Strategic Plan 2015|16 - 2019|20 · 5.2. Strategic reorientation 48 5.3. Radical economic transformation 49 5.4. Outward-oriented planning 49 5.5. Strategic issues arising from this

DAC Strategic Plan

2015|16 -

Arts and CultureDepartment:

REPUBLIC OF SOUTH AFRICA

arts & culture

2019|20

NATIONAL SYMBOLS OF SOUTH AFRICA

The National Animal: SPRINGBOKThe National Animal is the SPRINGBOK (Antidorcas marsupialis). This species has adapted to the dry, barren areas and open grass plains and is thus found especially in the Free State and North West Province, and in the Karoo up to the west coast. They move in small herds during winter, but often crowd together in bigger herds in summer. They breed throughout the year and lambs are born after a six-month gestation period.

The National Flower: KING PROTEAThe National Flower is the GIANT or KING PROTEA (Protea cynaroides), found in the south-western and southern areas of the Western Cape, from the Cedarberg to just east of Gra-hamstown. The artichoke-like appearance of the flower heads of the king protea lead to the specific name ‘cynaroides’, which means ‘like cynara’ (the artichoke). A number of varieties in colour and leaf shapes are found, but the most beautiful is the pink flower.

The National Tree: REAL YELLOWWOODThe National Tree is the REAL YELLOWWOOD (Podocarpus latifolius), found from Table Mountain, along the southern and eastern Cape coast, in the ravines of the Drakensberg up to the Blouberg and the Soutpansberg in Limpopo. The Yellowwood family is primeval and has been present in this part of Africa for more than 100 million years. The crown is relatively small in relation to its height and is often covered with grey lichen.

The National Bird: BLUE CRANEThe National Bird is the BLUE CRANE (Anthropoides paradisia). It is quite common in the Karoo, but is also seen in the grasslands of KwaZulu-Natal and the Highveld, usually in pairs or small family parties. This elegant bird is a light blue-grey, with a long neck supporting a big head, long legs and elegant wing plumes that sweep to the ground. It eats seeds, insects and reptiles.

The National Fish: GALJOENThe National Fish is the GALJOEN (Coracinus capensis), which is found only along the South African coast. It keeps to mostly shallow water, is often found in rough surf and sometimes right next to the shore. The galjoen is a familiar sight for anglers. Its diet consists mainly of red bait (ascidians), small mussels and barnacles. It is also known in KwaZulu-Natal as blackfish or black bream.

NATIONAL FLAGThe National Flag of the Republic of South Africa was taken into use on 27 April 1994.The unique central design of the flag, which begins as a “V” at the flag-post and comes together in the centre of the flag, ex-tending further as a single horizontal band to the outer edge of the fly, can be seen as representing the convergence of diverse elements in South African society, which then take the road ahead in unison. This idea also inks up with the motto of the new National Coat of Arms, namely !ke e: /xarra //ke, in the lan-guage of the /Xam San people, which literally means “diverse people unite”.The Flag must not touch the floor or the ground.• The Flag must be not used as a tablecloth or be draped in

front of a platform.• The Flag must not be used to cover a statue, plaque, corner-

stone, etc. at unveiling or similar ceremonies.• The Flag must not be used to start or finish any competition,

race or similar event

When the flag is hoisted on a flagpole, the red band must be the uppermost and the black triangle must be on the side of the pole or hoist.When it is displayed horizontally against

a wall, the hoist should be to the left of the spectator and the red band uppermost.

When the National Flag is displayed vertically against a wall, the red band should be to the left of the spectator with the hoist or the cord seam uppe-

most.

Department of Arts and Culture

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Strategic Plan 2014 | 2015 - 2019 | 2020

Published by the dePartment of arts and Culture

Private bag X897Pretoria, 0001south afriCa

tel: +2712 441 3000faX: +2712 441 3699

the strategiC Plan for the dePartment of arts and Culture is available on:

www.daC.gov.za

ISBN:

Strategic Plan 2014 | 2015 - 2019 | 2020Department of Arts and Culture

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FOREWORD BY THE MINISTER OF ARTS AND CULTURE 6

OFFICIAL SIGN-OFF 8

NOTE FROM THE DEPUTY MINISTERS DESK 9

INTRODUCTION BY THE ACTING DIRECTOR-GENERAL 11

LIST OF ACRONYMS AND ABBREVIATIONS 16

1. VISION, MISSION AND VALUES 18

2. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS 19

3. CONSTITUTIONAL AND LEGISLATIVE MANDATE 20

3.1. Constitutional mandate 20

3.2. Legislative mandate 21

3.3. The policy context for strategic planning 27

3.4. Relevant court rulings 31

3.5. Key policy and legislative developments 31

4. SITUATIONAL ANALYSIS 32

4.3. Overview of departmental performance 38

4.4. Organisational environment 44

5. STRATEGY DEVELOPMENT 47

5.1. Background 47

5.2. Strategic reorientation 48

5.3. Radical economic transformation 49

5.4. Outward-oriented planning 49

5.5. Strategic issues arising from this Plan 50

6. STRATEGIC OUTCOMES-ORIENTED GOALS 51

7. POLICY PRIORITIES 53

Policy lever 1: 53

Policy lever 2: 57

Policy lever 3: 54

Policy lever 4: 60

8. OUTCOMES-ORIENTED GOALS LINKED TO POLICY PRIORITIES AND BUDGET PROGRAMMES 62

table of Contents


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Strategic Plan 2014 | 2015 - 2019 | 2020

9. STRATEGIC PRIORITY AREAS LINKED TO OUTCOMES 69

Key imperatives: 71

Strategic Priority Area 2: White Paper Finalisation 71

Key Imperatives: 71

Strategic Priority Area 3: Mzansi Golden Economy 72

Key imperatives: 73

Strategic Priority Area 4: Heritage Promotion and Preservation 74

Key imperatives: 74

Strategic Priority Area 5: The ACH Schools Programme 74

Key imperatives: 75

Strategic Priority Area 6: Library Services (Conditional Grants) 75

Key imperatives: 75

Strategic Priority Area 7: Cultural Diplomacy Programme 76

Key imperatives: 76

Strategic Priority Area 8: Language Programme 76

Key imperatives: 76

Strategic Priority Area 9: DAC Public Entity Governance 76

Key imperatives: 76

Strategic Priority Area 10: National Days 77

Key imperatives: 77

Strategic Priority Area 11: Archives and Records Management 77

Key imperatives: 77

10. PROGRAMME 1: ADMINISTRATION 80

10.1. PROGRAMME 1: RESOURCE CONSIDERATIONS 84

10.2. PROGRAMME 1: RISK MANAGEMENT 85

11. PROGRAMME 2: INSTITUTIONAL GOVERNANCE 87

11.1 PROGRAMME 2: RESOURCE CONSIDERATIONS 91

11.2. PROGRAMME 2: RISK MANAGEMENT 92

12. PROGRAMME 3: ARTS AND CULTURE PROMOTION AND DEVELOPMENT 94


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12.2 PROGRAMME 3: RISK MANAGEMENT 99

13. PROGRAMME 4: HERITAGE PROMOTION AND PRESERVATION 102


13.2 PROGRAMME 4: RISK MANAGEMENT 107

14. LINKS TO LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS 112

15. CONDITIONAL GRANTS 113

16. PUBLIC ENTITIES REPORTING TO THE DEPARTMENT 114

17. MONITORING OF DAC PUBLIC ENTITIES 116

18. PUBLIC-PRIVATE PARTNERSHIPS 116

19. MATERIALITY FRAMEWORK 116

foreword and introduCtion


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foreword by the minister of arts and Culture

minister of arts and Culture, mr nathi mthethwa, mP

As we enter the 21st year of our freedom and democracy, we recognise that any understanding of modern day South Africa and hence the future we are constructing, must proceed from the vantage point of a historical consciousness

shaped by earlier generations.

Since the present is but a synthesis of the contradictory forces of the past, therefore learning to

reflect on our past helps inoculate us, as far as possible, from the malady of repeating past follies.

April 27, 1994 marked a decisive break with the past, in that a new process was embarked upon of forming a new nation on the southern tip of the African continent.

In 2004 the new standalone Ministry of Arts and Culture also came into being with process charged primarily primarily with the task of facilitating the process of nation formation and nation building.

The South African nation is a product of many streams of history and culture, representing the origins, dispersal and re-integration of humanity over hundreds of thousands of years. It is a history characterised by settlements and migrations, by pastoralism and the emergences of towns and later cities. It is a multi-faceted narrative of those who formed small communities along the coastline, of pastoral people and kingdoms of gold. It is about centuries of interactions with seafaring communities. It is the story of brave wars of resistance and of dispossession. More recently it is the story of minerals, urbanisation, manufacturing and a

country that is a meeting place for different languages and varied cultural expressions. It is also a story of suffering and endurance, of triumph against oppression, of the values of Ubuntu and the building of a new society of free people.

The success of our efforts in nation building and social cohesion demands more than just a passion. It demands an understanding of our concrete conditions facing us. It demands a sober assessment of the obstacles in our way and an appreciation that such efforts will be bitter and protracted. It further demands that we makes choices and choose collective and shared approaches to our work over the drama that comes from merely seeing our nation as a performance space on which we enact our lives. The truths of a nation, as Frantz Fanon writes in The Wretched of the Earth, “are, in the first place, its realities”.

The dark days of apartheid bestowed on us as a legacy of mistrust and infighting, the prevalence and believe in a superiority complex of some over others, the domination of a few over many, while the oppressed majority fought to correct the wrongs committed by other.

However, the essence of our approach is not to mourn this treacherous past; but to find solutions to a complex reality.

For nation building and social cohesion to succeed and gather steam, we need to do the following, amongst others:

• We should encourage our children to know national symbols and appreciate the fact that these symbols define how we are and how the world understands us.


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Strategic Plan 2014 | 2015 - 2019 | 2020

• We should continually implement integrated anti-poverty programmes, ensuring that these programmes address not only social assistance, but also the sustainable integration of all communities into economic activity. The Mzansi Golden Economy and Mzansi Golden Market speak to these efforts in our area of work.

• We should consolidate partnerships across society to strengthen social cohesion and ensure that our nation achieves the values of a caring society, inspired by the traits of human compassion which informed our struggle against colonialism.

• There are also should be deliberate collective action to promote a positive role by the institution of the family. The public media also have a critical role to play in promoting social cohesion.

• This we shall do, proceeding from the understanding that comprehensive social transformation entails changing the material conditions of all South Africans for better; but also ensuring that we forge a nation inspired by values of human solidarity. It is a combination of these factors that describe the national democracy that we seek to build.

• Liberation also means engendered freedom of the human spirit to search for better ways of doing things, to express oneself freely and to enjoy the creative endeavours of humanity. But, informed by the precepts of the country`s Constitution, including the Bill of Rights, we do recognise that attached to individual freedom is individual responsibility; attached to collective freedom is collective responsibility. Thus we encourage dialogues and debates, the sharing of knowledge, the celebration of our literature, visual arts, performing arts, heritage and culture.

• Thus we will work with all sectors of society to promote an overarching South African identity, recognising the diversity of the country`s people.

• We will promote pride in our heritage including geographic and place names, our African identity and our common humanity as global citizens.

Yet we are only at the beginning of a long journey to a truly united, non-racial, non-sexist, democratic and prosperous South Africa in which the value of all citizens is measured by their humanity, without regard to race, gender and social status.

The task of nation building and social cohesion is a matter which society must be seized with Actions that we do as a collective and as individuals in our various stations of life must speak to this matter. Our task is that of building an inclusive society and instilling a consciousness in our people that indeed they have more in common than that which divided them.

In doing so, we must address the challenge of addressing all the various disciplines of the arts, recognise all the strands of our heritage and culture and produce the enabling conditions that allow our people to effect changes in their own lives

Let us all put shoulders to wheel.

In the words of the late, former South African President, Tata Nelson Mandela in a Long Walk to Freedom:

“I have travelled this long road to freedom. I trust I did not falter. I made missteps along the way. But I have discovered the secret that, after crossing a great hill, one only finds that there are many more hills to cross”

Let us continue through our collective efforts to climb the huge hills that still lie ahead. Let us proceed hand in hand, because only together can we build a socially cohesive, united and creative nation where all our dreams come true.

_______________________

mr nathi mthethwa, mP

minister of arts and Culture


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offiCial sign-offIt is hereby certified that this Strategic Plan:

• Was developed by the sectoral management of the Department of Arts and Culture under the guidance of Mr Nkosinathi Mthethwa, the Executive Authority;

• Takes into account all the relevant policies, legislation and other mandates for which the Department is responsible; and

• Accurately reflects the strategic outcomes-oriented goals and objectives that the Department will endeavour to achieve over the five-year period 2015/16–2019/20.

recommended by:

Mr Mandlenkosi Langa Signature:

Acting Chief Financial Officer Date: 27/02/2015

Mr Vuyo Jack Signature:

Acting Accounting Officer Date: 27/02/2015

Mr Sthenjwa Ngcobo Signature:

Official Responsible for Planning Date: 25/02/2015

Ms. Rejoice Mabudafhasi, MP Signature:

Deputy Minister Date: 25/02/2015

approved by:

Mr Nathi Mthethwa, MP Signature:

Executive Authority Date: 03/03/2015


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Strategic Plan 2014 | 2015 - 2019 | 2020

note from the dePuty minister’s desK

deputy minister: ms. rejoice mabudafhasi, mP

The Department of Arts and Culture (DAC) is forging ahead with the agenda of “Transforming Society

And Uniting The Country” as instructed by the National Development Plan through implementing

programmes that will help us, as a country, achieve “A Diverse, Socially Cohesive Society With A Common

National Identity” as unpacked by Outcome 14 of the 2014-2019 Medium Term Strategic Framework.

For the DAC and its sector to effectively implement its mandate and achieve the outcomes that it has to achieve, it needs to transform itself and start to function like an integrated holistic and single unit. Fragmentation and silos only hinder the realization of a big picture. In the past few years the department adopted a sector-wide strategic planning framework whose sole purpose is to drive integrated planning which has produced this plan. It is hoped that the implementation process, monitoring and evaluation of this plan will also take a sector-wide and integrated approach. It is important to focus on the outcomes and the impact that our programmes should be making in our sector and society.

As part of the radical transformation approach, it is important that the department focuses on the empowerment elements of women, children, youth and people with disabilities.

It is very important that we begin to use arts, culture and heritage to empower our vulnerable groups. Over and above ensuring that these previously marginalised groups are brought to the centre of arts, culture and heritage, empowerment should include economic benefits that will help alleviate the triple challenges, i.e. unemployment, poverty, inequality.

Education is the number one priority of our government. It is therefore important that our children get good quality education to ensure that they grow up to be rounded and complete citizen of our country ready to take this wonderful nation forward. The Department of Arts and Culture should significantly contribute to the education of the South African child. Working with the Department of Basic Education, we should ensure that the schools curriculum teaches our children correct and complete South African history and heritage without any bias. Arts, culture and heritage should be central in the schools curriculum as this would help in many things including development and early identification of artistic talent, audience development, discipline and many other beneficial traits.


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It is against this background that the department is working hard to put together an Integrated Schools Programme on Arts, Culture and Heritage. This programme includes, but is not limited to:

• Building of Libraries and supplying Library Material

• Rolling out of Flags in every school

• Distribution of Preamble of the Constitution to contribute to teaching of Constitutional Values

• Deploying Artist in schools to ensure that children are exposed to Arts Practitioners of various discipline

• Arts, culture and heritage games for schools

• Museum programme for schools

This will need more than just collaboration and integration of various units within the departments and its institutions; it will also need collaboration with the Department of Basic Education and other relevant institutions.

The Department of Arts and Culture is ready to lead its sector in realising a vibrant and transformed Arts, Culture and Heritage Sector, leading nation building through social cohesion and socio-economic inclusion.

_______________________

ms. rejoice mabudafhasi, mP

dePuty minister of arts and Culture


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Strategic Plan 2014 | 2015 - 2019 | 2020

introduCtion by the aCting direCtor-general

Acting Director-General, mr vuyo Jack

The National Development Plan: ‘Vision 2030’ (NDP) was adopted by government in 2012 as a policy framework to guide the transformation of our country into a prosperous and socially cohesive society. Vision 2030 framed the hopes and dreams of our people, with ideas and insights gathered

from a broad spectrum of communities and individuals, reminiscent of the 1955 Freedom Charter.

Those who came together on the 26th of June 1955 at the ‘Congress of the People’ in Kliptown represented a

truly diverse gathering – a meeting of minds from different races, genders, backgrounds, abilities, beliefs, educational levels, economic standing and experience. Together, they built a vision of what could be in a free and fair South Africa.

