAP 1 Presentation of fi nancial statements

GRAP 2 Cash fl ow statements

GRAP 3 Accounting policies, changes in accounting estimates and errors

GRAP 4 The effects of changes in foreign exchange transactions

GRAP 5 Borrowing costs

GRAP 9 Revenue from exchange transactions

GRAP 12 Inventories

GRAP 13 Leases

GRAP 14 Events after the reporting date

GRAP 16 Investment property

GRAP 17 Property, plant and equipment

GRAP 19 Provisions, contingent liabilities and contingent assets

GRAP 21 Impairment of non-cash generating assets

GRAP 23 Revenue from non-exchange transactions

GRAP 24 Presentation of budget information in fi nancial statements

GRAP 25 Employee benefi ts

GRAP 26 Impairment of cash-generating assets

GRAP 31 Intangible assets

GRAP 100 Non-current assets held for sale and discontinued operations

GRAP 103 Heritage assets

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

IPSAS 20 Related party disclosures

At the date of authorisation of the fi nancial statements the following Standards of GRAP are approved but not yet effective:

REFERENCE TOPICGRAP 18 Segment Reporting

GRAP 20 Related party disclosures

GRAP 108 Statutory Receivables

Changes in accounti ng policies are only eff ected if a standard of GRAP requires a change, or if it results in the fi nancial state-ments providing reliable and more relevant informati on about the impact of the eff ects of transacti ons, other events or conditi ons on the fi nancial positi on, fi nancial performance or cash fl ow. Changes in accounti ng policies are applied either retrospecti vely or prospecti vely. In our opinion, earlier adopti on of accounti ng policies approved but not yet eff ecti ve will not have a material impact on the fi nancial statements for the current year.

NOTES TO THE ANNUAL FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2015

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Use of estimatesIn the preparation of the fi nancial statements, estimates are only made based on reliable available information that does not undermine the reliability of fi nancial statements. The effect of accounting changes is recognised prospectively, by including them in surplus or defi cit in the 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.

1.2 Property, plant and equipmentLand 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. Such land and buildings not belonging to Artscape are not recognised as property, plant and equipment.

Property, plant and equipment are stated at historical cost less accumulated depreciation. Improvements to the property belonging to PGWC is capitalised and are stated at cost less accumulated depreciation. Work in progress on improvements to leased property are capitalised and are stated at cost and transferred to improvements to leased property upon completion. Vehicles, equipment, music instruments, furniture and fi ttings and computers are 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.

Assets held under fi nance leases are depreciated over their expected useful lives on the same basis as owned assets, or over the term of the lease, where the lease period is shorter (as listed in note 1.6.1 below).Surpluses and losses on disposal of property, plant and equipment are credited or charged to the statement of fi nancial performance and is recognised as a profi t or loss on disposal.

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: Improvement to leasehold property : 10–25 years Motor vehicles : 4–5 years Cellular phones : 2 years Equipment : 5 years Musical instruments, furniture and fi ttings : 10 years Computer equipment : 3 yearsArtworks are not depreciated as their current residual value is expected to be greater than their carrying amount. Stage props and costumes are written off on acquisition. Work in progress is not depreciated and is transferred to improvement to leasehold property upon completion. Annual reassessment of useful lifeThe 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.Where a change in the estimated useful life is identifi ed, the change is accounted for as a change in accounting estimate on a prospective basis. In other words, the remaining value is written off on a straight-line basis over the remaining newly assessed useful life.

Residual valuesResidual 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.

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ImpairmentNon-fi nancial assetsThe carrying amount of assets, other than inventories, is reviewed at each reporti ng date to determine whether there is any indicati on of impairment. If any such indicati on exists, the asset’s recoverable amount is esti mated.

The recoverable amount of an asset is the greater of its value in use and its fair value less costs to sell. For the purpose of impairment testi ng, the conditi on of the asset is evaluated to ascertain its value in use. Where the asset is damaged beyond repair, the fair value of the asset is its scrap value.

An impairment loss is recognised if the carrying amount of the asset exceeds its recoverable amount. Impairment losses are recognised in profi t or loss.

Reversals of impairmentAn impairment loss is reversed if there has been a change in the esti mates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the assets carrying amount does not exceed the carrying amount that would have been determined net of depreciati on or amorti sati on, if no impairment loss has been recognised.

1.3 Intangible assetsIntangible assets, being identifi able non-monetary assets without physical substance, are accounted for in terms of the cost model, at cost less accumulated amortisation 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 amortisation 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 Heritage assetsHeritage assets are assets that have a cultural, environmental, historical, natural, scientifi c, technological or artistic signifi cance held indefi nitely for the benefi t of present and future generations. Artscape adopted the accounting standard on 1 April 2012 and utilised the transitional period of 3 years to fully implement the standard.

Heritage assets are recognised as an asset if, and only if it is probable that future economic benefi ts or service potential association with the asset will fl ow to the entity, and the cost or fair value of the asset can be measured reliably.

Initial measurementA heritage asset that qualifi es for recognition as an asset shall be measured at its cost or value as reliably determined. Where the heritage asset is acquired through a non-exchange transaction, its cost shall be measured at its fair value as at the date of acquisition.

Subsequent measurementAfter recognition as an asset, a class of heritage asset shall be carried at its cost less any accumulated impairment losses.

ImpairmentThe entity assesses at each reporting date whether there is an indication that a heritage asset may be impaired. If any such indication exists, the entity estimates the recoverable amount or the recoverable service amount of the heritage asset.

De-recognitionHeritage assets are derecognised on disposal, or when no future economic benefi ts or service potential are expected from its use or disposal. The gain or loss arising from the derecognition of a heritage asset is determined as the difference between the net disposal proceeds, if any, and the carrying amount of the heritage asset. Such difference is recognised in surplus or defi cit when the heritage asset is derecognised.


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1.5 InventoryInventory is valued at the lower of cost, determined on the fi rst-in fi rst-out basis, and net realisable value (the estimated selling price in the ordinary course of business, less the costs necessary to make the sale).

1.6 Leases

1.6.1 Financial LeasesLeases are classifi ed as fi nance leases where substantially all the risks and rewards associated with ownership of an asset are transferred to Artscape. Assets subject to fi nance lease agreements are capitalised at their cash cost equivalent and the corresponding liabilities are raised. The cost of the assets is depreciated at appropriate rates on the straight-line basis over the estimated useful lives of the assets. Lease payments are allocated between the lease fi nance cost and the capital repayment using the effective interest rate method. Lease fi nance costs are expensed when incurred.

1.6.2 Operating LeasesOperating leases are those leases, which do not fall within the scope of the above defi nition. Payments made under operating leases are charged to the statement of fi nancial performance on a straight-line basis over the period of the lease.

1.7 Financial instrumentsFinancial instruments recognised on the statement of fi nancial position include cash and cash equivalents, trade and other receivables and trade and other payables. Management determines the classifi cation of its fi nancial assets and fi nancial liabilities at initial recognition. The classifi cation depends on the purpose for which the fi nancial assets were acquired.

1.7.1 Trade and other receivablesTrade 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.

1.7.2 Cash and cash equivalentsCash 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 cash in bank and call accounts are accrued on a monthly basis and disclosed as interest received in the statement of fi nancial performance.

1.7.3 Trade and other payablesTrade and other payables comprise trade payables, accruals and amounts owed to third parties in relation to employee costs. Trade and other payables are categorised as a fi nancial instrument under current liabilities and recognised initially at fair value and subsequently measured at amortised cost using the effective interest rate method, where applicable.

1.8 ProvisionsProvisions are recognised where the Institution has a present legal or constructive obligation as a result of a past event; a reliable estimate of the obligation can be made and it is probable that an outfl ow of resources embodying economic benefi ts will be required to settle the obligation.

1.9. CommitmentsCommitments represent goods/services that have been approved and/or contracted, but where no delivery has taken place at the reporting date. Commitments are thus not recognised in the statement of fi nancial position as a liability or as expenditure in the statement of fi nancial performance but are included in the disclosure notes.

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1.10. Related partyRelated party transaction is a transfer of resources or obligations between related parties, regardless of whether a price is charged. Parties are considered to be related if one party has the ability to control the other party or exercise signifi cant infl uence over the other party in making fi nancial and operating decisions or if the related party entity and another entity are subject to common control. The disclosure note details the related party transactions.

1.11 Employee benefi tsPrior to 30 September 2009 employees could elect to join either the existing pension fund, a defi ned benefi t fund, or the newly formed Provident Fund for the Performing Arts Institutions, a defi ned contribution fund. Since this date, all qualifying employees had to join the defi ned contribution fund.

1.11.1 Defi ned contribution plansContributions in respect of defi ned contribution plans are recognised as an expense in the year to which they relate.

1.11.2 Post-retirement medical benefi tsWith effect from 31 March 2000 the Institution changed its accounting policy relating to post-retirement medical benefi t costs. Provision is made for post-retirement benefi ts in the form of medical aid benefi ts for certain employees who were pensioned prior to 1997 and employees approved by Council subsequent to this date. The total cost is assessed in accordance with the advice of qualifi ed and independent actuaries. The amount accrued for post-retirement medical benefi ts are included as provisions.

The cost of providing benefi ts under this plan is determined using the projected unit credit actuarial valuation method. The current service in respect of the defi ned benefi t plan is recognised as an expense in the current period. Past service costs and actuarial gains and losses relating to the above-mentioned retired employees are charged to the statement of fi nancial performance in full in the current period.

1.12 Revenue from exchange transactionsRevenue is the gross infl ow of economic benefi ts or service potential during the reporting period when those infl ows result in an increase in net assets, other than increases relating to contributions from owners.

MeasurementRevenue is measured at the fair value of the consideration received or receivable, net of trade discounts and volume rebates.