Nearly 60 years later, many of the freedoms inscribed in the Freedom Charter are enshrined in our country’s Constitution. Supported by an independent judiciary and the Bill of Rights, our Constitution founded our democratic state and common citizenship on the values of human dignity, the achievement of economic inclusivity and racial equality, and the advancement of human rights and freedoms.1

The Department of Arts and Culture (DAC) carries a special responsibility to guide and direct the unique policy mandate of leading the vision of a non-racial, non-sexist and democratic South Africa. The Department’s obligation to lead nation building and its commitment to the central principles of the Constitution are also guided by the recognition that a socially cohesive society

1 Constitution of the Republic of South Africa, 1996, section 1

must be based on equity, on redressing past imbalances, and on a progressive improvement of the quality of life of the poor.

The vision of an inclusive, cohesive society is therefore inseparable from the vision expressed in the Freedom Charter: a society in which all are equal participants in the creation of a shared future, regardless of race, class, gender, disability, country of origin, age, belief, or any other distinguishing factor. This emphasises the vision of a united nation by 2030 that reflects its diversity within a social and economic environment that promotes equal opportunities for all.

The ideal of social inclusivity and cohesion therefore relates to the experience of integration, transformation, and the creation of opportunities for all to access their constitutional rights, to have their needs met, and to assume their responsibilities. The concept of ‘social cohesion’ demands the removal of the experience of exclusion and the multiple deprivations many face.

The work we have set out to do over the next five years, as outlined in this Strategic Plan, forms part of a longer-term horizon that was imagined in the Freedom Charter and mapped out over many years of public debate since the demise of apartheid - and ongoing debate that must continue to mould our vision of the future.

We have some understanding of the challenges we face, and these challenges must be rigorously examined so that relevant solutions can be found.


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Key characteristics of the south african reality

Despite significant service delivery and development gains since 1994, the South African urban and rural reality still reflects overlapping racial and class separations in access to opportunities, infrastructure, and services largely shaped by the apartheid legacy of racial segregation, poverty, and exclusion from social and economic opportunities. With few exceptions, this reality, partly driven and perpetuated by market forces since 1994, has meant that the interests of higher income, and mainly white demographic groups with access to a plurality of opportunities, have shaped the agenda and overall character of the Arts, Culture and Heritage (ACH) Sector.

What is true is that the ACH Sector value chain, a full two decades since 1994, hardly reflects the diversity of South Africans in a market that has left the Sector unable to perform its public sphere role of nation building.

What is also true is that a perfect storm of tough global economic conditions and sluggish growth, coupled with rising deficits – especially in the wake of the 2008 global recession – are placing public resources under severe strain. A range of external developments in the global and domestic environments as well as a set of internal challenges also inform the context of this Strategic Plan. In terms of external challenges, the impact of the international economic meltdown in 2008 and plummeting financial markets in developing economies such as South Africa are factors that we should take cognisance of and cater for in our planning.

In response to the economic marginalisation of townships, informal settlements, and the rural poor, the 2014 election manifesto from the majority of our people advances a new approach to addressing the societal divisions facing the country today. It calls for a paradigm shift towards policies, strategies and programmes aimed at radically transforming the economy and ensuring more functionally integrated, balanced and vibrant communities.

However, the combined effect of global and domestic pressures has resulted in massive budget cuts and limited scope for interventions. Domestically, factors such as unacceptably high unemployment levels, population growth, and an increase

in the number of households have placed increasing pressure on the fiscus and resource allocations. To compound the problem, the scarcity of resources has made it extremely difficult to attract and retain skills at cost-effective levels.

In conjunction with these manifestations of economic challenges and societal divisions, pressing policy and strategic challenges, articulated in Chapter 15 of the NDP as nation building and social cohesion, surround the transition to an inclusive growth path.

The DAC and ACH Sector remain central to this challenge.

a roadmap for radical transformation

We are entering a dynamic era with clear national priorities spelt out for the country. The policy of radical economic transformation, announced by President Jacob Zuma in his 2014 State of the Nation Address, represents a profound shift to a more deliberate mandate on matters of nation building and social cohesion.

The performance delivery agreement of the Minister of Arts and Culture outlines the specific actions, indicators and targets to be pursued by the Department, particularly aligned to outcome 14, ‘A diverse, socially cohesive society with a common national identity’, providing the DAC with a clear direction for planning over the 2015/16–2019/20 period.

Under the banner of radical socio-economic transformation, with the NDP as an overarching policy framework providing a visionary roadmap, the Department has identified the following key policy priorities:

1. An enabling policy, legislative and regulatory environment

2. Inclusive economic development

3. Nation building and social cohesion programmes

4. Infrastructure development and maintenance

5. The Cultural and Creative Industries Fund (CCIF)


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Strategic Plan 2014 | 2015 - 2019 | 2020

6. Skills development and education

7. Cultural diplomacy

8. ACH Sector strategies and plans

9. Sustaining ACH and the Cultural and Creative Industries

10. Effective governance and implementation institutions

The above priorities will assist in further strengthening the work that must be done in the implementation, monitoring and coordination of Outcome 14 and nation building. These priorities further lay the foundation and high-level tone of this Strategic Plan; a plan that not only informs the work of the DAC, but also seeks to ensure policy and planning coherence across the entire ACH Sector.

a new approach

It is within this policy and strategic context and under the auspices of the constitutional and legislative mandates of the DAC and the ACH Sector that our strategic posture - the Vision, Mission and Values of the ACH Sector - has been formulated to provide overall direction and inspiration in meeting and exceeding the objectives of the mandate.

In responding to the realities and needs of our society, building the ACH Sector, especially its developmental role, will be the key focus for the next five years. The ACH Sector has a fundamental role to play in our forward march towards a socially inclusive society.

This role and strategic intent have profoundly altered the economic and planning perspectives of the Department. Whereas planning previously considered abundant resources, critical importance is now attached to the desire of government to match limited resources with needs, and needs with radical interventions within the wider context of the ACH Sector.

Operationally, the need to align the Department’s vision, programmatic focuses and administrative functionality with outcomes envisaged in the Medium-term

Strategic Framework (MTSF) now elevates the importance of a cohesive strategy to drive future policy interventions and outcomes.

This Strategic Plan is evidence of the Department’s continued commitment to the promotion of inclusive growth and social cohesion over the next five years. In particular, it builds on existing programmes and responds to the specific challenges noted above. It is a response to the Department’s primary mandate as set out in the Constitution, as well as more recent policy imperatives of the fifth administration that seeks to support inclusive sectoral growth and advance the national social development and economic transformation agenda.

Pursuant to our mandate over the next five years, the Department will stay focused on government’s economic transformation priorities by forging and enabling a dynamic arts and culture sector. In the current economic context of scarce resources, this means the DAC will find innovative ways of building the creative industries to become self-sustaining development partners with government in matters of nation building. Over the next five years the DAC will be more determined to contribute to building the democratic developmental state by making execution across the Department and its entities more effective, efficient, responsive and accountable. It is our view that the availability of resources has not been our central problem, but rather how we manage our resources. Therefore, we must ensure that these resources and their leverage are maximised and expanded in an efficient manner and that we get value for money.

The distinguishing feature of this sectoral strategy therefore relates to the need for greater strategic focus and improved coordination across the Department, its entities and government to maximise the benefits of existing and new initiatives by realigning the policies, programmes, institutional set-up, structures, and organisational capacity of the Department in a transforming context.

This new approach will assist us in prioritising the challenges we face and steering the entities and institutions that fall within the scope of the Sector we oversee. The process will require a phasing in of strategies that are directed at departmental, institutional, and sectoral transformation. It will also require the vigorous participation of our partners and stakeholders.


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Directional thinking in our work

If we hope to harness the potential of the arts, culture and heritage sector so that the Department can fulfil its mandate, we need a new style of work, professional leadership, and ongoing collaboration and cooperation across government and society.

As a department, we will adopt a new style of work to implement our mandate and this Strategic Plan for the next five years: all officials of the Department will adopt a strategic, professional and outcomes-based approach to work. There are a few areas that will receive particular attention:

a. We will ground our new strategic posture in an interventionist, professional partnership and outcomes-based approach to work.

b. Improved governance mechanisms will be set out in a governance manual and put in place to strengthen the accountability and discipline of officials in their daily work. In particular, we will fine-tune the delegations of authority, responsibilities and functions across the Department and introduce policy that rationalises the system and entities of the Department to ensure that they are more effective, efficient, cooperative, cohesive and developmental.

c. The establishment of project teams across the organisation, directly linked to the performance management system of officials, will become central to a new way of working. This will go a long way in breaking down the silo approach to work.

d. Directional thinking, speed, timing and excellence in the quality of daily work must become a key feature in the way in which officials undertake their duties. A new sense of urgency must give way to the current lethargy that is found in many instances.

e. Giving concrete meaning to abstract ideas must mean that as a department we take our key partners and stakeholders along with us in our daily work, i.e. both horizontally and vertically across and beyond government. Coordination and collaboration must define how we work internally and externally as a department.

f. Finally, a central feature of the developmental state must be to ensure seamless and integrated service delivery to our people. This means the DAC will review all internal structures and entities and strengthen governance structures.

about this document

The Strategic Plan that follows is a roadmap for radical economic transformation.

Particular attention is paid to radical interventions that give practical meaning to our election mandate and the vision set out in the NDP. Giving effect to the longer-range planning period of the NDP is a series of five-year medium-term strategic frameworks (MTSFs); the 2014–2019 MTSF being the first of three such frameworks following the adoption of the NDP in 2012 and towards the 2030 vision. As Government’s strategic plan, the MTSF reflects the commitments made in the election manifesto of the governing party, including commitment to implementing the NDP and the adoption of the programme of radical socio-economic transformation. MTSF 2014–19 thus outlines the critical actions to be undertaken and targets to be achieved over this five-year planning period.

In line with the NDP and MTSF 2014-19, this Plan sets out our ambitions for social cohesion and the transformation of the ACH Sector, and the mechanisms through which we will guide and support its development. It outlines how the ACH Sector must be transformed in order to contribute to establishing a caring and humane society, how it must change to accommodate the full range of needs of a transformed ACH Sector, and the instruments that should be put in place to drive our programmes.


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Strategic Plan 2014 | 2015 - 2019 | 2020

The document is structured in three parts, viz. Part A, Part B and Part C:

PART A: Strategic overview

• Vision, mission and values: sets out the vision, mission and values of the Department.

• Overview and process of the Strategic Plan: presents the process followed to develop the Strategic Plan.

• Constitutional and legal mandate: highlights constitutional and legal mandates relevant to the Department.

• Strategic and planning framework: identifies the policy frameworks and plans relevant to the Department.

• Situation analysis: provides an overview of the Department’s current performance environment, highlighting challenges and areas of intervention.

• Strategic goals: lists the goals and related strategic objectives.

• Strategic priorities

PART B: Strategic objectives

• Budget programme structure: describes the budget programme structure capturing performance information for the planning period.

Part C: links to other plans

_______________________

mr vuyo Jack

aCting direCtor-general of the dePartment of arts and Culture


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list of aCronyms and abbreviations

ACH Arts, Culture and Heritage

AG Auditor-General

ANC African National Congress

APP Annual Performance Plan

BASA Business and the Arts SA

BRICS Brazil, Russia, India, China and South Africa

CAC Community Art Centre

CATHSSETACulture, Arts, Tourism, Hospitality and Sports Sectoral Education and Training Authority

CCI Cultural and Creative Industries

CCIFSA Creative and Cultural Industries Federation of South Africa

CEO Chief Executive Officer

COGTA Cooperative Governance and Traditional Affairs

CPiX Consumer Price Index

DAC Department of Arts and Culture

DDG Deputy Director-General

DED Department of Economic Development

DG Director-General

DORA Division of Revenue Act

DPMEDepartment of Performance Monitoring and Evaluation in the Presidency

FET Further Education and Training

FMPPI Framework for Managing Programme Performance Information

GCIS Government Communication and Information Services

GDP Gross Domestic Product

GRAP Generally Recognised Accounting Practice

HLT Human Language Technologies

ICT Information and Communication Technology

IGR Intergovernmental Relations

IPAP Industrial Policy Action Plan

MGE Mzansi Golden Economy Strategy

MOU Memorandum of Understanding

MPAT Management Performance Assessment Tool

MTEF Medium-term Expenditure Framework

MTSF Medium-term Strategic Framework

NAAIRS National Automated Archival Information Retrieval System

NaCISA National Cultural Industries Skills Academy of South Africa

PAI Performing Arts Institution

NDP National Development Plan

PanSALB Pan South African Language Board

PFMA Public Finance Management Act

RWP Revised White Paper on Arts, Culture and Heritage

SCM Supply Chain Management

SMART Specific, measureable, achievable, realistic and time bound

SMS Senior Management Service

SONA State of the Nation Address

TIC Technical Implementation Committee

Part AstrategiC overview


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1. vision, mission and values1.1. vision

“A dynamic, vibrant and transformed Arts, Culture and Heritage Sector, leading nation building through social cohesion and socio-economic inclusion.”

1.2. mission

The DAC’s mission is to create an enabling environment in which the ACH Sector can flourish and play a significant role in nation-building and socio-economic development by:

• Preserving, protecting and promoting artistic, cultural, heritage and linguistic diversity and legacy of South Africa;

• Leading nation building and societal transformation through social cohesion;

• Enhancing records management structures and systems and promoting access to information;

• Providing leadership to the ACH Sector to accelerate its transformation.

1.3. value statement

The DAC is committed to the following core values based on the principles of Batho-Pele:

• Patriotism: as loyal PATRIOTS we passionately serve South Africa and its people to build a nation.

• Ubuntu: CARE and concern for the wellbeing of our staff, customers and stakeholders is the foundation of our success.

• Innovation: in everything we do, we strive for INNOVATIVE approaches.

• Integrity: in our day-to-day activities, our INTEGRITY shines through.

• Professionalism: together we act PROFESSIONALLY to deliver value to the South African economy, its people and ourselves.

• Accountability: we are ACCOUNTABLE to the people of South Africa in our pledge to provide them with high-quality services by reporting accurately on our performance and commitments, and taking ownership of the task to ensure that it is done correctly the first time around.


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2. desCriPtion of the strategiC Planning ProCess

The strategic planning frameworkLong-Term Vision

(National Development Plan)

Medium Term StrategicFramework

Government Five-YearProgramme of Action

DAC Five-Year Strategic Plan

Annual Performance PlanApproved Budget(Appropriation Bill)

Implementation

MonitoringIn-year Reporting

In-year Budget AdjustmentsIdentify Gaps

Adjust

End-of-year Evaluative Perorting

Revise and Update Plans

Mid-Term Reporting

End-of-Term Reporting

INTERDEPENDENCY BETWEEN

Strategic planningBudgeting

ImplementationMonitoringEvaluationReporting

Ruling Party’s MANIFESTO

Programme Evaluation

Source: National Treasury Strategic Framework, 2010

2.1. National Treasury Regulations

National Treasury Regulations direct all departments to produce a five-year strategic plan aligned with government’s strategic direction as expressed in the Medium-term Strategic Framework (MTSF) and the Government Programme of Action (POA). The strategic plan is linked to each new electoral cycle when a new government produces a new programme of action.

Based on its strategic plan and the medium-term budget, a department must also prepare an annual performance plan. Parallel to this, in-year budgeting processes and reviews take place. This shows that, within government, planning, budgeting, monitoring, evaluation and reporting are processes that influence one another and they should talk to each other.

These plans – the strategic plan, the budget and the annual performance plan – contain objectives, outputs, indicators and targets. Upon the development of the annual performance plan by the department, further planning is allowed to happen at different (lower) levels of the organisation and operational plans, project plans and business plans are developed. These are linked to the APP, which links to the Strategic Plan, which links to the POA and MTSF, which links to the Manifesto and with the National Development Plan (NDP). Manifestos and MTSFs will have to talk to the NDP. The APP (with its related Operational Plans and Project Plans) is then implemented and monitoring starts immediately. The monitoring measures progress against the objectives, outputs, indicators and targets in the plans and takes the form of monthly and quarterly reports.

Managers supplement quarterly monitoring with evaluation of success, analysis of the reasons for success or shortcoming, and action plans for improving performance. Managers’ own evaluations can further be supplemented by specially commissioned evaluations by experts. This process culminates in an annual review of performance, which feeds into a new planning cycle for the following financial year.


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2.2. The strategic planning process of the Department

In line with MTSF 2015-19, the Department of Arts and Culture (DAC) engaged in the following process to develop this Strategic Plan:

1. A series of sector-wide stakeholder consultative engagements were convened at various locations in the major centres of the country. The purpose was to:

• Gather the views and inputs of sectoral stakeholders;

• Consider the implications of various policy frameworks on the priorities and focus for the MTSF planning period;

• Assess and respond to shifts in the sectoral delivery environment; and

• Gather views on critical performance areas and required milestones for the period.

2. The emerging strategic data and information arising from the sector-wide consultative meetings were analysed and used as input to a DAC strategic planning retreat held over a three-day period from 29/7/2014 to 01/8/2014. The purpose of the retreat was to:

• Contextualise the role and work of DAC and the broader ACH Sector;

• Assess and respond to shifts in the environment; in particular, to consider and mainstream key policy frameworks pertaining to the priorities and focus areas for the planning period;

• Assess and respond to shifts in the sectoral delivery environment towards the development of a sector-wide strategic plan for the planning period;

• Develop the strategic framework and architecture of the DAC and the Sector it leads, in particular the vision, mission, values and strategic goals of the Sector.

3. First and second drafts of the 5-Year Strategic Plan were prepared and aligned with 2015/16 Annual Performance Plan as per Treasury requirements and associated timelines.

4. A DAC Broad Management Team working session was held over a three-day period from 08/2/2015 to 10/2/2015 to review Draft 2 of the Strategic Plan and APP and work towards their finalisation.

5. Final drafts of the 5-Year Strategic Plan and aligned 2015/16 Annual Performance Plan were prepared, inclusive of 5-year Sector Indicators that the department and other stakeholders can use to assess the performance of the Sector.

6. A Mid-term Review Framework to inform and guide the department’s mid-term review process was developed.

In all of the above, it was critical to ensure the integration of the imperatives of the NDP, the Outcome 14 of Medium-term Strategic Framework, the Mzansi Golden Economy Strategy and other policies and legislation into the Strategic Plan and Annual Performance Plan.

In drafting this Plan, particular care was taken in the finalisation of outcomes-oriented goals and programme strategic objectives that meet the principles of being specific, measurable, achievable, realistic and time-bound (SMART).

3. Constitutional and legislative mandate

3.1. Constitutional mandate The Constitution of the Republic of South Africa, 1996, including the Preamble and Founding Provisions, enjoins the DAC to lead nation-building and social cohesion through the protection of human rights and cultural and linguistic diversity.

Chapter 2 of the Constitution sets out the constitutional and legislative mandates within which the DAC and the institutions it leads operate. The following sections have a direct bearing on the Department’s mandates:


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Section 9(3) - Equality: ‘The state may not unfairly discriminate directly or indirectly against anyone on one or more grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief, culture, language and birth’.

Section 10 - Human Dignity: ‘Everyone has inherent dignity and the right to have their dignity respected and protected’.

Read together, sections 9(3) and 10 orientate the inclusivity and transformational imperatives of the work and focus of DAC and the ACH Sector.

Section 16(1) - Freedom of expression: ‘Everyone has the right to freedom of expression, which includes:

a. Freedom of the press and other media;

b. Freedom to receive or impart information or ideas;

c. Freedom of artistic creativity; and

d. Academic freedom and freedom of scientific research’.

As the department responsible for the preservation and development of ACH Sector, section 16(1) has direct relevance for DAC and the institutions under its governance.

Section 30 - Language and culture: ‘Everyone has the right to use the language and to participate in the cultural life of their choice, but no one exercising these rights may do so in a manner inconsistent with any provision of the Bill of Rights’.

These are fundamental considerations for the DAC and its institutions in developing and expanding inclusivity and transformation across its programmes; language and culture being key responsibilities of the Department.

Section 32(1) - Access to information: ‘Everyone has the right of access to–

a. any information held by the state; and

b. any information that is held by another person and that is required for the exercise or protection of any rights.’

This provision has a direct bearing on the work of the DAC as the Department responsible for libraries and archives.

Within this broad constitutional context, the important role of Arts, Culture and Heritage in shaping the country’s identity, its perception of itself, and how it relates to the international community of nations is recognised.

3.2. Legislative mandate The following key policies and legislations give effect to how the constitutional mandate should be implemented:

3.2.1. Key sector legislation

• Cultural Institutions Act, No. 119 of 1998

• Cultural Laws Amendment Act, 2001

• Cultural Laws Second Amendment Act, 2001

• Culture Promotion Act, No. 35 of 1983

• Heraldry Act, No. 18 of 1962

• Legal Deposit Act, No. 54 of 1997

• National Archives and Records Service of South Africa Act, No. 43 of 1996

• National Arts Council Act, No. 56 of 1997

• National Council for Library and Information Services Act, No. 6 of 2001


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• National Film and Video Foundation Act, No. 73 of 1997

• National Heritage Council Act, No. 11 of 1999

• National Heritage Resources Act, No. 25 of 1999)

• National Library of South Africa Act, No. 92 of 1998

• Pan South African Language Board Act, No. 59 of 1995

• South African Community Library and Information Services Bill, 2010

• South African Geographical Names Council Act, No. 118 of 1998

• South African Language Practitioners’ Council Act, No. 8 of 2014

• South African Library for the Blind Act, No. 91 of 1998

• South African Public Library and Information Services Bill, 2012

• Use of Official Languages Act, No. 12 of 2012

• White Paper on Arts and Culture, 1996

NOTE: The provision of community library and information services is an exclusive function of provinces in terms of schedule 5 of the Constitution. The conditional grant for libraries is regulated by

the Division of Revenue Act (DORA) that is published annually.

3.2.2. Governance legislation and policy frameworks

• Public Finance Management Act, No. 1 of 1999, and Treasury and DPME Regulations and Policy Frameworks as published, including:

• The Outcomes-based Approach, (2010)

• Framework for Managing Programme Performance Information Guidelines, 2007

• Framework for Strategic Plans and Annual Performance Plans, 2010

• Basic Conditions of Employment Act, No. 75 of 1997

• Broad-Based Black Economic Empowerment Act, No. 53 of 2003

• Broad-Based Black Economic Empowerment Amendment Act of 2013

• Companies Act, No. 71 of 2008

• Compensation for Occupational Injuries and Diseases Act, No. 130 of 1993

• Consumer Protection Act, No. 68 of 2008

• Division of Revenue Act, No. 10 of 2014

• Employment Equity Act, No. 55 of 1998

• Employment Equity Amendment Act, No. 47 of 2013

• Government Immovable Asset Management Act 19 of 2007

• Intergovernmental Relations Framework Act, No. 13 of 2005

• Labour Relations Act, No. 66 of 1995

• Occupational Health and Safety Act, No. 85 of 1993

• Preferential Procurement Policy Framework Act, No. 5 of 2000

• Prevention and Combating of Corrupt Activities Act, No. 12 of 2004

• Promotion of Access to Information Act, No. 2 of 2000

• Promotion of Administrative Justice Act, No. 3 of 2000

• Promotion of Equality and Prevention of Unfair Discrimination Act, No. 4 of 2000

• Protected Disclosures Act, No. 26 of 2000

• Public Administration Management Act, No. 11 of 2014

• Public Service Act, Proclamation 103 of 1994 and Public Service Regulations, 2001

• Skills Development Act, No. 97 of 1998


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• Skills Development Levies Amendment Act, No. 24 of 2010

• South African Qualifications Authority Act, No. 58 of 1995

• White Paper on Transforming Public Service Delivery (Batho-Pele White Paper)

In turn, the 34 Entities and Councils are currently managed and/or funded by the DAC. Many of these have overlapping mandates and each has its own organisational support functions and governance structures, such as a board or council.

Table 1: ACH Entities - Founding Legislation and Outputs

sector focus name of institution Founding legislation Primary outputs

Arts National Arts Council National Arts Council Act, No. 56 of 1997 Grant making to artists and arts communities

Artscape Cultural Institutions Act, No. 119 of 1998 Staging of productions

Market Theatre Foundation Cultural Institutions Act, No. 119 of 1998 Staging of productions

Performing Arts Centre of the Free State Cultural Institutions Act, No. 119 of 1998 Staging of productions

Playhouse Company Cultural Institutions Act, No. 119 of 1998 Staging of productions

South African State Theatre Cultural Institutions Act, No. 119 of 1998 Staging of productions

Windybrow Theatre Cultural Institutions Act, No. 119 of 1998 Staging of productions

Business and Arts South Africa Companies Act, No. 71 of 2008, section 21

Promote and facilitate funding from business sector for institutions and individuals involved in arts and cultural activities

National Film and Video Foundation National Film and Video Foundation Act, No. 73 of 1997

Funding for film and video industry

Foundation for the Creative Arts National Film and Video Foundation Act, No. 73 of 1997

Development and promotion of the film and video industry as well as access to film and video world


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Museums Afrikaanse Taalmuseum, Paarl Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Engelenburg House Art Collection, Pretoria

Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Freedom Park, Pretoria Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Iziko Museums of Cape Town Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Luthuli Museum, Stanger Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

KwaZulu-Natal Museum, Pietermaritzburg Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

National Museum, Bloemfontein Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Nelson Mandela Museum, Mthatha Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Robben Island Museum, Cape Town Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

National English Literary Museum, Graha-mstown



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Museums Voortrekker/uMsunduzi Museum, Pietermaritzburg


War Museum of the Boer Republics, Bloemfontein


William Humphreys Art Gallery, Kimberley Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Ditsong Museum, Pretoria Cultural Institutions Act, No. 119 of 1998 Collections, conservation, research of the collections, design of relevant exhibitions, which will support the institution in its outreach educational and public programmes

Heritage South African Heritage Resources Agency National Heritage Resources Act, No. 25 of 1999

Heritage conservation and management

National Heritage Council National Heritage Council Act, No. 11 of 1999

Enhance knowledge production on heritage and ensure promotion and awareness of heritage

Heraldry Council Heraldry Act, No. 18 of 1962 Determine policy and consider matters of state heraldry as they are referred

National Archives Advisory Council National Archives and Records Service of South Africa Act, No. 43 of 1996

Advise National Archives on furthering its functions; advise Heraldry Council on documents that form part of the National Estate

South African Geographical Names Council

South African Geographical Names Coun-cil Act, No. 118 of 1998

Provide advice on the transformation and standardisation of official geo-graphical names in SA


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Libraries National Library of South Africa National Library of South Africa Act, No. 92 of 1998

Collect, record, preserve and make available the national documenta-ry heritage and to promote an awareness and appreciation thereof, by fostering information literacy, and by facilitating access to the country’s information resources

South African Library for the Blind South African Library for the Blind Act, No. 91 of 1998

To provide a national library and information service to serve blind and print-handicapped readers in South Africa, by collecting, recording, providing access and bibliographic service to the readers, to produce documents in Braille and audio and to preserve this heritage, to research standards and technology for the production of the material

National Council for Library and Informa-tion Services

National Council for Library and Informa-tion Services Act, No. 6 of 2001

Promote access to information through the development and coordina-tion of library and information services

National Library Board National Library of South Africa Act, No. 92 of 1998

Oversight of the National Library

Language Pan South African Language Board Pan South African Language Board Act, No. 59 of 1995

Promote multilingualism in South Africa


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3.3. The policy context for strategic planningSector planning in the department must take into account a wide range of policy imperatives that seek to support inclusive growth paths that advance economic growth and the social and economic transformation agenda. These policies include those that relate directly to the department’s mandate, those that focus more directly on economic growth and social development, and those that focus on monitoring and evaluation. Some of the policies relevant for the implementation of the mandate of the department include the following:

3.3.1. new growth Plan (ngP)

The New Growth Plan (NGP) is government’s macro-economic policy. It was first announced as the New Growth Path by the Department of Economic Development (DED) in October 2010. The name was later changed to ‘New Growth Plan’. The NGP aims at guiding national economic growth over the short to medium term. Priority sectors include: infrastructure development, agriculture, mining, the ‘green’ economy, manufacturing, and (key to the ACH Sector) tourism and high-level services.1 Critical for the ACH Sector is the Plan’s emphasis on using small business development as a force for employment creation and the development of sustainable livelihoods. The Plan has targeted the creation of 5 million jobs over the next 10 years.

3.3.2. industrial Policy action Plan (iPaP ii and iii)

The Industrial Policy Action Plan (IPAP – 2013-2016) of the DTI is located within the broader framework of the National Industrial Policy Framework (NIPF), which was adopted by government in 2007. The NIPF provides the more general industrial policy framework for IPAP and serves as a blueprint for government’s collaborative engagement with its social partners from business, labour, and civil society.2 1 DED (2010) The New Growth Path: The Framework, 23 November 2010. http://www.info.gov.za/

speech/DynamicAction?page1=461&sid=147878&tid=24857. Accessed on 10 February 2015.2 Department of Trade and Industry, Republic of South Africa. (2013). Industrial Policy Action Plan:

Economic Sectors and Employment Cluster, IPAP 2013/14–2015/16. Foreword. Available: http://

While the initial strategies focused on ‘easy-to-do’ actions, later revisions of the strategy consider the ‘need-to-do’ list.

As one of the key pillars of the NGP, IPAP supports the programmatic approach of that document. In more recent iterations, IPAP is also informed by the vision set out for South Africa’s development, provided by the National Development Plan (NDP).

IPAP indicates that seven sets of policies are critical for achieving a scaled-up industrial policy and a shift towards strengthening the productive side of the economy in general. IPAP 2013-20016 clusters its priority sectors into three groups. Cluster 1 indicates qualitatively new areas of focus; Cluster 2 contains existing IPAP sectors that will receive scaled-up and broadened interventions, while Cluster 3 focuses on sectors with potential for long-term advanced capabilities.

Of relevance to the DAC in Cluster 2 is the growth and labour-absorbing potential of investments in the ACH Sector. The focus is on the ‘strengthening of linkages between cultural industries and tourism’ as a priority economic value chain. It is noted that over the past five years the creative industry and craft sector have shown an average growth rate of 8%, ‘which is attributed to growth in tourism and the impact of interventions in the Sector.’ 3

In particular, IPAP singles out the crafts sector as ‘a strategic Sector because it has the ability to contribute to economic growth and impact on local (particularly rural) economies and human resource development’. It can also provide innovation and design skills to other Sectors such as clothing and textiles, furniture and jewellery. The music sector is another subsector of the ACH space specifically identified by IPAP as having the potential to make significant contributions to growth and employment, as South Africa has a competitive capability in musical production.

www.thedti.gov.za/news2013/ipap_2013-2016.pdf. Accessed on 29 January 2014. 3 Department of Trade and Industry, Republic of South Africa. (2013). Industrial Policy Action Plan:

Economic Sectors and Employment Cluster, IPAP 2013/14–2015/16. Foreword. Available at http://www.thedti.gov.za/news2013/ipap_2013-2016.pdf. Accessed on 29 January 2014.


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3.3.3. the national development Plan, vision 2030 (ndP)

The NDP: Vision 2030 is anchored on the vision of creating a more inclusive and equitable society in which the economy serves the needs of all citizens regardless of race, gender, wealth and geographical location. The NDP incorporates the New Growth Plan and builds on IPAP’s employment creation target. This is to be accomplished partly through the promotion of labour-absorbing industries and the mobilisation of sectors in support of Vision 2030.

Pursuant to the realisation of the economic and other objectives of Vision 2030, the NDP notes that the formulation of the best possible development framework requires an agenda-setting process guided by ‘direct state involvement in productive sectors informed by the balance of evidence in relation to stimulating economic growth and competitiveness, creating jobs and reducing inequality, as well as availability and optimal deployment of public resources.’4

Concurrently, the NDP specifically requires interventions towards policy instruments and agreements on moving to the next phase (ending 2017) of the New Growth Path, and proposes a system-wide roadmap for the prioritisation of actions that lift key constraints to economic expansion, including a monitoring framework and indicators to evaluate development progress in future.5

Under the NDP, then, we see a swing from short-term poverty alleviation interventions to wider strategic goals of sustainable growth-enhancing interventions in poverty eradication. The emphasis on the substantive or strategic (developmental) nature of development initiatives, as opposed to short-term goals and quantitative numerical targets, differentiates the NDP from its policy antecedents. The distinction follows a strategic logic: for the NDP to work, long-term national developmental goals must be set, and interventions in the economy properly sequenced.

Unlike previous incantations of development, the NDP therefore demonstrates high-level, directional thinking linked to initiatives such as the Industrial Action Plan, the outcomes of the Medium-Term Strategic Framework, the Human 4 NDP, 2011: p. 133.5 Ibid: p. 136.

Resource Development Strategy, sector developmental plans, and government’s goals for rural development.

According to the NDP, ‘A more capable state, in partnership with communities must build on the platform of social services and social security and contribute towards a more balanced approach by developing the capabilities of people. This is the shift we seek.’6

These capabilities and enablers are paramount to the creation of a ‘Virtuous Cycle’ of growth and development, and eradicating poverty and inequality.

By focusing on the eradication of inequality, the NDP aspires to an outcome in which South Africans will be more conscious of that which they have in common, rather than the differences that separate people. This implies that interventions need to facilitate an experience by all South Africans that transcends the divisions of race, gender, and class. Accordingly, a central focus of the NDP is on creating opportunities that equalise the life chances of South Africans. Chapter 3, ‘Economy and employment’, sets out the vision for full employment, decent work and sustainable livelihoods.

Of particular relevance to the DAC, Chapter 15 (‘Transforming Society and uniting the country’) sets out government’s vision of a transformative and developmental state. It asserts that through nation building and social cohesion, both as an end-state and as a facilitator;7 the Arts, Culture and Heritage Sector is a powerful driver of creating a sense of inclusiveness by encouraging interaction between South Africans from different social backgrounds and, importantly, mobilising an active and responsible citizenry.

Furthermore, the NDP recognises the economic value and contribution of the Arts, Culture and Heritage Sector and the strategies that must be developed and implemented to exploit its potential on a global scale.