InterestRevenue arising from the use by others of entity assets yielding interest, royalties and dividends or similar distributions is recognised when: it is probable that the economic benefi ts or service potential associated with the transaction will fl ow to the entity; and the amount of the revenue can be measured reliably.

Interest is recognised, in surplus or defi cit, using the effective interest rate method.

Other operating revenueOther operating revenue comprises venue rental revenue, marketing and publicity services, revenue from catering services, costume manufacturing and hiring of costumes and other décor, and sponsorship received.

1.13 Revenue from non-exchange transactionsRevenue from non-exchange transactions arises when an entity receives value from another entity without directly giving approximately equal value in exchange. An asset acquired through a non-exchange transaction shall initially be measured at its fair value as at the date of acquisition.

This revenue will be measured at the amount of increase in net assets recognised by the entity.


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An infl ow of resources from a non-exchange transaction recognised as an asset shall be recognised as revenue, except to the extent that a liability is recognised for the same infl ow. As an entity satisfi es a present obligation recognised as a liability in respect of an infl ow of resources from a non-exchange transaction recognised as an asset, it will reduce the carrying amount of the liability recognised as an amount equal to that reduction.

Grants received from Government are recongised as per note 1.14.

Artscape has entered into a lease agreement for the free use of certain land and buildings belonging to the Provincial Government of the Western Cape.

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.

1.14 Government grantsGrants related to operational expenditure is recognised as revenue when it is probable that the transfer payment will be received and the amount can be estimated reliably, unless, an obligation exists to use the transferred resources in a certain way or return the resources to the transferor. Where it is a requirement to only use the resources in a certain way with no corresponding requirement to return those resources, then no obligation exists and the revenue is recognised. Where an obligation exists, the resource is recognised as deferred revenue until the obligations are met and then recognised as revenue.

Grants related to the acquisition or construction of an asset is recognised as revenue when it is probable that the transfer payment will be received and the amount can be estimated reliably, unless, an obligation exists to use the transferred resources in a certain way or return the resources to the transferor. Where it is a requirement to only use the resources in a certain way with no corresponding requirement to return those resources, then no obligation exists and the revenue is recognised. Where an obligation exists, the resource is recognised as deferred revenue until the obligations are met and then recognised as revenue.

1.15 Irregular and fruitless and wasteful expenditureIrregular expenditure means expenditure incurred in contravention of, or not in accordance with a requirement of any applicable legislation, including the PFMA.

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 against income in the period in which they were incurred.

1.16 Budget informationThe approved budget is prepared on a cash basis and presented by functional classifi cation linked to performance outcome objectives, where possible. The approved budget covers the fi scal period from 1 April 2014 to 31 March 2015.

The fi nancial statements and the budget are not on the same basis of accounting. The actual fi nancial statement information is presented on a comparable basis to the budget information. The comparison and reconciliation between the statement of fi nancial performance and the budget for the reporting period have been included in note 16 of the annual fi nancial statements.

The net surplus per the statement of fi nancial performance are reconciled to the budget surplus and the material differences, as determined by the materiality and signifi cance framework are explained in note 16 of the annual fi nancial statements.

1.17 Comparative fi guresComparative fi gures have been adjusted to conform to changes in the presentation of the current year, where necessary.

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2. FIXED PROPERTY

2.1 PROPERTY, PLANT AND EQUIPMENT

Motorvehicles

Equipment Musicalinstruments

Furnitureand fi ttings

Computers Improvements to leased property

Work in Progress

Artworks Total (R)

2015Beginning of year- cost- accumulated

depreciation

983 212(983 198)

15 827 147(8 494 473)

464 285(428 529)

6 670 740(3 226 039)

1 657 053(1 347 343)

143 150 803(14 144 807)

––

185 464–

168 938 704(28 624 389)

Net book value 14 7 332 674 35 756 3 444 701 309 710 129 005 996 – 185 464 140 314 315Current year movementsAdditions – 126 693 – – 258 851 – 1 503 340 – 1 888 884Transfers – – – – – – – – –Depreciation – (2 586 286) (8 273) (486 416) (215 338) (5 992 995) – – (9 289 308)assets scrapped / sold – (5) – (101) (26) – – – (132)Cost – (73 993) – (1 253) (250 487) – – – (325 733)accumulated depreciation

– 73 988 – 1 152 250 461 – – – 325 601

Balance at end of year 14 4 873 076 27 483 2 958 184 353 197 123 013 001 1 503 340 185 464 132 913 759Made up as follows:- assets at cost- accumulated

depreciation

983 212(983 198)

15 879 848(11 006 772)

464 285(436 802)

6 669 487(3 711 303)

1 665 417(1 312 220)

143 150 803(20 137 802)

1 503 340–

185 464–

170 501 856(37 588 097)

Net book value 14 4 873 076 27 483 2 958 184 353 197 123 013 001 1 503 340 185 464 132 913 759Carrying value of fully depreciated assets still in use