6 Ibid: p. 5.7 National Planning Commission, Republic of South Africa. (2011). National Development Plan:

Vision 2030. Chapter 15.


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3.3.4. The 2014-2019 Medium-term Strategic Framework (MTSF)

Aligned to the NDP, MTSF 2014-2019 continues the outcomes-based approach adopted by the previous administration and, for this planning period, consists of 14 outcomes with the inclusion of Outcome 13: Social Protection and Outcome 14: A diverse, socially cohesive society with a common national identity.

The MTSF identifies critical actions to be taken during 2014–2019 to place the country on a positive development trajectory towards the achievement of Vision 2030. It further identifies indicators and targets for the planning period. Departmental strategic plans must then contain and unpack relevant MTSF commitments.

The role of the Department of Arts and Culture in relation to the MTSF is twofold, namely:

1. To lead and coordinate the delivery of the outputs of Outcome 14: A diverse, socially cohesive society with a common national identity. The DAC is delegated the role of lead department for Outcome 14;

2. To ensure alignment with and support for other Outcomes of the MTSF through the programmes and interventions of the Sector noted in Table 2:

table 2: mtsf outcomes

Outcome 1: Quality basic education

Arts, culture and heritage is a key subject and area of focus in the school curriculum. The DAC participates in the development of the curriculum with reference to arts, culture and heritage.

Outcome 4: Decent employment through inclusive growth

The Department contributes to this output by implementing strategies such as Mzansi Golden Economy Strategy, which aims to boost the contribution of the cultural industries to economic growth.Specific sectors within the creative industry sector have been identified as labour-absorbing sectors and have been earmarked for specific support under the Industrial Policy Action Plan (IPAP II).

Outcome 5: A skilled and capable workforce to support an inclusive growth path

The Department contributes to skills development through many arts, culture and heritage programmes, including the provision of bursaries. The intended goal of these programmes is to enable more people to find employment in the field of arts, culture and heritage, and thus being able to sustain themselves and their families through their creative and artistic endeavours.Interventions such as NaCISA, the sectoral bursary schemes and the partnership with CATHSSETA and academic institutions are supportive of this strategic intent. In addition, skills development initiatives to increase the number of arts, culture and heritage professionals are under way and will be strengthened.

Outcome 7: Vibrant, equitable and sustain-able rural communities contributing towards food security for all

Rural Services and Sustainable LivelihoodsThe Mzansi Golden Economy Strategy recognises the impor-tance of adequate and modern infrastructure to stimulate partic-ipation and maintaining access to public programmes, cultural heritage, collections and art. The establishment of community libraries and Community Arts Centres (CACs) are key strategies in this regard.Rural Job Creation Linked to Skills Training and Promot-ing Economic LivelihoodsThe Mzansi Golden Economy Strategy recognises the need for the development of the requisite human capital to develop and manage the resources in the Arts, Culture and Heritage Sector, which is seen as critical to realising the socio-economic potential of the Sector. The Department also emphasises the importance of working with rural communities in the development of the creative industries, especially those with a focus on the protection and preservation of arts, culture and heritage in rural areas.


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Outcome 11: Create a better South Africa and contribute to a better Africa and world

The DAC plays an important role in highlighting the importance of cultural diplomacy in international relations and the expan-sion of South Africa’s network with the world through strategic relations. Of importance is the need to extract greater value from cultural agreements signed, and foster initiatives with other countries in order to address the issue of skills development. Special emphasis is to be placed on international cooperation and the African Continental Cultural Seasons as well as multilat-eral engagements with BRICS countries.

3.3.5. the President’s state of the nation address (2014 and 2015)

The State of the Nation Address (SONA) delivered by President Jacob Zuma in 2014 highlighted government’s main focus for the next five years as reducing national unemployment levels and supporting longer-term economic growth and development through a programme of radical economic transformation. In his 2015 SONA address, President Zuma announced a massive infrastructure development drive to be overseen by the Presidential Infrastructure Coordination Commission, which was established in September 2011. Unblocking obstacles to growth and a more far-reaching transformation of the economy and society are intended to address the underlying structural problems in the South African economy.

3.3.6. election manifesto (2014)

The 2014 Election Manifesto directs the Department to respond more decisively to the social and economic transformation of the ACH Sector and society generally as a condition for nation building and social cohesion. Firmly rooted in the Constitution, the NDP and the NGP, the election mandate of the 5th administration of the country is therefore to contribute to the NDP’s aim of transforming the ACH Sector by giving citizens more scope to shape their own lives, and improving service delivery and the efficiency of DAC entities. It is also to get the Department and its entities to work far more effectively with communities and key stakeholders and to improve coordination and collaboration across government.

The manifesto enjoins the DAC to undertake the following over the next five years:

• ‘Ensure government invests in the cultural and creative industries, particularly in film, music, arts and craft, books and publishing.

• Honour and celebrate our collective heritage by promoting our diverse cultural identities.

• Promote our new museums and monuments and preserve existing ones to promote the heritage of our people.

• Promote a Liberation Heritage Route that honours the heroes and heroines of the struggle.

• Promote the teaching of South African history and our national anthem in schools and install South African flags in all public schools.

• Promote deeds of social solidarity, reflected in many ways in the actions of our people as individuals, communities and organisations.

• Work towards a community arts centre and a library in every municipal ward.

• Promote the values of the Constitution as we approach the 20th anniversary of its adoption in 2016.

• Strengthen participatory democracy in workplaces, schools, hospitals and clinics, and in our communities.

• Contribute to the South African economy through the promotion of domestic investment in our productive domestic economy and adopt a ‘Proudly South African’ attitude.

• Ensure public representatives are constantly in touch with the people and listen to people’s concerns and needs. Where necessary, we will create more forums for direct interaction with communities and various sectors of our society.


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• Build effective communication with the people. We will improve our communications tools including introducing news ones, to ensure that indeed we have an informed, mobilised and active citizenry.’

3.3.8. The Mzansi Golden Economy Strategy (MGE, 2011)

The DAC adopted the Mzansi Golden Economy Strategy following a national consultative summit in April 2011. The MGE strategy articulates major policy shifts from earlier strategic approaches and represents an evolution in policy on arts, culture, and heritage by shaping and placing particular emphasis on the economic contribution of the ACH Sector. The MGE strategy seeks to translate the overarching policy statements of the MTSF, NDP and IPAP into the planning processes of both the DAC and the ACH Sector by systematically linking strategic programmes to planned outcomes and results.

Significant in the evolution of the policy intent of the DAC is the focus on radical economic transformation. This elevates the contribution of the ACH Sector beyond what may be seen as a ‘nice-to-have’ to it being recognised as:

1. A significant contributor to economic growth of the country, and to the economic empowerment of people participating in the ACH Sector;

2. A sector that has great growth potential and economic spin-offs in other sectors like tourism; and

3. A sector that plays a critical role in driving the transformation of South African society towards greater social cohesion and nation building.

The abovementioned legislation and policy are not exhaustive. It is recognised that the DAC and its institutions must comply with all national legislation, regulations and policy directives applicable to their functions. This line of sight to broader legislation and policy frameworks informs the reporting requirements of the DAC in terms of its contribution to service delivery and impact, and will aid in dialogue with its stakeholders regarding the legitimacy and authority of the DAC to exercise its mandate and functions.

3.4. Relevant court rulingsA number of court rulings have impacted on the ACH Sector in recent years, many of which have already found expression in the policy environment of the Sector. The following upcoming court applications are being handled at a national level and have not yet been concluded, but are worthy of noting and consideration upon finalisation of the court cases:

1. Issues pertaining to the translation of laws into all official languages;The requirement to take legislative and other measures to regulate and monitor the use of official languages by both the national and the provincial government;

2. Issues pertaining to entrenching the cultural rights espoused in the Constitution;

3. The ‘Machado Case’, dealing with matters pertaining to geographical naming.

3.5. Key policy and legislative developments The Department has embarked on a number of policy initiatives aimed at creating the conditions for supporting economic development in arts and culture development and promotion, heritage promotion and preservation, support for linguistic diversity, and access to information.

These policies are at various stages of development, including consultations, and it is expected that they will have a major impact on operations once activated.

All these initiatives will require investment in supporting infrastructure, developing human capital, partnerships and collaboration, as well as information management.

• review of the white Paper

To date, the ACH landscape has been shaped by the 1996 White Paper on Arts and Culture, which sought to redress the legacy of apartheid through nation building.


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However, in the current context of economic transformation, there is a lag between the White Paper and government’s policy of radical economic transformation. In this regard, the ACH Sector has not transformed to the levels expected and the Department needs to play a much more interventionist role in bringing about this transformation.

Through a revised White Paper, the Department seeks to reposition the ACH Sector to realise its potential as a contributor to social cohesion and economic development. Once approved, the White Paper will provide an overarching policy framework that will foreground a sizable amount of legislative review to ensure the alignment of legislation with the policy. Future policy work will focus on creating the conditions for supporting economic development.

• service delivery improvement plan

The Department acknowledges that it has not had a service delivery improvement plan (SDIP) in the past financial years. The Five-Year Review Report of the DAC, which evaluated the performance of the Department in the last term as well as the Management Performance Assessment Tool (MPAT) processes, identified the absence of the SDIP as a gap that must be addressed. The development of the SDIP is linked to this 2015-2019 Strategic Plan and 2015/16 Annual Performance Plan, since the SDIP needs to talk to these plans.

• future research

• A number of inadequacies in the policy and regulatory environment need to be addressed to strengthen governance in the Department, increase investment and improve information and statistics for more effective planning and decision-making.

• Driven by the implementation of the outcomes-based approach of the MTSF is the process of alignment to specific outcomes of government. Implicit in this approach is the need for coordinated planning and collaboration, since the Department is fully aware that it can achieve its

vision only through cooperation with a range of public and private sector institutions and stakeholders. The institutionalisation of intergovernmental relations in all three spheres of government and across departments will also be a high priority to develop and understand the differentiated approach to social cohesion and nation building across government.

4. situational analysis 4.1. Problem statement

The DAC’s strategic goals are guided by the structural consequences of apartheid - in particular, the devastating systemic impact on the social fabric of our country.

While the process of nation building on a national scale was constitutionally attained in 1994, the development of an inclusive society, in which the rights accorded to all citizens are translated into social and economic reality, remains unresolved. South Africa’s social and economic landscape continues to be hampered by a legacy of racial segregation, poverty, and exclusion from social and economic opportunities. As a general proposition, a fundamental and conspicuous fact underlies this reality: as a department central to the promotion of nation building and social cohesion, DAC initiatives have been deployed largely as symbolic endeavours aimed at reparation of past conflicts in South Africa – the culmination of the many on-going processes embarked on since 1994 to foster reconciliation, human rights, shared values and unity among the diverse communities of South Africa – founded on the principles of humanity and freedom.

In 2011, the National Planning Commission (NPC), appointed by President Jacob Zuma to take a wide-ranging view of the economy, explicated the problem thus, “Because of the uneven character of the state, we have excelled at doing the things that are easier, such as paying grants, and faltered at doing the difficult things such as improving education, promoting employment and building houses close to jobs. By default, we have had a distorted development effort.’8 Indeed, in 8 NDP, 2011: p. 5.


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part because of the centrality of the market in the allocation of opportunities and resources, most investments have unintentionally served to reinforce the apartheid status quo.

The problem, in the view advanced in this sector plan, comes down to overlapping racial and socioeconomic inequalities that have torn the social fabric of our society.

4.2. Factors influencing the performance of the Department

A range of factors interacts to influence the performance of the DAC and the sector it governs. These include: economic cycles, volatile global markets and prices, the availability of credit, the exchange rate and currency volatility, trends in customer demand, labour volatility and skills availability, the local political and social context, unfair competition, government expenditure and infrastructure development, and GDP growth considerations.

4.2.1. The global economy

The factor that pervades this economic review is the extremely negative impact that the global economic recession of 2008 and 2009 has had on the South African economy. Contraction in the manufacturing and services sectors led to the local economic downturn, and recovery has been inconsistent since 2008. National accounts data of the sectors that make up the ACH cluster of IPAP 2014 (particularly tourism) show a decline in the contribution to the total economy since 2008, with some recovery evident through 2010 and relative stagnation since 2011.

Globally, while a second major recession appears to have been avoided, growth is considered to be fragile and downside risks high, especially with continued sovereign debt challenges facing a number of countries in Europe. The International Monetary Fund (IMF), in its World Economic Outlook (WEO) update report of January 20159, maintains the stance of its October 2014 report in which it projects that despite setbacks, an uneven global economic recovery is set to

9 IMF World Economic Update, 20 January 2015. Available: http://www.imf.org/external/pubs/ft/weo/2015/update/01/. Accessed: 10 February 2015.

continue. Off a 3,3% global growth rate in 2014, the IMF forecasts a global growth rate of between 3,5% and 3,7% in 2015, a 0,3% downward revision compared to the previous outlook in October 2014. Although global growth is expected to receive a significant boost from lower oil prices, this is offset by a low appetite for investment adjusted to diminished expectations about medium-term growth in many advanced and emerging economies.

Extending the outlook to 2016 and beyond, the growth prospects remain relatively dour, with little indication that the advanced economies, particularly of Europe and Japan, will exceed the growth forecasts of 2015. Emerging economies, on average, are projected to grow at a rate of around 4,3% in 2015, rising to 4,7% in 2016. China, the phenomenal driver of global growth over the past two decades, is projected to grow at a rate of only 6,8% in 2015, its lowest in 20 years. A further drop to 6,3% is expected in 2016.

A caveat by the IMF is that that economies faced with relatively high inflation will need to tighten monetary policy and spending to reduce budget deficits.

4.2.2. economic implications for south africa

These factors are a worrying sign for global export markets, including South Africa, a country that has been underperforming from an economic perspective.


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table 3: macroeconomic projections, 2013-2017 (%)

Calendar year 2013actual

2014 esti-mate

2015 2016 2017

Forecast

(Percentage change unless otherwise indicated)

Final household consumption 2,6 1,9 2,3 2,8 3,0

Gross fixed capital formation 4,7 2,7 3,6 4,7 5,1

Real GDP growth 1,9 1,4 2,5 2,8 3,0

CPI inflation 5,8 6,3 5,9 5,6 5,4

Current account deficit (% GDP) 5,8 -5,6 -5,4 -5,2 -5,0

Source: Reserve Bank and National Treasury, October 2014

The impact of this picture for SA is reduced demand for products and services from major export markets, with the consequent downward revision of 2014 projected national growth.

Table 3 shows that GDP growth of 1,4 per cent in 2014, down from 3,6 percent in 2011, is forecast to improve over the medium term as infrastructure constraints ease, private investment recovers and exports grow. However, after taking into account the unallocated reserve, declared savings and projected underspending, the revised revenue estimate is R956 billion, leaving a deficit on the main budget of R180 billion.

This means that the much-needed expansion of the economy to drive down unemployment will not materialise in the near future. The goal for real growth remains 6%.

The combined impact of an increasingly volatile rand, a downward revision of the growth rate, a double deficit in terms of the current account and budget deficit, energy shortages, industrial action in the mining and metals industries, and the third consecutive downgrading of the country’s credit rating is a steep slide in household consumption in the short term.

Figure 1: GDP-Consumption – 2007-2014120,00

Q1

2007

Q1

2011

Q1

2009

Q1

2013

Q1

2008

Q1

2012

Q1

2010

Q1

2014

Q3

2007

Q3

2011

Q3

2009

Q3

2013

Q3

2008

Q3

2012

Q3

2010

Retail Sales -Cumulative ChangeGDP

100,00

80,00

60,00

40,00

20,00

Source: AMPS 2014


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In light of this, the impact on demand (consumption) is bound to be negative as employment prospects and budgets are revised downwards. Additionally, declining household expenditure will likely knock on as consumer spending tightens. Inelastic disposable incomes in turn mean fewer retail consumers. The decline in GDP growth coupled with growing labour issues means that consumers will be prudent for the foreseeable future.

Figure 1 shows retail sales closely tracking GDP between 2007 and 2014.

4.2.2. the impact on social cohesion

Given the DAC’s primary mandate of advancing nation building and social cohesion, these macro trends play themselves out in relation to the rate of exclusion of poor, mainly black citizens from participation in the mainstream economic, social and cultural life of society and increasing dependence of poor on social grants. In 2010–2011 government spent R87 billion on social grants in response to the rising unemployment caused by the global recession. In 2011/2012 this increased to R96 billion at a constant average of 3.4% of GDP and was coupled to the government’s War on Poverty Campaign and a comprehensive Anti-Poverty Strategy targeting the most deprived local communities to empower households to lift themselves out of poverty by linking the social grants to economic development.

In most of these instances (except for land redistribution) progress has been registered in uplifting communities that were excluded and marginalised under the apartheid system. The majority of the population now have access. Yet, the quality of these services has, in significant instances, been poor. Community protests around services reflect, in part, this reality.