14 960 40 229 139 – – – 1 382

2014Beginning of year- cost- accumulated

depreciation

983 212(983 198)

14 024 025(6 787 695)

464 285(420 256)

5 990 426(2 654 649)

1 509 415(1 187 195)

115 837 407(8 657 112)

14 359 915–

185 464–

153 354 149(20 690 105)

Net book value 14 7 236 330 44 029 3 335 777 322 220 107 180 295 14 359 915 185 464 132 664 044Current year movements

Additions – 2 724 025 – 683 258 252 473 12 953 481 – – 16 613 237Transfers – – – – – 14 359 915 (14 359 915) – –Depreciation – (2 625 922) (8 273) (574 333) (261 397) (5 487 695) – – (8 957 620)assets scrapped / sold – (1 759) – (1) (3 586) – – – (5 346)Cost – (920 903) – (2 944) (104 835) – – – (1 028 682)accumulated depreciation

– 919 144 – 2 943 101 249 – – – 1 023 336

Balance at end of year 14 7 332 674 35 756 3 444 701 309 710 129 005 996 – 185 464 140 314 315Made up as follows:- assets at cost- accumulated

depreciation

983 212(983 198)

15 827 147(8 494 473)

464 285(428 529)

6 670 740(3 226 039)

1 657 053(1 347 343)

143 150 803(14 144 807)

––

185 464–

168 938 704(28 624 389)

Net book value 14 7 332 674 35 756 3 444 701 309 710 129 005 996 – 185 464 140 314 315Carrying value of fully depreciated assets still in use

14 312 40 220 121 – – – 707


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2015R

2014R

2.2 INTANGIBLE ASSETSCarrying amount at beginning of year 35 721 194 447- Cost 1 016 154 1 008 903- Accumulated amortisation (980 433) (814 456)Current year movements- Additions- Amortisation- Assets scrapped / no longer in use

5 890(25 374)

(2)

7 251(165 977)

–

- Cost (14 966) – - Accumulated amortisation 14 964 –

Carrying amount at end of year, made up as follows 16 235 35 721- Cost 1 007 078 1 016 154- Accumulated amortisation (990 843) (980 433)

3. INVENTORYConsumables – cafeteria, restaurant and bars 260 611 187 925

4. RECEIVABLES FROM EXCHANGE TRANSACTIONSTrade receivables (analysed below) 678 224 1 817 345Prepayments 91 965 95 993National Lotteries Distribution Trust Fund 1 600 000 1 600 000Other receivables 388 555 369 261

2 758 744 3 882 599

Provision for impairment has been made for debts where recovery appears to be doubtful.

Trade receivables analysisCurrent 113 866 836 595Less than 30 days 273 530 124 665Less than 60 days 107 660 147 727Less than 90 days 9 510 52 111Over 90 days 262 634 760 181Provision for impairment (88 976) (103 934)

678 224 1 817 345As at 31 March, the ageing analysis of trade receivables are as follows:

Total Neither past due nor impaired

Past due but not impairedCurrent <30 days <60 days <90 days >90 days

2015 678 224 287 924 34 468 114 541 47 278 9 342 184 6712014 1 817 345 977 708 78 101 56 466 21 141 8 966 674 963

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2015R

2014R

Provision for impairment of trade receivablesCarrying amount at beginning of yearPrior year write offsProvisions this yearProvisions reversed

103 934(81 340)

66 382–

42 331–

61 603–

Carrying amount at end of year 88 976 103 934

5. NET EXPENDITURE ON FUTURE PRODUCTIONSAll revenue and expenditure relating to productions and projects in respect of which the majority of the performances have not been presented by 31 March 2015 is deferred to the following fi nancial year, to the extent that such expenses are considered recoverable from future production revenue.

1 182 073 187 089

6. CASH AND CASH EQUIVALENTSCash on hand Cash at bank – ABSACash at bank – NedbankFunds on deposit – Nedbank

21 3472 100

194 33152 063 685

19 1366 008

179 21655 926 897

52 281 463 56 131 257

7. PROVISIONSPOST-RETIREMENT MEDICAL BENEFITSProvision is made for certain post-retirement medical benefi ts by funding a portion of the medical aid contributions of eligible retired employees. Refer to note 19.2. Gross carrying amount at beginning of yearPost-retirement medical benefi t expense (calculated below)Contributions paid

1 274 000724 073

(197 073)

1 676 000(239 862)(162 138)

Gross carrying amount at end of year 1 801 000 1 274 000

accounted for as follows:Non – current liabilitiesCurrent liabilities

1 557 000244 000

1 131 000143 000

1 801 000 1 274 000Post-retirement medical benefi t expenseInterest costActuarial (loss) / gain

(102 000)(622 073)

(102 138)342 000

(724 073) 239 862

8. FINANCE LEASE LIABILITYFinance lease liability 13 849 2 687Less: Short term portion (Due within one year) 12 211 2 687Due later than one year but not later than 5 years 1 638 –

The fi nance lease liability is in respect of cellular phone contracts and is classifi ed as fi nance leases.


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2015R

2014R

9. PAYABLES FROM EXCHANGE TRANSACTIONSTrade payables 3 220 213 2 881 658Accruals 723 092 764 882Other 59 341 37 036

4 002 646 3 683 576

10. DEFERRED GOVERNMENT GRANT REVENUE10.1 Department of Arts & CultureCarrying amount at beginning of year 48 074 211 21 933 929Amount received for capital works – 45 650 000Amount utilised for touring productions – (750 000)Amount utilised for capital works (2 051 158) (18 759 718)

Carrying amount at end of year 46 023 053 48 074 211

10.2 Provincial Government of the Western CapeCarrying amount at beginning of year 607 870 –Amount received for capital works – 14 334 894Amount received for sponsored projects 115 623 1 009 160Amount utilised for capital works – (14 334 894)Amount utilised sponsorship projects (617 505) (401 236)

Carrying amount at end of year 105 988 607 870

TOTAL carrying amount at end of year 46 129 041 48 682 081

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 21.

11. OTHER OPERATING REVENUERevenue from exchange transactions 19 040 629 18 248 292Venue rental 5 369 860 4 279 991Manufacturing services & hiring 407 938 630 739Marketing and advertising 276 905 836 091Production revenue 3 459 381 2 749 352Revenue – cafeteria, restaurant and bars 9 283 853 9 260 092Surplus on disposal of assets 115 –Other revenue 242 577 492 027

Revenue from non-exchange transactions 1 427 008 4 094 064Sponsorship – General Sponsorship – National Lotteries Distribution Trust Fund

1 427 008–

2 494 0641 600 000

20 467 637 22 342 356

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2015R

2014R

12. ADMINISTRATIVE EXPENSESAuditors’ remuneration (external) 1 308 329 1 071 326Auditors’ remuneration (internal) 394 600 147 537Bad debts 66 382 61 603Bank charges 130 140 140 614Catering – Cafeteria, restaurant and bars 10 473 911 9 300 562Cleaning 3 148 497 2 818 268Consultancy Fees 86 251 165 660Council and audit committee members’ remuneration 63 910 86 854Electricity and water 6 358 527 5 876 703

Insurance 177 313 168 048IT maintenance and support 455 713 443 493Legal Fees – 4 478Manufacturing consumables 17 550 123 458Loss on disposal of assets – 346Marketing and publicity 1 432 010 2 604 064Offi ce costs and telephone 915 346 932 683Operating consumables 389 797 216 008Operating leases 218 744 279 387Other sundry expenses 664 132 702 571Repairs and maintenance 954 376 3 287 799Security 3 962 973 3 736 027Staff related expenses 979 174 1 287 598Transport and travelling (incl. after hours transport) 1 694 027 2 021 720

33 891 702 35 476 807

13. COMPENSATION OF EMPLOYEESProvident fund contributions 3 039 367 2 996 401Medical aid contributions 2 111 254 2 095 520Gross salaries and wages 25 619 921 25 433 537

30 770 542 30 525 458


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2015R

2014R

14. CASH FLOWS FROM OPERATING ACTIVITIESNet (defi cit)/surplus for the yearAdjustments: Depreciation – property, plant & equipment Amortisation – intangible assets Interest received – cash resources (Surplus)/Loss on disposal of assets Post-retirement medical expense loss / (gain)

(9 296 983)

9 289 30825 374

(3 106 905)(115)

527 000

16 743 633

8 957 620165 977

(1 102 403)346

(402 000)

Operating (defi cit) / surplus before working capital changes (2 562 321) 24 363 173

Decrease in trade and other receivables Increase in net expenditure to be incurred on future productionsIncrease in inventoryIncrease / (Decrease) in current liabilities (excluding short term lease and short term post-retirement medical provision)

1 027 861(994 984)(72 686)

(2 471 207)

598 520(50 732)(9 277)

24 369 967

(5 073 337) 49 271 651

15. ADDITIONS TO PROPERTY, PLANT AND EQUIPMENTEquipment (126 693) (2 724 025)Furniture & Fittings – (683 258)Computers (258 851) (252 473)Improvements to leased property – (12 953 481)Work in progress (1 503 340) –

(1 888 884) (16 613 327)

16. SCHEDULE OF BUDGET INFORMATIONDifferences between budget and actual amounts basis of preparation and presentationThe amounts in the fi nancial statements were recast from the accrual basis to the cash basis and reclassifi ed by functional classifi cation to be on the same basis as the fi nal approved budget. In addition, adjustments to amounts in the fi nancial statements for timing differences associated with the continuing appropriation and differences in the entities covered (government business enterprises) were made to express the actual amounts on a comparable basis to the fi nal approved budget. The amounts of these adjustments are identifi ed in the following table.