The slow pace of economic growth and transformation impacts directly on the capacity of the State to expand economic participation and inclusion for all South Africans. It therefore relates directly to continued economic exclusion, unemployment, and poverty and inequality for those historically excluded from productive and gainful livelihoods. It is further linked to many of the other social problems, and the material and cultural deprivations inflicted on historically excluded communities.

An important characteristic of unemployment and poverty in South Africa is the coincidence of structural and racial inequality in the labour market. Access to economic resources and work opportunities, as the NDP10 states, remains largely based on “race, gender, geographic location, class and linguistic” factors. Challenges include stubbornly high unemployment levels in the range of 24-25% (using the narrow definition).

The recently released Statistics SA report11 on the rebasing of poverty lines has revealed a situation in which the proportion of the population living in extreme poverty worsened to 21,7% in 2014 compared to 20,2% in 2010. The report found that while average real incomes have increased, inequality remains stark along racial lines.

Using a Gini coefficient of 0,65 as a proxy, South Africa ranks among the most economically unequal societies in the world. The richest 10% of the population received 40% of the national income, while the poorest 40% receive only 5% of the national income. These factors point to huge inequalities, with 70% of income going to the richest 20% of the population, while the poorest 20% receive about 2,3% of the national ‘cake’.

The official unemployment rate, using the expanded definition of the South African Survey, is close to 36%. It is estimated that unemployed blacks as a proportion of the total unemployed is as high as 85,7%, or 3 740 000 out a total of 4 364 000 unemployed.

The monthly income of the poorest 10% of the population increased from R783 to R1 041 during the 1994-2013 period. The income of the richest 10% of the population increased from R71 005 to R97 899. This points to huge inequalities in income, with 70% of income going to the richest 20% of the population while the poorest 10% receive less than 0,6%. Such inequality remains racial, with mean income for blacks at R775,46 compared to a mean income of R7 645,58 for whites.

10 NDP, 2011: p. 41211 Methodological report on rebasing of national poverty lines and development of pilot provincial

poverty lines, Statistics SA. Pretoria. 2015


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The net effect of rising inequality, labour volatility, community protests and levels of crime is sharpening social and economic divisions and racial tensions. Despite the merits of constitutional liberties – equally conferred on all citizens since 1994 – the various strands of identity politics that coalesced under the national flag, and the development of an inclusive society in which the rights accorded to all citizens have been translated into social and economic reality, have yet to be built up, elaborated and translated into durable propositions of national identity and unity.

4.2.3. Measuring the problem – Social Cohesion Development Indicators

As a proxy of the above, Outcome 14 of the 2014-2019 MTSF, which informs the Delivery Agreement of the Minister of Arts and Culture, contains some of the Social Cohesion Development Indicators. The following are nine Social Cohesion Development Indicators published in 2013:

• Strength of civil society

• Voter participation

• Voters per province

• Women who are members of legislative bodies

• Confidence in a happy future for all races

• Public opinion on race relations

• Country going in the right direction

• Identity based on self-description

• Pride in being South African

According to the 2010 Development Indicators Report (cited in the NPC’s 2011 findings), 66% of citizens were proud to be South African, but only 53% (63% of the white population) saw themselves as South African first, as opposed to some other form of identity.

These racial perceptions of citizen identity are astounding. Seen from a socio-economic perspective, the results of a 2008 South African Social Attitudes Survey found that fewer than 10% of African respondents placed themselves within the upper middle and upper classes, compared with a third (33%) of white respondents. By contrast, 45% of black respondents considered themselves as being in the subaltern classes compared to 3% of white respondents.

Some of the Development Indicators’ data found in the Development Indicators’ Report12, published by the DPME, provides insight into the situation faced by the DAC and its social partners over the MTSF period. Below are graphs that show the current status of some of the key Development Indicators on Social Cohesion.

Public opinion on race relations is sourced from studies conducted by Markinor twice a year. The definition of the measure is the “number of those who were of the opinion that race relations are improving, expressed as a proportion of the total population”. Figure 2 clearly illustrates that public attitudes towards race relations are at their lowest since 2000 – indicative of the urgent need for social cohesion and nation building efforts to be intensified.

Figure 2: Public Opinion on Race Relations

May|Nov May|Nov May|NovMay|Nov May|Nov May|NovMay|Nov May|Nov May|NovMay|Nov May|Nov May|Nov May|Nov

45

40

35

30

80

75

70

%

65

60

55

50

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Source: The Presidency (2013)12 The Presidency, Republic of South Africa. (2013) Development Indicators 2012. p. 68.


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By contrast, Figure 3 shows the first self-descriptors by South Africa’s adult population as a form of primary identity. It is based on FutureFact Mindset Surveys. The percentage of people who see themselves as Africans increased from 18,4% in 2004 to 29.1% in 2012.

The proportion of people who see themselves as South African has remained more or less constant at around 50%. Interestingly, the percentage of people who identify themselves by race group has more than doubled since 2004, while the proportion of those identifying themselves by language group is less than a third of the 2004 figure. This suggests increased racial polarisation has accompanied the apparently paradoxical development of a national and African identity.

Figure 3: Identity Based on Self-Description

100%

80%

60%

40%

20%

0%2004 2007 2008 2009 2011 2012

As a African As South African By race group Rest of self descriptorsBy language group

Source: The Presidency (2013)

“Pride in being South African” (Figure 4) is sourced from the GCIS Tracker Survey. There is an apparent correlation with general economic conditions, with pride being at its highest during boom periods and lower during recession. It is possible that the 2010 Soccer World Cup contributed to the dramatic increase in national pride since 2009.

Figure 4: Pride in being South African95

90

85

80

75

70%

65

60

55

502003 2004 2005 2006 2007 2008 2009 20010/11 20011/12

Source: The Presidency (2013)

The data suggests that while people are proud of being South African, they are not of the opinion that race relations are improving.

The conclusion of both surveys was that race and citizenship status largely parallel social inequality. In other words, social status and persistent racial hierarchies are directly correlated with national identity and citizen status.

In this perspective, even though most members of poor communities continue to live as citizens within a democratic state, they tend only to be conditionally citizens of the nation-state.

This has resulted in practises that perpetuate old divisions and foster new cleavages by promoting a variety of forms of national chauvinism to fuel intergroup hostilities and even xenophobia. It has serious implications for attaining social cohesion, nation building and citizenship as continued racial polarisation may hinder these efforts. While citizens identify more closely with the notion of being South African and have enhanced nation building in this way, concerns about how citizens from different backgrounds and cultural orientations interact and perceive each other may be undermining the construction of a national identity.


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Typically, the problem is cast in generic terms: poverty is viewed as a direct result of social and economic exclusion and as a by-product of racial inequality in a society where opportunities and the capital to access them are concentrated in the hands of a few. In this view, it serves to exclude the poor from participation in mainstream economic, social and cultural life of society.

It is within this challenging socio-economic climate that the Department finds itself at the beginning of this five-year planning period. As both a subject and agent of transformation, the harsh reality is that the ACH service delivery environment continues to be marked by historical inequalities across race and geographical location.

This brief macro analysis sets the tone for a critical review of the DAC, including its institutions, in relation to its performance and organisational environment. This analysis in turn influences the posture of this Strategic Plan.

4.3. overview of departmental performance

4.3.1. achievements

The Department continues to make significant strides in positioning the Arts, Culture and Heritage Sector as one of the main drivers of social cohesion in our country.

Our rationale is based on the assertion that societies that enjoy greater social cohesion tend to be economically prosperous. Significant progress was made by the Department in the following areas.

• Job creation

The DAC creates jobs through a variety of mechanisms, including infrastructure development projects and the work of the public entities that form part of the budget vote. A significant contributor in this regard has been the Cultural Events workstream of the MGE programme.

While the jobs created were below expectations, mainly due to the impact of the economic downturn on major festivals, over 14 000 jobs were created.

Consistent with the nature of jobs created generally in the creative industries, the bulk of this employment is part-time (93%). However, these jobs created significant economic opportunities for artists and technical service personnel.

• social Cohesion summit

A successful Social Cohesion Summit was held in 2012 at which a 12-point declaration was endorsed and adopted. Included in the Declaration is the hosting of provincial social cohesion summits. To this end, the Department, in collaboration with the North West provincial department of arts and culture and the Office of the Premier, hosted the first-ever provincial summit on social cohesion and moral regeneration under the theme: ‘Working Together towards Creating a Caring and Proud Society’ from 29-30 July 2013.

The summit focused on a number issues, including the role of religion in fostering social cohesion and morality through ‘inter-church cooperation’, the role of the judiciary in promoting human dignity and equality and justice, the role of legislatures and councils in foregrounding social cohesion in the province and local government strategic priorities, and the role of traditional leadership in promoting and preserving indigenous cultures and knowledge as per resolution 4 of the 2012 National Summit.

• Strategic reorientation

In 2011, the Department embarked on an ambitious effort to strategically reorientate itself towards the transformation of the ACH Sector. Prior to 1994, the Sector consisted of racially segregated entities that were governed, managed, and funded in different ways. They served different population groups and their location was determined by apartheid planning. Although there was evidence of some services to black communities, budget programme offerings were of poor quality and were largely seen as unresponsive to the needs of society at large.


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The challenge was therefore to transform the existing racially divided system into a coherent system that would address the economic and employment needs of a democratic and developmental South Africa in the 21st Century. The process of repositioning the Sector is ongoing.

4.3.2. status quo

The findings of the Audit Committee report for the financial year ended 31 March 2014 reveal the following problems with the performance of the Department.

i) governance issues

a. internal audit controls

From the various reports submitted by the Department’s internal auditors, there are clear indications that although the systems of internal control were adequate in most instances, they were not fully effective. Certain matters reported indicated internal control deficiencies and deviations from business rules. Also noted by the Audit Committee were recurring deficiencies from prior years. Matters of serious concern to the Audit Committee were as follows:

• Instances in which the periodic review of certain policies and procedures were lacking, i.e. IT Disaster Recovery and Business Continuity, Project Management, Heritage Assets, Supply Chain Management

• Unsatisfactory general IT controls

• Instances of non-compliance with policies and procedures by employees;

• Some deficiencies noted within SCM procurement, and contract and records management;

• The filling of the following key positions: Chief Financial Officer and Director: Legal Services.

• Weak controls and governance systems, as well as compliance with legislation, policies and procedures, and enforcing accountability.

b. Risk Management

During the year under review, a risk assessment was conducted which informed the Internal Audit priorities. Reporting on the status of risk mitigation occurred quarterly, and continual tracking of planned mitigation has yielded some positive results. The outcomes were independently audited by in-house functions. The following areas were however still of concern to the Audit Committee:

• Recurring risks evident from various assurance providers, i.e. Internal Audit, Risk Management and External Audit

• Risks within the Supply Chain Management environment impacting delivery on operational expectations

• Risks surrounding the relocation of the business premises of the Department

• Business continuity management - there was less assurance on the continued viability of the Departments’ operations should a major disruption occur

• Contract management - this was monitored throughout the year, and the capability analysis revealed the need to source in expert assistance through internal audit consulting services.

• Delayed mitigation of some strategic risks


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c. auditor-general’s report

The AG’s review of the Department’s implementation plan for audit issues raised in the previous year (2013/2014) highlighted the following deficiencies:

• Supply Chain Management Significant internal control deficiencies in the procurement process, and concerns with regard to SCM Contract Management

• Performance Information (Predetermined Objectives)

• Technical indicator descriptions were not incorporated in the strategic plans and annual performance plans

• Targets were not meeting specific criteria, and annual targets that did not meet the measurability criteria were identified

• Human Resources ManagementPerformance agreements were not signed within set time frames, and assessments for SMS members not done

• Irregular expenditure

Section 38(1)(a)(iii) of the PFMA requires the Department to implement and maintain an appropriate procurement and provisioning system that is fair, equitable, transparent, competitive and cost effective. The Department made payments in contravention of the supply chain management regulations amounting to R74 million in the current year (2013: R95,5 million).

• CommitmentsThe Department did not have adequate systems in place to maintain records of commitments where procurement of goods and service have been approved and contracted, but where no delivery had taken place at year-end, which resulted in commitments being understated.

• Reliability of reported performance informationThe FMPPI requires auditees to have appropriate systems to collect, collate, verify and store performance information to ensure valid, accurate and complete reporting of actual achievements against planned objectives, indicators and targets. Adequate and reliable corroborating evidence could not be provided for 20% of the targets to assess the reliability of the reported performance information.

• Annualfinancialstatements,performanceandannualreportsThe financial statements submitted for auditing were not supported by full and proper records as required by section 40(1)(a) and (b) of the PFMA. Material misstatements identified by the auditors in the submitted financial statements were not adequately corrected, which resulted in the financial statements receiving a qualified audit opinion on the completeness of irregular expenditure and commitments disclosure.

• Procurement and contract managementGoods and services with a transaction value below R500 000 were procured without obtaining the required price quotations, as required by Treasury Regulation 16A6.1. Goods and services of a transaction value above R500 000 were procured without inviting competitive bids, as required by Treasury Regulations 16A6.1. Deviations were approved by the accounting officer even though it was not impractical to invite competitive bids, in contravention of Treasury regulation 16A6.

Contracts were awarded to bidders who did not submit a declaration of past supply chain practices such as fraud, abuse of SCM system and non-performance, which is prescribed in order to comply with Treasury regulation 16A9. Sufficient appropriate audit evidence could not be obtained that contracts and quotations were awarded to bidders based on points given for criteria that were stipulated in the original invitation for bidding and quotations, as required by SCM regulations, Treasury Regulation 16A6.3(a) and Preferential Procurement Regulations.


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Contracts and quotations were awarded to bidders who did not submit a declaration on whether they are employed by the state or connected to any person employed by the state, which is prescribed in order to comply with Treasury Regulation 16A8.

Invitations for competitive bidding were not always advertised for a minimum period of 21 days, as required by Treasury Regulation 16A6.3(c).

• Consequence managementEffective and appropriate disciplinary steps were not taken against officials who made and/or permitted irregular expenditure, fruitless and wasteful expenditure, as required by section 38(1)(h)(iii) of the PFMA and Treasury Regulation 9.1.3. This was because instances of irregular expenditure and fruitless and wasteful expenditure were not investigated in good time.

• LeadershipThe accounting officer implemented processes and monitoring controls that were inadequate to ensure that reliable financial and performance information was produced. Furthermore the controls implemented were inadequate to ensure compliance with laws and regulations.

• Financial and performance managementThe Department implemented systems that were inadequate to prepare reliable monthly financial statements and performance reports that were supported by adequate evidence to prevent material misstatement in the financial statements. Furthermore the monitoring controls prepared were inadequate for compliance with all laws and regulations, including supply chain management requirements.

4.3.3. Challenges

Our responsibility in the Department is to ensure that we employ the best strategies that will unlock opportunities for value creation through the ACH value chain and maximise service delivery. The current context of persistent racial inequality, and poor performance and corruption, which has profound economic implications, elevates the importance of interventions in ongoing efforts to eradicate poverty and inequality.

The historical and prevailing challenges relating to the ACH Sector are summarised as follows:

Pertaining to the economy 1. High unemployment, particularly among black youth, women and people

with disabilities in the ACH Sector - the Department and its institutions must create an enabling environment for job creation and contribute to socio-economic growth and development by stimulating and growing the cultural industries, facilitating the implementation of the MGE strategy and driving cultural tourism and other ventures through collaborative partnerships.

2. A society divided along the lines of race, class, space and gender, with lives still shaped by the social, psychological and geographical elements of the pre-democracy era - a concerted and focused effort is required to drive programmes on social cohesion, nation building, inclusive citizenry development and rural development programmes through the creation of platforms for interaction between racial groups, community conversations, advocacy, moral regeneration, youth mainstreaming and various inter-cultural initiatives.

3. Unacceptably high levels of violence against women, the LGBT community and immigrants – this indicates a lack of knowledge and acceptance of the Constitution and its associated values.


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4. Limited access to information by the majority of the population – this further disempowers the historically disadvantaged, and sets the tone for the Department to undertake initiatives to improve access to information through a balance of modern and traditional communication channels, with an enhanced focus on the use of technology and internet accessibility.

5. Lack of access to ACH services that meet the needs of the majority of the population - the Department must make a concerted effort to improve its coverage of products and services through infrastructure development, content development, audience development and the stimulation of arts and culture as a viable career at school and FET level.

6. The impact of technological change - investment in hardware and broadband connectivity and internet access at libraries and other ACH facilities is needed.

7. Infrastructure challenges - the DAC must develop and implement effective infrastructure and asset management policies and strategies, aligned to budget and aimed at expanding ACH provision in areas of need, particularly in rural areas, while effectively maintaining existing infrastructure. The challenge is to establish community arts centres, libraries and museums in all regions of the country, in close collaboration with provinces.

8. Gaps in the legislative and policy environment pertaining to ACH - the DAC must allocate the necessary resources to finalise and implement critical legislation, the highest priority being the finalisation and approval of the Revised White Paper on ACH.

9. Slow transformation of the ACH Sector - the structures and operational models of the DAC and its institutions must be redesigned and remodelling to improve the accessibility of ACH resources to the historically disadvantaged.