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Approved Budget Adjustment Final Budget

Actual amounts on comparable

basis

Difference between fi nal

and actual

INCOME 78 155 000 – 78 155 000 77 496 145 (658 855)Government grant 54 755 000 – 54 755 000 53 921 603 (833 397)Rendering of services 22 550 000 – 22 550 000 20 467 637 (2 082 363)Investment revenue 850 000 – 850 000 3 106 905 2 256 905

EXPENDITURE 78 155 000 – 78 155 000 87 161 358 9 006 358 Administrative expenses 31 440 000 – 31 440 000 33 891 702 2 451 702Amortisation and depreciation 6 000 000 – 6 000 000 9 314 682 3 314 682Compensation of employees 33 085 000 – 33 085 000 30 770 542 (2 314 458)Production expenses 7 450 000 – 7 450 000 12 460 359 5 010 359Other expenditure 180 000 – 180 000 724 073 544 073

– – – (9 665 213) (9 665 213)

Changes from the approved budget to the fi nal budgetThe changes between the approved and fi nal budget are a consequence of reallocations within the approved budget parameters resulting from the audit recommendation to disclose revenue from catering services separately from the related expenditure.

Reconciliation of budget surplus with the surplus in the statement of fi nancial performance

2015R

2014R

Net surplus per the statement of fi nancial performance (9 665 213) 16 743 633Adjusted for:Decrease / (Increase) in capital works grant utilised 833 397 (29 594 612)Decrease / (Increase) in other operating revenue 2 082 363 (3 179 356)Increase in interest received (2 256 905) (304 795)Increase in administrative expenses 2 451 702 12 091 404Increase in amortisation and depreciation 3 314 682 –Decrease in compensation of employees (2 314 458) (1 134 542)Increase in other production expenses 5 010 359 5 833 130Increase / (Decrease) in provisions other expenditure 544 073 (454 862)Net surplus per approved budget – –

Explanation of differences between budget and actual amounts• No major capital works projects undertaken during the current year.• Operating revenue increased primarily due to increase in revenue generated from venue rental and catering services.• Administrative expenses increased primarily due to catering expenses and repairs and maintenance and other

operational expenditure concomitant to the additional grants and additional revenue generated.• Production expenses increased as a result of the increase in productions to meet the objectives of a diversifi ed artistic

programme and to ensure that the “dark periods” in the theatre are limited.


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17. OPERATING LEASESThe 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 119 804 154 883

Due later than one year but not later than 5 years 27 023 46 863

18. REMUNERATION 18.1 Emoluments of Council, Audit and Human Resources committee

Non-executive directors (fees as council members) 2015R

2014R

Prof S Fikeni (Chairperson) 9 408 16 536Prof N Mtetwa (Deputy-Chairperson until 30 September 2014)) 4 864 10 944Ms R Benjamin-Swales (until 30 September 2014) 2 700 8 960Mr D Cloete-Hopkins (until 30 September 2014) 2 700 3 328Mr T Tsukudu (until 30 September 2014) 5 400 8 192Prof L Mazwi-Tanga (until 30 September 2014) 2 700 3 584Mr N Muyanga (Deputy-Chairperson as from 1 December 2014) 4 524 2 048Mr B Losper (until 30 September 2014) 1 620 2 816Mr A Horne (until 30 September 2014) – 2 048Ms M Lucouw (until 30 September 2014) 3 240 5 120Mr M Vulindlu (employed by City of Cape Town – no fee payable, as from 1 December 2014)

– –

Ms R Rorke (as from 1 December 2014) 1 620 –Dr M Jacobs (as from 1 December 2014) 1 620 –Princess C Dlamini (as from 1 December 2014) 1 620 –Ms L Meinert (as from 1 December 2014) 810 –

42 826 63 576Audit and Risk Committee Members (fees as members)Ms R Benjamin-Swales 8 064 7 632Mr B Losper (until 30 September 20140 3 264 3 084Adv J Kruger 1 632 4 626Princess C Dlamini (as from 1 December 2014) 1 632 –Dr M Jacobs (as from 1 December 2014) 1 632 –

16 224 15 342Human Resources Committee Members Mr T Tsukudu (until 30 September 2014) 2 160 4 096Prof L Mazwi-Tanga (until 30 September 2014) 810 1 536Mr N Muyanga (until 30 September 2014) 810 2 304Mr M Vulindlu (employed by City of Cape Town – no fee payable, as from 1 December 2014)

– –

Ms R Rorke (as from 1 December 2014) 1 080 –4 860 7 936

TOTAL Emoluments of Council, Audit and Human Resources committee 63 910 86 854

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18.2 Emoluments of Executive Directors

Basic

Salary and allowances

Social Contributions(Retirement &

Medical)

2015TOTAL

2014TOTAL

Mr M Maas * 1 444 361 159 322 1 603 683 1 509 127Mr P Lourens ** 1 264 062 289 176 1 553 238 1 361 127Ms M Le Roux ** 1 057 989 241 680 1 299 669 1 187 806

3 766 412 690 178 4 456 590 4 058 060

* Basic Salary and allowances includes the exit package of R743 651* Basic Salary and allowances include acting allowances paid in respect of acting roles with higher responsibilities

assumed during the year.