Pertaining to departmental performance 1. Governance transitions. Weak internal controls are a major systemic

constraint to success and waste institutional resources and energies. This requires well-thought through and coherent institutional responses that increase the internal efficiency of the Department rather, than ad-hoc responses. The governance transition in the Department has happened at two levels at least, and the transition is not complete yet. At institutional level, a governance manual will be produced to create greater institutional responsiveness and flexibility,.

2. Capacity. This Strategic Plan, combined with the growing complexity of economic conditions, requires greater flexibility and capacity in the workforce in order to adjust speedily to the rapid changes in technology, production, and work organisation. The ACH Sector needs to develop as a 21st century economy, but we have gaps in critical skills required for a range of social and economic development strategies. These include this Plan, the NIPF, IPAP, the Anti-Poverty Strategy, the Rural Development Strategy, the Technology and Innovation Plan, the NDPO and the NGP. Human capability and capacity shortages combined with weak planning in a number of occupations within the Department inhibit growth and investment.

3. Delegations of Authority. The lack of capacity has a direct impact on decision-making. Creating/collating new and existing knowledge and information through research and planning capabilities is a significant link between stakeholders, government and the ACH Sector. The allocation of resources to this function should be considered.

4. ACH challenges. The ACH Sector is poised to be a significant locus of delivery of services with strong links to our mandate. It is also the Sector that is the most fragile owing to the complex and incomplete transitions it has experienced in recent years. Special attention is necessary to consolidate its repositioning and build its capacity. Intensive processes will be urgently undertaken to make the Sector fit for purpose. This Strategic Plan provides the basis for the repositioning of the Sector. It envisages a sector that is responsive to the needs of society and the demands of the economy.


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Strategic Plan 2014 | 2015 - 2019 | 2020

5. Reprioritisation of resources. Funding is limited and there is a high dependence on government sources of funds within the ACH Sector. Optimising resources by maximising the leverage of available funding should be prioritised. This Plan will be followed by the introduction of programme-based funding, geared to the alignment of goals with specific outcomes. The policy goal of a mix of programme offerings requires complementary funding, but the mechanisms by which this diversity of offerings is to be achieved is not well developed. This is a major challenge that will be addressed through tight budget controls and allocations.

Pertaining to the ACH SectorThere are a number of challenges and issues for consideration as the DAC and the ACH Sector proceed with the rollout of the various MGE strategic initiatives:

1. The implementation of programmes across the Sector is too narrow due to a perceived lack of consultation and engagement across the Sector and an inequitable distribution of opportunities, compounded by a loss of intellectual capital.

2. There is a lack of balance between developing new infrastructure and maintaining existing infrastructure, thereby impacting on the sustainability of programmes.

3. In the area of job creation and entrepreneurship, there are persistent challenges related to the full participation of the Sector. Some of the issues to be addressed include:

• The need to create a platform for the creative industries to operate effectively;

• The creation of a linkage between skills development and job creation;

• Assisting in expanding markets for products through the creation of an enabling environment for artists to market their products;

• The articulation of competencies that are needed for the 200 artists in schools programme and its performance management.

4. Developing markets while building and growing audiences in a low economic growth environment remains a critical issue. Extensive marketing of MGE strategies and initiatives are required to gain broader awareness, buy-in and collaboration, with the possibility of incentives, public-private partnerships and inter-governmental partnerships.

5. There is a lack of consistent and adequate funding and revenue generation for the equitable support of non-governmental ACH institutions in the Cultural and Creative Industries.

Pertaining to cultural diplomacy A number of challenges exist, including:

1. The ACH Sector is reactive to approaches from other countries and therefore not maximising the value of cultural diplomacy in meeting the needs and objectives the Sector.

2. The ACH Sector is not well marketed and exposed internationally, and not enough is done to increase international interest in local ACH.

3. There is a lack of recognition and status of ACH products, as well as that of practitioners.

4. There is a lack of programme development on the African Continent.

5. The lack of arts education and skills development at all levels is due in part to the following challenges:

• Arts curriculum at schools not implemented consistently and to the right standard

• Small audiences due to interest in the arts not being stimulated from a young age

• The reach of the arts does not extend to rural areas

• Poor culture of reading and literacy


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A further key planning consideration is to enhance the DAC schools programme for better coordination and engagement with the Department of Basic Education, to strengthen the arts curriculum in schools and drive the artists in schools initiative. Also, the strengthening of NaCISA and the development of content aligned to beneficiary needs, in collaboration with CATHSSETA and other academic institutions is a priority.

The above planning considerations have directly informed the crafting of the core service delivery goals of the DAC and the ACH Sector, discussed later in this document. This also informs the analysis of the organisational environment, which in turn will inform the outcomes-oriented goals of the Department.

4.4. Organisational environment

4.4.1. achievements

In 2009, government adopted the Medium-term Strategic Framework (MTSF) for 2009 to 2014. Strategic priority 4 of the MTSF is to strengthen the skills and human resource base. The particular responsibility of the Department in relation to the Government’s 12 performance outcomes is to develop the capability to support an inclusive growth path (Outcome 5).

In 2012, the Minister (after consultation with the Minister of Public Administration) approved a revised organisational structure, which has continued to be implemented in a phased approach. The Macro Structure received prominent focus in the 2013/14 financial year. Further to this, and through engagement with National Treasury on the extent to which the revised structure affected the budget programme structure, a revised Budget Programme Structure has been approved and informs this Strategic Plan and the aligned 2015/16 Annual Performance Plan.

The mandate related to the Department’s delegated responsibility to lead, coordinate and oversee the implementation of Outcome 14 of the MTSF, as a further resourcing challenge, has been addressed through the reprioritisation and mainstreaming of the Outcome in the Strategic Goals and Objectives reflected of this Strategic Plan and aligned APP.

The Department will continue to provide ongoing professional development to its employees in order to ensure the development of individual talent for better individual and team contributions to improving its delivery machinery.

4.4.2. Challenges

1. Scrutiny of the 26 existing public entities and 2 associated entities in the Sector, as highlighted in the DAC 5-year review report (2014), reveals some duplication and overlap of mandates and functions across these institutions. Furthermore, there is a lack of coordination and cooperation


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between entities operating in the same space and funded largely from the same purse. There is clearly an opportunity for increased collaboration between the institutions across the Sector.

2. The revised White Paper will require a fundamental shift in the legislative environment, which will be both intricate and lengthy. It will involve not only the legislative shifts mentioned, but also the dissolution of certain existing structures that find their origin in current legislation. While the rationalisation of the councils will contribute significantly to removing duplication and improving coordination between the entities under each council, this would not necessarily address all existing overlaps in mandates at an institutional level – unless the rationalisation process is extended to the institutions as well.

3. The strategic reorientation of the Department has been effected, subsequent to which strategic planning and organisational re-engineering processes have had to be embarked upon. Throughout this process, the challenge for the Department has been a process aimed at repositioning it to be relevant and responsive to the needs of its internal and external stakeholders.

4. From a capacity perspective, the challenge is to develop an approach to skills development and education that fosters appreciation, participation and access to the arts across the industry, and also more widely facilitates the development of talent and creative skills in the ACH Sector. There are a number of transversal issues to be taken into account in the area of human capital and skills development, including:

• The need for capacity building for the arts in general across many levels.

• The need to develop ACH skills pipelines and career paths and to make it attractive for qualified arts practitioners to be recruited into civil services in all three spheres of government.

• The lack of transformation of existing institutions.

• The lack of clarity on the NaCISA implementation plan.

• Underutilised internal human resources due to an organisational design and structure not aligned to strategy. Reskilling and upskilling may be required.

5. A lack of ACH skills development and training opportunities for the majority of South Africans, including women, the youth and ACH managers, requires the DAC to work closely with FET institutions, SETAs and the private sector to develop and grow the pool of ACH practitioners in the ACH Sector. The overall goal of the skills development system is to contribute to the development of ‘decent work’ by effectively connecting education to technical training to economic opportunities and labour-market entry to workplace and lifelong learning. It is these linkages that sustain productivity and growth. It is these linkages that we believe will be facilitated by the location of incubators within the DAC and ACH Sector. Our integrated skills development must (before 2020) have made demonstrable and significant progress towards:

6. Promoting economic and employment growth and social development through a focus on education and training

• The development of the skills and the improvement of the employment prospects of unemployed persons through training and education

• The use of the incubators and boot camps as active learning sites

• Increasing levels of investment in training and improving returns on that investment.

7. From an infrastructure perspective, it is acknowledged that there is currently a lack of knowledge of existing assets and infrastructure across the ACH Sector and a lack of comprehensive plans, not only for new developments but also for the on-going maintenance and long-term sustainability of the ACH assets and infrastructure.

8. Analysis conducted by the DAC indicates an increasing cost of compliance and governance. For example, the implementation of the Generally Recognised Accounting Practice (GRAP) 17 (libraries) and GRAP 103


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(heritage) standards, which is currently unfunded in most of the institutions. The smaller institutions also seem to experience financial challenges of establishing costly supply chain management functions to manage relatively small operating budgets and yet ensure the segregation of duties required from a corporate governance perspective.

9. Further challenges include a perceived lack of effectiveness in the delivery of ACH programmes, a lack of clarity of roles across the Sector (for example, between DAC and Institutions and policy against implementation), resultant competition between the DAC and arts practitioners for resources; and the lack of integrated planning.

10. The promotion of literacy through the development of a culture of lifelong reading and writing as an emphasis on market development and not only as a skills development intervention is a challenge. However, the capacity to carry out the task was affected by the fact that resourcing from Treasury was constrained. This resulted in the Department being unable to fulfil its constitutional mandate of ensuring adequate support initiatives, thus rendering the government ineffectual from a support point of view. Key relationships with stakeholders significantly deteriorated. In a sense, the Department’s relevance in that space began to diminish, much to the disadvantage of the ACH Sector.

11. The current internal environment within the Department displays a lack of coordination, which often results in ineffective approaches to responding to sector needs. In short, there has historically been minimal planning on what support is required, and this often results in inappropriate support initiatives that then lack meaningful impact. There has been a lack of alignment between policy and strategy (including the design of sector-specific programmes) targeted at the ACH Sector.

12. It is critical to mainstream government support within the context of the NDP. This can only be achieved through the strengthening and promotion of planning capacity and intergovernmental mechanisms to mainstream support and develop relevant and appropriate support programmes. A national efficient and effective administrative and planning system must be put in place to support integrated ways of working within the department and across government. This will support credible planning, coordination, budgeting and monitoring across the system.

13. Key to this will be the Department’s ability to:

• Become a reference point with appropriate research, and monitoring and evaluation capacity to enhance the intellectual edge of divisions to inform plans,

• Set the scene through policy development for better integrated management and planning,

• Champion performance assessment and ensure appropriate and targeted interventions to address identified gaps,

• Provide a vehicle to coordinate, mobilise and harness resources for a better impact on the ACH Sector, specifically with regard to monitoring and support,

• Refocus the Department’s differentiated and collective approach for the highest impact,

• Promote strategic priorities and the development needs of the Sector,

• Build strategic partnerships and linkages with key stakeholders to mobilise resources and support to the Sector, and

• Embed a culture of collaboration, thereby ensuring relevant, purposeful and sustainable support to the Sector.


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14. Repositioning should also entail a re-engineering of internal departmental relations and alignment to address the issues of silos and optimise the use of multi-disciplinary teams with clear, focused and targeted intervention plans.

With the strategic reorientation, an opportunity has emerged for the Department to reposition itself towards regaining its unique identity and pre-eminence. It is an opportunity for the Department to distinguish itself as the custodian of nation building and social cohesion programmes, and key to the repositioning process is the need for the Department to reaffirm this unique mandate.

This, coupled with the NDP vision of an inclusive society by 2030 requires the Department to refocus its policy and support initiatives to achieve this objective.

5. strategy develoPment

5.1. BackgroundIn April 2011 the DAC convened a consultative conference for arts, culture and heritage sector stakeholders to deliberate on various proposals to optimise the contribution of these sectors to the New Growth Path. This took place in parallel with a series of processes, including the adverse effects of the 2008 global crisis, the adoption by Government of a developmental state paradigm – buttressed by the NDP – and the increased prominence and importance of sustainable development as a prime strategic objective.

To this end, the department had conducted a review of prior research and a status quo assessment between December 2010 and April 2011. Through this approach, the department had hoped to outline a detailed plan on how the arts, culture and heritage sector will contribute to the national goal of creating 5 million jobs within the next 10 years. The review and consultations were used to generate a high-level problem statement and strategy and make specific proposals, including new large-scale interventions focusing on the creative and cultural industries.

The following findings represent assessments of key performance areas, some of which are already discussed in the performance and organisational review:

1. Fragmentation and the absence of an integrated strategy for the ACH Sector geared towards stimulating sectoral, as well as intergovernmental guidance, commitment and collaboration. Silo-based planning, the geographical divide, poor consultation, duplication of functions and activities and the lack of follow through on plans are critical issues to be taken into consideration in this planning period.

2. The adequacy and relevance of existing legislation and policies, including international treaties requires review. There is also the need to test the extent to which existing policies and plans have been implemented and if not, why not, and to ensure that domestic and international legal obligations and imperatives are mainstreamed in the ACH strategy.

3. A dysfunctional value chain consisting of audiences, practitioners and professionals.

4. Inadequate policy development and related monitoring and evaluation. There is a need to ensure that the programmes and interventions are well conceptualised and broadly meaningful and that there is a crosscutting involvement of government across the 3-spheres.

5. The need to develop and support transformative processes that go beyond demographic targets through the establishment of better and more nuanced indicators of change for different sub-sectors, for example, growth of book reading in black communities, increased black audiences in theatre, more black film directors, book publishers and sound engineers, etc.


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5.2. Strategic reorientationAgainst this background, the Department re-engineered its strategic focus during the 2009-2014 term. Such re-engineering was informed by the government-wide strategic re-orientation following the 2011 National Consultative Summit that put job creation and economic development at the centre of DAC priorities together with eleven other priorities. It was then imperative for the Department to clearly articulate its contribution to the job creation and economic development agenda.

To this end, the 2011 National Consultative Summit provided a revised strategy and plan, including new large-scale interventions to–

• reinforce the Arts, Culture and Heritage (ACH) Sector as an economic growth sector, and

• introduce programmes that contribute to large-scale employment.

The approach emphasised:

• General continuity and the introduction of new initiatives that build on and expand existing initiatives as far as possible;

• Skills development for excellence and high performance in the ACH Sector;

• Large-scale interventions aimed at optimising growth and the employment potential of the Sector;

• Expansion and coordination of supply and demand in the ACH Sector;

• Enhancement of existing production and the creation of new business opportunities to match demand;

• Monitoring and evaluation to guide investment and coordination of current and future resources for the sector.

Pursuant to these aspirations, the following measurable objectives are aligned to the DAC’s legislative mandate:

• Coordinate and support the national strategic programmes by developing and reviewing policy and legislation and developing systems for monitoring and evaluation.

• Increase and facilitate access to and broader participation in arts and culture through policy formulation, legislation and equitable funding.

• Increase access and participation of grassroots arts practitioners in cultural industries economic activities through training, legislation and international opportunities.

To give effect to these goals and objectives, the 2012 Budget allocated resources to specific interventions over the period of the medium term expenditure framework (MTEF). Growth in spending focused on long-term structural transformation, particularly infrastructure development, job creation, enterprise support and the enhancement of service delivery.

In line with this, spending baselines have since undergone rigorous review, areas of inefficiency and lower priority have been identified, and funds have been redirected towards the DAC’s key priorities, both new and existing, in recognition of the relationship between the composition of spending and sustainability over the long term.

Coupled with this, activities and plans, aimed at promoting social cohesion and nation-building, assumed a new urgency after 12 Outcomes were adopted at the 20-22 January 2010 Cabinet Lekgotla.

As a whole, the 12 Outcomes constitute a comprehensive implementation and delivery model that requires all departments and institutions across government and public institutions to deliver high-impact outputs within the framework of the strategic policies, plans and priorities of government.

The net result was the Mzansi Golden Economy strategy, adopted in the 2011/12 budget year, including detailed concept documents and business plans for the redeployment of funds to strategic investments that would optimise the benefit of the creative economy and stimulate the economy on a broader scale. The


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Strategy articulates major policy shifts from earlier ACH strategic approaches; and represents an evolution in government policy on arts, culture, and heritage, by shaping and placing particular emphasis on the economic contribution of ACH.

Significant in the evolution of the policy intent of the DAC and the Sector is the added focus on economic transformation.

5.3. radical economic transformationThree years on, the strategic and programmatic thrust of the department’s policy initiatives once again became the focus of policy discourse as to whether society derives sufficient economic benefit.

The historical backdrop – that of stark divisions and inequalities produced by colonialism and apartheid – is no more apparent than from a rising insider-outsider binary characterised by a narrow elite market of producers and consumers, on the one hand, and a glut of non-consumers (on the other) as a reflection of the fundamental social and economic fault-lines fissuring society.