19. RETIREMENT BENEFIT INFORMATION

19.1 PROVIDENT FUND CURRENT YEAR CONTRIBUTIONSThe defi ned contribution Provident Fund, which covers 90 employees (2014: 93) at year-end, employer and employee contributions in the current year amounted to R4 420 899 (2014: R4 358 401).

19.2 POST-RETIREMENT MEDICAL BENEFITArtscape operates a post-retirement benefi t scheme for eligible retired employees. The liability raised in note 7 above is in respect of the 6 (2014: 5) 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 2015.

Trend InformationThe trend information as required by GRAP 25 for the previous 5 years, determined by the independent actuaries is:

R’ Million Mar-15 Mar-14 Mar-13 Mar-12 Mar-11Present Value of Obligations 1.801 1.274 1.676 1.477 1.380

Fair Value of Plan Assets – – – – –

Present Value of Obligations in excess of Plan Assets 1.801 1.274 1.676 1.477 1.380Experience Adjustments(Actuarial Gain/(Loss) before Changes in Assumptions)In respect of Present Value of Obligations (0.573) 0.288 (0.169) (0.105) (0.077)

In respect of Fair Value of Plan Assets – – – – –

Valuation method and main assumptionsThe actuarial valuation method used by the actuaries to value the liabilities is the Projected Unit Credit Method prescribed by GRAP 25. Future benefi ts valued are projected using specifi c actuarial assumptions and the liability for in-service members is accrued over expected working lifetime. Any plan assets are valued at current market value as required by GRAP 25. In order to undertake the valuation, it is necessary to make a number of assumptions.

The most signifi cant assumptions used for the current and previous valuations were a discount rate of 7.3% (2014: 8.5%) and health care cost infl ation of 7.1% (2014: 8.3%).


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Sensitivity ResultsThe results of the valuation are extremely sensitive to the assumptions used.

The valuation results set out above are based on a number of assumptions. The value of the liability could turn out to be overstated or understated, depending on the extent to which actual experience differs from the assumptions adopted. The liability was recalculated to show the effect of:• A one percentage point decrease or increase in the rate of health care cost infl ation; • A fi ve or ten percentage point increase in the rate of health care cost infl ation for the next fi ve years, thereafter returning

to a health care cost infl ation of 7.1% p.a.;• A one percentage point decrease or increase in the discount rate.

Health Care Cost Infl ation

Central Assumption

7.10% –1% +1%Accrued Contributions Liability (R’ Million) 1.801 1.716 1.895% Change – –4.7% +5.2%Current Service Cost + Interest Cost (R’ Million) 0.122 0.115 0.128% Change – –5.7% +4.9%

Sensitivity results from previous valuation

Central Assumption

8.30% –1% 1%Current Service Cost + Interest Cost 2014/2015 (R’ Million) 0.102 0.096 0.109% Change – –6.9% +6.9%

Health Care Cost Infl ation

Central Assumption

7.10% +5% for 5 years +10% for 5 yearsAccrued Contributions Liability (R’ Million) 1.801 2.099 2.445% Change – +16.5% +35.7%

Discount rate

Central Assumption

7.30% –1% +1%Accrued Contributions Liability (R’ Million) 1.801 1.899 1.713% Change – +5.4% –4.9%

20. FINANCIAL INSTRUMENTSFinancial instruments carried on the statement of fi nancial position are classifi ed as fi nancial assets and as fi nancial liabilities in terms of GRAP 104 and consist of receivables, cash and cash equivalents and trade and other payables.

20.1 Fair valuesAt 31 March 2015 and 31 March 2014 the carrying values of fi nancial instruments reported in the fi nancial statements approximate their fair value.

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20.2 Market riskInterest rateArtscape deposits short-term cash surpluses with a major bank of a high quality credit standing and therefore has low interest rate exposure on its bank accounts. These deposits attract interest at rates linked directly to the prime overdraft rate.

Currency and other price riskArtscape is not exposed to any of the above named risks.

20.3 Credit riskCash and cash equivalentsCredit risk is mitigated by the fact that Artscape only deposits cash surpluses with major banks of high credit standing. The maximum exposure to credit risk at the reporting date is the bank balances as disclosed in the Cash Flow Statement. The table below shows the credit rating and balances of the banks used by Artscape.

Rating 2015 2014Nedbank Limited AA 52 258 016 56 106 113ABSA Bank Limited AAA 2 100 6 008

Accounts and other receivablesCredit risk is mitigated through management’s assessment of the credit quality of debtors, taking into account their fi nancial position, 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. Four debtors that constitute 84% 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.

20.4 Liquidity riskArtscape manages liquidity risk by monitoring its cash fl ow requirements. Council is of the opinion that the net carrying value of the liabilities approximate their fair value and that Artscape has suffi cient resources to settle its short term liabilities.The table below analyses Artscape’s fi nancial liabilities into maturity groupings based on the remaining period at the reporting date to the contractual maturity date.