Drawing on the ANC’s 2012 policy resolution, President Zuma reaffirmed the centrality of economic transformation to Government’s growth and development ambitions in his 2014 State of the Nation address. The focus of all our work, he pronounced, would thence be informed by the goals and vision of economic transformation contained in the NDP.

In the ACH Sector context, the announcement confirmed the DAC’s commitment to harmonise current policies with the general framework of the NDP and the related goal of competitiveness to ensure the sector attracts an escalating share of investment for economic growth, development and employment creation.

As we enter the second phase of the transition, the challenge of radically transforming the economy is writ large in vast spaces of social, cultural and economic exclusion.

In this context, the Department has sought to support a number of emergent shifts

in the Arts, Culture, and Heritage Sector through the implementation of its policy and strategic intent. If successful, these shifts have the potential to increase the growth and development of the Sector significantly, as follows:

a. Firstly, the recognition that a number of inadequacies in the policy and regulatory environment need to be addressed to strengthen governance in the Sector, increase investment and improve information and statistics for more effective planning and decision-making. The work undertaken through the policy review process provides an important basis for doing so, and will be discussed in this review;

b. Secondly, driven by the implementation of the outcome based approach in government, is the process of alignment to specific outcomes of government; and

c. Thirdly, the increasing recognition that arts, culture, and heritage is not only social in nature, but is contributing significantly to the growth of the economy. Entrepreneurship, the growth of new business models, product development and the associated infrastructure, and the growth of new markets are increasingly pervasive across the various segments of the creative industries and need support through high impact development programmes.

5.4. Outward-oriented planningThe dynamism of the ACH Sector has led to the decision to move towards sector-wide integrated planning, a planning process that considers the whole of the ACH operating environment, with the active participation of sectoral stakeholders in the strategic and annual planning processes. To this end, the Department of Arts and Culture has provided planning leadership to the ACH Sector by adopting the Sector-wide Strategic Planning Guide in 2013. In adopting the integrated sector-wide strategic planning approach, the department will ensure:


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1. Alignment of plans within the sector (DAC, Public Entities and Provincial Line Departments);

2. Effective consultation of the arts, culture and heritage sector and taking into account genuine interests of stakeholders;

3. A thorough analysis of the department’s strengths and weaknesses as well as the opportunities and threats presented by the external environment.

The Department has increasingly sought to address these challenges and support the emergent shifts in the ACH Sector through the implementation of its policy and strategic intent. The intention is to increase the growth and socio-economic development of the Sector significantly, to contribute meaningfully to nation building and social cohesion and to implement transformative measures aimed at expanding arts, culture and heritage equitably across the country.

5.5. Strategic issues arising from this PlanFramed as a set of guiding principles and policy tools, this Strategic Plan builds on the DAC’s vision and mission. The crux of the problem is that investments in different types of innovations affect the economy (and businesses) in very different ways—but are evaluated using the same (flawed) metrics. Specifically, we find that markets—and Government itself— employ assessment metrics which render innovations that sustain existing jobs more attractive than those that create new opportunities for the expansion of sustainable livelihoods. Reliance on those metrics is based on the outdated assumption that capital a “scarce resource” that should be conserved at all costs – or what in popular parlance is called ‘sustainability’. The flaw in this type of reasoning is the very notion of sustainability itself.

At issue is new market creation at the base of the pyramid, where vast numbers of discarded non-consumers are a challenge and potential opportunity. Rather than a model of sustainability that measures progress by efficiency gains alone, we advance a general framework for radical change that measures progress by the capacity of those changes to create new markets in a virtuous cycle of innovation and economic expansion. In doing so, the deployment of capital follows opportunities in a growth paradigm we call Disruptive Innovation.13 Thus, the ability to attract human talent, and the processes and resolve to deploy it against growth opportunities, are the primary objective.14

We maintain, therefore, that monetising new opportunities (rather than disbursing money to existing ones) is a more durable long-term proposition for value creation in the arts and culture sector.

As such, this strategic plan starts where previous DAC initiatives and models left off: by reframing the development of the arts, culture and heritage sector as an economic challenge of building a “virtuous cycle” of economically expansive cultural and artistic innovations in which those on the margins are able to not only 13 The term was coined by Harvard doyen Clayton Christensen.14 CEO on Finding the Elusive Formula for Growing Acquired Brands - Harvard Business Review

2014/06/10, 4:41. Accessed at http://hbr.org/2014/06/the-capitalists-dilemma/ar/pr


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dwell but thrive. At its core is a framework for solution paths towards the economic transformation of the ACH Sector in general – in the process of being shaped by, and shaping new markets and creative industries as sustainable long-term pursuits.

The key driving forces of policy are an explicit commitment to the promotion of sustainable development, principally through interventions that enhance growth and enable people to enter the formal workforce or create sustainable livelihoods for themselves.

The structures that have been established and the various initiatives that have been successfully implemented provide the DAC with a foundation off which to pursue the enhanced focus and responsibility attached to driving and coordinating Outcome 14 of the MTSF.

The challenge, however, is to enable access to artistic and cultural opportunities and markets, and foster the development of economic self-activity among marginalised people. Evidence suggests that, despite the MGE and related interventions, the arts, culture and heritage sector is not concretised in the real dynamics of everyday economic life.

In this regard, the DAC’s policy framework and programmes to facilitate growth in the cultural and creative industries is a response to new priorities and policy directions for development in the country. These priorities are unpacked in the following section help streamline, strengthen and enhance the implementation of Outcome 14 and Minister’s Delivery Agreement.

6. strategiC outComes-oriented goals This Strategic Plan marks a bold new deal for the DAC and ACH Sector. It seeks to provide a roadmap to reach our strategic goals and guide the development of an inclusive and dynamic ACH Sector, while responding to the overriding strategic imperatives of nation building and social cohesion. This in turn informs the strategic priorities of the Minister pursuant to the department’s vision.

Importantly, our vision for South Africa recognises the economic imperative of redressing inequalities, poverty and unemployment in order to address the inclusion imperative.

As such, the vision has to be interpreted and pursued within government’s policy of radical economic transformation.

To achieve this transformative vision, five overall strategic goals are introduced which will guide the department’s focus and effort in the period 2015–2019. Individually, each goal represents an aspiration the department seeks to achieve as it pursues its mission (aim). Collectively, the goals define the full range of the DAC’s and ACH Sector’s roles and foci. The attainment of each goal will require DAC-specific focus as well as, importantly, support and collaboration from both internal and external stakeholders.

The five (5) Strategic Outcome Orientated Goals are listed below:

6.1. Strategic goals

1.Atransformed,coherentanddevelopmentfocussedACHSector: To drive greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes.

2. Nation building through effective social cohesion programme implementation: To lead nation building and societal transformation through effective social cohesion programmes that promotes cultural and linguistic diversity.


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3.Aproductive,diverseandinclusiveACHSector:To protect, preserve, promote and develop Arts, Culture and Heritage and advance the socio-economic inclusivity and contribution of the Sector.

4.Asoundgovernancefiscalmanagementsystem:To forge sound governance and fiscal management policies, systems and processes that enhances the capacity of the DAC and its entities to ensure the effective and efficient utilisation and leveraging of ACH resources for the benefit of all South Africans.

5. A professional and capacitated ACH Sector: To build the skills and capacity of the Sector to ensure its ongoing development and responsiveness.

These goals inform the priority objectives of five policy priorities, or policy levers. These policy levers provide the underlying guiding principles for the Strategic Plan. However, there is no direct and one-to-one relationship between the strategic priorities and programme goals and objectives set out in Section B of this plan. The priorities are rather crosscutting and are addressed by various programmes simultaneously. The Strategic priorities are crafted in response to the Ministerial strategic intent, and are therefore pitched at a sector-wide level. In other words, the different programmes address various priorities simultaneously.

The focus is on ensuring that the specified goals are therefore specific and measurable against the Strategic Objectives (key result areas) for each Strategic Goal and the responsible Budget Programme/s for each Objective. These will be further unpacked into indicators, milestones, baselines and targets in the Annual Performance Plans over the period.

The five strategic priorities that follow are premised on an understanding that (1) directional thinking and planning form the basis for transforming the creative industries, which follows a specific the following sequence of policy actions: (2) the development of a dynamic ACH Sector that informs (3) the implementation of our

nation building and social cohesion programmes, underpinned by (4) investments in infrastructure development; (5) skills development and education; (6) a cultural and creative industries venture capital fund and (7) effective governance and implementation institutions, which all together can trigger (8) a sustainable ACH Sector, and (9) economic inclusion and social cohesion.


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7. PoliCy PrioritiesIn determining the priorities for the planning period 2015-19, the model of ‘game changers’ has been employed. A Game Changer is a big idea or action or a number of well-planned and coordinated interventions that cumulatively achieve a major shift in trajectory. It presupposes that with the introduction of big ideas and a number of well-planned and coordinated catalytic projects, radical transformation is possible.

Additionally, a number of factors were taken into consideration. These include sector imperatives as they emerged from the sectoral analysis presented in the preceding section of this Strategic Plan, national imperatives as highlighted in the discussion of various government policies, plans and objectives, its current ongoing commitments, and available funding.

The following priorities have been identified within the 5-year plan:

1. An enabling policy, legislative and regulatory environment Coherent policies that guide directional planning towards the transformation of the ACH Sector, resulting in sustainable livelihoods and social cohesion.

2. Inclusive economic development An ACH Sector that is dynamic and efficient, and fosters inclusive growth.

3. Nation building and social cohesion programmesThe implementation of programmes that promote nation building and social cohesion

4. Radical economic transformationThe alignment of policies and programmes with transformative outcomes.

5. Effective governance and implementation institutionsThe alignment of structures, authorities and systems with goals and objectives towards the implementation of the department’s mandate.

Policy lever 1:

An enabling policy, legislative and regulatory planning environment

The adequacy and relevance of existing legislation and policies requires review. There is also the need to test the extent to which existing policies and plans have been implemented to ensure that our policy goals are mainstreamed in the ACH (i.e. MGE) strategy.

status quo

1. The department is guided by a range of policies and strategies for strategic planning including the NDP, MTSF, and National Treasury Planning Framework. These are aimed at ensuring that priority setting, resource allocation and implementation take place in an efficient and sustainable way. However, policies have lagged new strategic priorities of national government and the development of relevant policy frameworks.

2. Coordinated and integrated planning has yet to realise the desired development outcomes. Despite the progressive legislative and policy environment, duplication of resources, strategic disarray and lack of direction in day to day work, with resulting inefficiencies, remains.

Outcomes-based planning is accepted in government as a way of ensuring that government plans result in real improvements in the life of all South Africans by translating plans into implementation frameworks and agreements.

Current legislative initiatives are:Revisions to the White Paper to bring about increased levels of transformation in the ACH Sector by aligning policy with the strategic goals of national government.


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Challenges

Lack of alignment of DAC policies with national policies and outcomesThe adequacy and relevance of existing legislation and policies requires review. There is also the need to test the extent to which existing policies and plans have been implemented. Furthermore, the monitoring of compliance and implementation is recognised as key to strengthening governance in the sector and ultimately to the successful implementation of this strategic plan. The lack of strategic planning capabilities combined with weak intergovernmental cooperation has undermined efforts to collaborate on issues and programmes of common interest.The resultant paralysis has led to silos and insular planning. For example, despite infrastructure for arts and culture being a local government and COGTA responsibility, investments are not always well coordinated, resulting in a duplication of plans.

Inward-looking policiesThere is a high degree of uneven capacity and approaches with regard to forward planning. One of the consequences of misaligned policies is that outputs have tended to be inward looking and short-term. The overall pattern of development should be shaped by the long-term policy vision of government, and so the capability of the department to embed its programmes and day-to-day work within the strategic framework and vision of government must be improved.

Policy priorities

Align regulatory framework with policiesBold measures are required to align the legislative and regulatory framework with the policies of government. This process must start with revisions to the White Paper in order to stop dysfunctional patterns of planning.

Strengthen and align the Department’s administrative capability and performancetodeliveronitsmandate,visionandmissionThe coordination of efforts and the capacity and skill requirements for the implementation of programmes must be supported and strengthened.

Strengthenandenhancebusinessprocesses,systems,decisionrightsandaccountability in policyCo-ordinate integrated planning and budgeting across governmentFar greater intergovernmental collaboration is needed for integrated planning, while the department is responsible for planning in the ACH Sector, policy must take into account various government department plans such as city development strategies, Integrated Development Plans, etc. This is especially important when planning for the provision of social (such as schools, libraries, etc.) and economic infrastructure.

Harness existing IGR structures as a mechanism for planning coordinationIGR structures established according to the Intergovernmental Relations Framework Act (2005) at national, provincial and district levels were mandated to steer coherent policy and planning between spheres of government. Despite efforts to manage intergovernmental cooperation, much emphasis has been placed on ‘coordination’ without establishing the necessary institutional mechanisms. Both the White Paper and governance policy must make provision for new planning processes and mechanisms.

Build analytical capabilitiesGreater analytical capabilities within the department need to be developed in order to pave the way for evidence-based policy adjustments.

Develop an operational manual for long-term planningA governance and operational manual inked to this strategic plan should be developed to guide decision-making pursuant to the implementation of this strategic plan.


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Build compacts around programmesA proactive approach is required to identify and resolve planning problems across government and DAC entities. This could include the use of policy mechanism such as programme compacts to delegate authorities.

Inculcate a shared vision of national unity and social cohesionA shared vision and common strategic priorities in a revised Charter is needed to build a shared understanding of the department’s vision, mission and values within and beyond the department.

Policy lever 2:

Nation building and social cohesion

As discussed earlier, as the delegated champion of Chapter 15 of the NDP, the Department is the nominated Secretariat for nation building and social cohesion responsible for reporting on progress against the outcome and impact indicators derived from the MTSF Outcome 14 (Transforming Society and Uniting the Country).

Nation building refers to the amalgam of actions undertaken by various actors in society, including the State, to promote social cohesion and a South African identity. Apart from the economic and political realms, nation building and social cohesion should generally take place in economic and cultural spaces. For this reason, social cohesion draws attention to the way in which economic, social, and cultural factors and practises have to be drawn into a multidimensional strategy, underpinned by values that inform social conduct and promote social co-operation and interaction in, and between, communities, and in relations with state institutions at local, provincial, and national levels.

The Department defines social cohesion as “the degree of social integration and inclusion in changing communities in a diverse society with a history of division and inequality.” In terms of this definition, a community or society is cohesive to the extent that the inequalities, exclusions, and disparities, based on ethnicity, gender,

class, nationality, age, disability or any other distinctions that engender divisions, distrust, and conflict, are reduced, or eliminated, in a planned and sustained manner. This should be underpinned by community members and citizens as active participants working together for the attainment of shared goals, designed and agreed upon to improve the living conditions for all.

It is the extent to which members of a society respond collectively in pursuit of these shared goals and how they deal with the political, socio-economic, and environmental challenges that are facing them.

The Minister of Arts and Culture is responsible for constituting and convening an implementation forum, made up of all relevant national and provincial departments and role-players. Key to this is DAC’s secretariat function for all structures and sub structures established by the implementation forum and the adoption and implementation of key strategic interventions and actions that will rally key sectors and Institutions around the social cohesion and nation building agenda.

status quo

1.LegacyissuesstilldefinethenationalquestionThe race-based social and economic divisions of the past and practises of exclusion have not been eliminated from society. While evidence of progress towards national “healing” since 1994 is apparent, though fragile, in some quarters of society, the impact of centuries of racial and ethnic polarisation and economic inequalities continues to define the national and social question in South Africa.

2. Deep economic inequalities characterise identityDisproportionately high levels of unemployment persist among black people in general and African people in particular. This has resulted in uneven progress towards reconstituting the South African social formation as a unified social formation.


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Challenges

Limits of symbolic exercises that promote reconciliation Nation building relies for its raison d’être, among others, on available symbolic traditions, customs, and beliefs, to draw up a folder of national characteristics. Against this stands the gaping and searing economic, land, and educational divisions that make for a torn and tattered social fabric. This suggests that the political settlement on which democratic South Africa was founded has not been able to overcome the history of social and economic divisions inherited from the past.

Slow pace of socio-economic transformationAs the NDP states, access to economic resources and quality education remains largely based on “race, gender, geographic location, class, and linguistic” factors. However, the extent to which measures adequately address structural factors that have contributed to divisions in society, including the imbalance between the excessive power of financial interests and the poor, remains open to question. The threat this poses to the long-term stability and development of society has accentuated the need for radical policy interventions and programmes aimed at constructing a more inclusive and cohesive society.

Evidence that racial hierarchies of power still predominate over an overriding national identity

Disproportionately high levels of unemployment persist among black people in general and African people in particular; and uneven progress towards reconstituting the South African social formation as a ‘nation-state’ is casting a shadow on the sustainability of programmes that fund universal entitlements to services and economic opportunities, especially programmes aimed at protecting and empowering the most disadvantaged and vulnerable.