Maturity analysis

2015Less than 12 Months

Over 12 Months

Trade payables 3 220 213 –Accruals 723 092 –Other payables 59 341 –Finance lease liability 12 211 1 638Post-retirement medical liability 244 000 1 557 000

4 258 857 1 558 638


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2015R

2014R

Maturity analysis

2014Less than 12 Months

Over 12 Months

Trade payables 2 881 658 –Accruals 764 882 –Other payables 37 036 –Finance lease liability 2 687 –Post-retirement medical liability 143 000 1 131 000

3 829 263 1 131 000

The deferred government grant revenue is not a fi nancial liability as it is similar to revenue received in advance, and has been excluded from the maturity analysis. It will only become a fi nancial liability if it becomes re-payable.

20.5 Financial instruments per category

20.5.1 Loans and receivablesAssets per statement of fi nancial positionTrade and other receivables (excluding prepayments) 2 666 779 3 789 606Cash and cash equivalents 52 281 463 56 131 257

54 948 242 59 917 863

20.5.2 Liabilities at amortised valueLiabilities as per statement of fi nancial positionTrade and other payables 4 002 646 3 683 576Finance lease liabilities 13 849 2 687Post-retirement medical liability 1 801 000 1 274 000

5 817 495 4 960 263

21 RELATED PARTIES21.1 Department of Arts & CultureThe 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.

All public entities under the control of DAC are related parties. Except for the transaction with the DAC public entities listed below, Artscape had no transactions with any of the other entities.

Details of the transactions between DAC and Artscape are as follows:Revenue receivedOperational grant 50 755 000 47 821 000Capital works grant – 45 650 000Touring productions 83 333 –

Government grant deferred 46 023 053 48 074 211

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The deferred government grant will be fully utilised during the 2015/2016 fi nancial year as part of the new tender to be awarded for the ongoing space optimization projects.

Details of the transactions between the South African State Theatre and Artscape are as follows:Revenue receivedMarket Theatre contribution to the production cost of Rainbow Scars 218 965Market Theatre contribution to the production cost of The View 30 205

Details of the transactions between the Playhouse Company and Artscape are as follows:Revenue receivedPlayhouse Company contribution to the production cost of Brothers in Blood – 121 050

21.2 Provincial Government of the Western CapeThe 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:

2015R

2014R

Revenue receivedAnnual maintenance 168 000 160 000Contribution to maintenance and upgrade projects – 14 334 894Contribution to EPWP internship programme – 2013/14 – 401 236Contribution to EPWP internship programme – 2014/15 712 075 107 870Contribution to Freedom Day production – 2014/15 425 000 –Contribution to EPWP internship programme – 2015/16 105 987 –Contribution to 2014/2015 rural outreach programme – 500 000Government grant deferred 105 987 607 870Amount outstanding (included in Trade receivables) – –

21.3 Culture, Arts, Tourism, Hospitality and Sport Sector Education (Cathsseta)Cathsseta, the Culture Art Tourism Hospitality and Sports Sector Education and Training Authority established under the Skills Development Act (No 97 of 1998) [the Skills Act] for the Tourism, Hospitality and Sport Economic Sector. Details of the transactions between Artscape and Cathsseta are as follows:

Revenue receivedContribution to Wellington Mbekweni learnership– 2014/15 127 500 –


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22 IRREGULAR EXPENDITURE2015

R2014

RIrregular expenditure 2 383 145 –

2 383 145 –

Analysis of expenditure awaiting condonation per age categoryCurrent year 2 383 145 –

2 383 145 –

Non-compliance to SCM regulations 2 383 145 –2 383 145 –

23 CONTINGENT LIABILITIESSection 53(3) of the Public Finance Management Act, 1999 (Act No. 1 of 1999) indicates that a public entity may not budget for a defi cit and may not accumulate surpluses unless the prior written approval of the National Treasury has been obtained.

National Treasury approved the retention of the accumulated surplus at at 31 March 2014. The defi cit recorded for the year ended 31 March 2015 will reduce the accumulated surplus to R137 812 477. Should National Treasury review the approval a contingent liability may exist for the accumulated surplus.

24 COMMITMENTSAt the fi nancial performance date Artscape had outstanding commitments in respect of orders placed for goods and services but not yet received or rendered. These commitments are in respect of:

Goods and services 768 594 400 455

Capital goods – –

768 594 400 455

25 PUBLIC FINANCE MANAGEMENT ACT 1999 (Act No. 1 of 1999) Section 55 (2)No material losses through criminal conduct or irregular, fruitless or wasteful expenditure were incurred during the year.

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 2014 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 and signifi cance.

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Artscape Switchboard 021 410 9800Fax 021 421 5448Email [email protected] www.artscape.co.za

REGISTERED OFFICEARTSCAPE Theatre Centre DF Malan Street, Cape Town 8001

RP320/2015 ISBN: 978-0-621-44019-5P.O.BOX 4107 CAPE TOWN 8000


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