Policy priorities

Build the capabilities of the ACH SectorEqual opportunities, inclusion, and redress are to be addressed through building the capabilities of the citizens, righting the exclusionary practises of the past through transforming the economy, and promoting non-sexism and non-racialism.

This state-led approach to nation building to be complemented by active citizenry and leadership This must lead to a new social compact between government and the ACH Sector so that all sectors of society can be involved in moving to a trajectory of higher growth and employment, increased investment, and savings.

PromotetheBillofResponsibility,Constitutionalvaluesandnationalsymbols amongst children in schools Social cohesion draws attention to the way in which economic, social, and cultural factors and practises have to be drawn into a multidimensional strategy, underpinned by values that inform social conduct and promote social co-operation and interaction in, and between, communities, and in relations with state institutions at local, provincial, and national levels. Advance a multidimensional strategy underpinned by the Bill of Responsibilities to promote the Bill of Responsibilities, constitutional values and national symbols amongst children in schools.

Utilisenationaldaysasaplatformforpromotingconstitutionalvalues,nation building and social cohesion.Promote heritage and culture through investment in programmes that support and enable transformation.Promotenationbuildingandsocialcohesionthroughtargetedengagement,dialogue and interaction with stakeholders and society.


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Some of the interventions in nation building and social cohesion are:

• Social Cohesion Advocates;

• Social cohesion summits;

• Planned regional and Colloquiums are a contribution to a national conversation, furthering understanding of the possibilities and the challenges of nation building;

• Promotion of social cohesion through schools advocates;

• Promotion of arts, culture and heritage by ensuring government invests in the cultural and creative industries, particularly in film, music, arts and craft, books and publishing;

• The promotion of new museums and liberation heritage routes;

• Entrench linguistic diversity in a manner that facilitates equitable cultural expression by citizens and communities. To promote the use of official languages, promote a culture of reading and writing across society and respect for oral knowledge and histories.

Ensure visibility of social cohesion and nation building actions and activities at all levels of society and through the media.Implement key strategic interventions and actions that will rally key sectors and institutions around the social cohesion and nation building agenda.

Policy lever 3:

inclusive economic development

The NDP and 2014 Election Manifesto emphasise the importance of mainstreaming the participation of the poor, mainly black segment of the population in the economy. Inclusive economic development is essential to creating enterprises, jobs and sustainable livelihoods, and ultimately cohesive communities. It includes unleashing the potential of the economy through radical innovations, investing

in social capital and public services, and focusing on sustainable livelihoods and viable township economies. More employment and improved livelihoods can break the cycle of poverty and narrow the gap between the haves and have-nots.

In the ACH context, inclusive development means the development of capabilities, provision of opportunities and markets, and deployment and maintenance of infrastructure that can support local, regional, national and international ACH offerings as well as increase participation in, and access to ACH products and services.

status quo

1. Economic development has tended to produce a skewed dividend rooted in the apartheid legacy of racial inequality. Underlying these difficulties is a deeper structural problem. As democratic South Africa enters the third decade of its existence, there is a growing distance between the well off and the poor. This growing inequality and new, at times divisive, identities have welded the concerns on nation building and social cohesion ever so firmly.

2. Rising inequalityWhile average real incomes have increased, inequality remains stark along racial lines. Poverty and inequality remain major challenges for South Africa.

3. Rising social tensionsThere is adequate evidence from social protests and racial conflicts to show that social tensions are rising despite two decades of democracy.

4. Participation in the ACH Sector has tended to remain marginal to the rest of the economyThe sector still reflects a narrow spectrum of participants.


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Challenges

Economic development has been neglected in townshipsThe deindustrialisation of the South African economy has pushed entrepreneurs in townships to the periphery of the mainstream economy and restructured the township economy into a service-oriented and largely informal one. Lacking in most township economies is infrastructure and markets, thus cleaving the divide between two economies: one white and wealthy and one black and poor.

Economic development in informal economic activities has been neglected Investment projects – with the potential to create jobs – are often held up by simple bottlenecks in regulations, infrastructure, or by inadequate skills and access to opportunities.

Uneven pattern of investmentThe pattern of investment is haphazard, with investment driven by where infrastructure and markets can be accessed cheaply, rather than planned from a socioeconomic and developmental perspective. This is because state intervention and direction has been weak. Part of the challenge is the disjoint between national macroeconomic policy and planning. Whereas the goal of government is to mainstream marginal economic activities and encourage small business formation, markets respond to profit incentives. This is compounded by the fact that government often has weak strategic and planning capabilities.

AccesstofinanceandskillsremainsamajorconstraintFinance and skills remain barriers to entry into the mainstream economy. This creates a pattern of informality, which prevents those on the margins of the economy from expanding their economic horizons.

Lack of an enabling environment and infrastructure for new entrants into the ACH SectorAs the custodian of nation building, the ACH Sector is unfortunately difficult to break into. Most craft workers and artists are informal, survivalist traders. This is largely because they do not have access to infrastructure, tools, opportunities, markets and funds and lack the skills to start up their own businesses.

Policy priorities

Strengthen the economic role of townshipsTownships, especially those in metropolitan areas, comprise a significant proportion of the national economy, and their economic role needs to be recognised. Practical expression should be given to the directives of the NDP relating to township revitalisation and integrated development.

Procure services from black enterprises in the ACH SectorGovernment should procure services from marginal enterprises and direct resources towards support programmes in the ACH Sector. The implementation of government’s policy to purchase 70% of goods and services from marginal businesses must apply to the ACH Sector in marginalised communities and township economies.

Strengthen institutional capacity in economic developmentEconomic development requires state capacity to engage with stakeholders and champion social cohesion. Other capabilities needed include strategic leadership, economic and financial literacy, partnership building and engagement with wider interests to ensure that inclusive growth is championed across government, while ensuring the proper balance is given to economic objectives alongside social considerations. Competent project team leaders in the department must ensure they have the knowledge and operational flexibility, and should be outward facing towards growing the ACH Sector. Internal structures should be (re)configured to enable key administrative and support functions to support agreed economic development decisions.


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Strengthen relationships with local governmentThe link between the planned development of the ACH Sector and local and provincial government needs to be strengthened to allow the latter to play an increased role in enabling the development of the creative industries. The potential ability of local government in particular to act as enablers of enterprise development in the ACH Sector is linked to the availability of infrastructure. Overall, if the interactions are well managed, local government can provide the basis for economically and socially sustainable development. The department should consider using the planning instruments of the metro councils and related Integrated Development Plans City-region plans of some provinces to promote integrated planning across economic value chains in the ACH Sector.

Strengthen roles and leverage partnerships with other stakeholdersThe department should engage external stakeholders to develop a shared understanding of the challenges of social cohesion and nation building to enable joint problem solving. Given the perception that there are legal barriers to partnerships, it will also be necessary to consider how exactly economic and partnership considerations can feature more strongly in major decisions concerning policy and implementation of departmental functions, such as infrastructure development and funding for enterprises in the ACH Sector. Different kinds of collaborative arrangements will be required, depending on the purpose (e.g. support for community-based enterprises or building special expertise for particular industries in the ACH Sector), while others may require a more formal arrangement, where resource transfers are involved and new services are to be delivered. Entering into formal arrangements could provide tangible evidence of sustained commitment to cooperative government.

Create the local conditions for supporting enterprise development and inclusive growthThis could also take the form of removing regulatory barriers that stand in the way of enterprise development in the ACH Sector or introducing tax incentives that reduce the burden on business. At local level, economic development requires available serviced land, essential physical infrastructure, including buildings) and markets. Combined with a conducive social environment, these are the basic building blocks for businesses to start up and grow.

Support township-based enterprises and workWith a large deficit of decent jobs in the mainstream economy, imaginative use of public employment programmes should support community-based initiatives and other bottom-up activities, particularly in townships and informal economies. These programmes could include township or community business incubators, cooperatives and social enterprises in order to foster genuine entrepreneurialism and business acumen, as well as offering valuable knowledge and resources. These programmes can provide useful services in poor communities, including food gardens and catering operations.

Procure goods and services from the ACH SectorTransformative approaches to procurement should be adopted which provide ready access to markets and opportunities. In the context of mass unemployment and structural inequalities, government needs to support entrepreneurial activities, both directly by procuring goods and services from black businesses in the ACH Sector and by not imposing undue restrictions on their growth.


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Policy lever 4:radical economic transformation

Radical interventions in the ACH Sector are key to redressing the prevailing profile of the sector and creating a more diverse and inclusive sector. It is imperative for the department to clearly articulate its contribution to the job creation and economic development agenda of government.

It is envisaged that a strategic reorientation, including new large-scale interventions, will:–

• reinforce the ACH Sector as an economic growth sector;

• introduce programmes that contribute to large-scale employment.

status quo

1. Incoherent policy and legislative framework

As already discussed, current DAC policies and legislation do not align with the mandate of radical economic transformation.

2. Weak access to and participation in the ACH Sector

Barriers to entry are characterised by a lack of skills, financial constraints, funding constraints and underdeveloped markets for ACH products and services.

3. Funding constraintsThe inauguration of the 2nd phase of the transition towards radical economic transformation coincides with tough economic constraints on funds available for the delivery of tangible results in the ACH Sector. This demonstrates the need for radical innovations in the design and implementation of policies and programmes.

Challenges

Skewed developmentA dual economy prevails in the ACH Sector: the formal economy of commercial ACH enterprises and markets in high-income brackets, and an economy of informal artists, craft workers and caterers where trade is predominantly informal and survivalist.

Duplication and overlap of DAC entities and functionsThere are currently a proliferation of entities and programmes with DAC that prohibit the achievement of economies of scale and the efficient use of resources. In order to get value for money, we will need to review our business models to both strengthen our capacity for service delivery and avoid wasteful expenditure of scarce resources. The utility of our entities will thence be measured by their impact on social cohesion. But most importantly, these interventions will aim at making sure that our entities spend more of money on delivering programmes rather than on salaries and related costs.

CurrentlevelsofcapitalfinanceareinsufficienttomatchneedsStringent credit control measures on lending and difficult economic and fiscal conditions have tightened the availability of finance for start-up enterprises.

Policy priorities

Outside the box thinkingDelivering our programmes requires that we think outside the box. This in turn means taking a very experimental approach to designing and driving our interventions.


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Coordinate and support the national strategic programmes by developing and reviewing policy and legislationStarting with revisions to the White Paper, DAC policies must be reviewed and aligned with national government policy and the programme of radical economic transformation.

Recasting the MGEThe limits of the MGE approach is an overriding concern, with job creation over more sustainable imperatives of new enterprise creation the overriding concern. Recognising these limits, our new approach to the MGE is focussed on the development of artists through the following interventions:

• MentorshipProvides information, training, experience, and networks to artists

• Incubation

Once the mentorship stage has been implemented, artists will proceed to incubators in which information, experimentation, credibility and visibility, and much needed workspaces are provided.

• Cultural and Creative Industries Fund (CCIF)From incubation, venture capital enables artists to access information, markets and finance partners. The CCIF will help artists who have progressed beyond the apprentice and professional (incubator) levels to access capital and markets. It is often the case that entrepreneurs struggle to sustain business initiatives because of financial dips. The Venture Capital fund will assist with moving people out of dips into more sustainable economic activities.

• The focus of the National Academy for Cultural & Creative Industries of SA (NaCISA) must be sharpened

Training will be provided, not necessarily in the form of bricks and mortar but as a way in which to expand knowledge and expertise to people.

The main emphasis of this programme is the provision of enabling training kits that are widely accessible. Once people are trained, artists will progress to incubation centres across the country. These incubators must help provide artists with the tools for production. For example, a filmmaker will be provided with the tools (camera equipment, etc.) to make films. The tangible measure of impact of the two programmes will be more local content.

• Integrated infrastructure planning and development

For the ACH Sector to transition to dynamism requires infrastructure planning and development.

• Reprioritisetheallocationofresourcestospecificprogrammesandinterventions that optimise value for money

In order to deploy resources efficiently, spending baselines must undergo rigorous review, areas of inefficiency and lower priority must be identified, and funds must be redirected towards the DAC’s key priorities, both new and existing, in recognition of the relationship between the composition of spending and sustainability over the long term.

• Togiveeffecttotheseobjectives,demonstratecleardirectionalthinking and experimentation as basic value doctrines for sustainable development

Currently, the development of artists and cultural entrepreneurs is constrained by numerous challenges including access to information, access to funding, corruption, bribery, nepotism, lack of business skills, and limited access to tools of production. Responding to these constraints by broadly advocating a paradigm shift from resource scarcity to a value for money approach to development will go a long way towards overcoming the challenges entrepreneurs face of inexperience, weak networks, a lack of credibility and visibility, a lack of workspaces, and a lack of capital.


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• Choose low hanging fruitGetting big results now means designing programmes that add value, removing a paper pusher mentality from the department, which typically makes it difficult for people to access real value, and introducing innovations that encourage experimentation in development models that work.

• Become a catalyst for entrepreneurshipAgainst the above challenges, entrepreneurs possess ideas, enthusiasm, commitment, motivation, knowledge and peers. Harnessing these characteristics to achieve big results now is not only desirable but also possible. Through its programmes, the DAC must be a catalyst for entrepreneurship and a bridge between opportunity seekers and opportunity providers, providing entrepreneurs with an enabling environment and the tools to build bridges to thriving enterprises.

• Generate more contentWithin the DAC itself we are made all the more aware of the critical need for employees with the requisite skills to create more content and generate more outputs in the process of advancing towards .our mandate of social cohesion and nation building.

• Tax IncentivesAlready discussed, tax incentive interventions must address both immediate concerns around Section 18A of the Income Tax Act and more comprehensive medium-term interventions pursuant to a tax regime that both enables artists to build sustainable enterprises and contribute towards the tax revenues of the country. In large measure, these programmes must be aimed at making it easier for artists to expand sources of funding. We are currently designing a strategy to achieve this objective.

• Audience DevelopmentOur Audience Development programme will enable us to leverage our institutions and resources to create more customers who buy local content from artists.

• Market DevelopmentThe creation of the Mzansi Golden Market must pool the buying power of government and the private sector. Both government and the private sector will source local content that artists themselves create. One method of maximising the Mzansi Golden Market is an online portal that will expand market opportunities for creative entrepreneurs.

8. outComes-oriented goals linKed to PoliCy Priorities and budget Programmes

Each of the 5 Sectoral Strategic priorities highlighted in Section 7 have been unpacked into Strategic Objectives that define the key result areas or elements that constitute that strategic goal. The focus is on ensuring that the specified goals are specific and measurable. The following table reflects the Strategic Objectives (key result areas) for each Strategic Goal and then the responsible Budget Programme/s for each Objective. These will be further unpacked into indicators, milestones, baselines and targets in the Annual Performance Plans over the period.


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Strategic Outcome Orientated Goal(Sectoral Goal)

Goal Statement Description and focus of the Goal Link to National Policy and Strategic Frameworks

1. A transformed, coherent and development focussed Sector

Driving greater policy and planning coherence in the Sector towards the achievement of sectoral devel-opment outcomes.

Driving a shared vision and common strategic priorities for the ACH Sector through effective strategic leadership, to ensure effective implementation of the electoral mandate.

Strengthening research, strategic analysis, policy develop-ment and monitoring and evaluation capabilities to realise the policy priorities and political imperatives of the fifth administration.

Fostering strong intergovernmental, international and stake-holder relationships to advance the ACH Sector’s develop-ment agenda.

NDP and MTSF:

Outcome 14: A diverse, socially cohesive society with a common national identity.

Secondary to Outcome 11: Create a better South Africa and contribute to a better Africa and a better world.

Secondary to Outcome 12: An efficient, effective and development-oriented public service.

2. Nation building through effective social cohesion pro-gramme implementation

Leading nation building and socie-tal transformation through effective social cohesion programmes and a focus on multilingualism.

Lead the nation in the nation building and social cohesion agenda.

Strengthen work on social cohesion through community con-versations, Social Cohesion Advocates and assisting provinc-es with their Provincial summits.

Ensure visibility of social cohesion and nation building actions and activities at all levels of society and through the media.

Implement key strategic interventions and actions that will rally key sectors and institutions around the social cohesion and nation building agenda.

Entrench linguistic diversity in a manner that facilitates equi-table cultural expression by citizens and communities.

NDP and MTSF:


Secondary to Outcome 1: Quality Basic Education.


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3. A productive, diverse and inclusive ACH Sector

Protecting, preserving, promot-ing and developing Arts, Culture and Heritage and advancing the socio-economic inclusivity and contribution of the Sector.

Servicing existing commitments; and making provision for new priorities including community arts, establishment of in-cubators, venture capital, focus on training and entrepreneur-ship, the role of Arts, Culture and Heritage in Africa, develop-ment of local content, local markets and exports markets.

Entrepreneurial development and support and job creation interventions.

Initiatives to increase the number of people accessing muse-ums, theatres, festivals and other arts, culture and heritage resources.

Developing and enhancing the infrastructure necessary to support the development and preservation activities in the sector to further contribute to the growth of the sector.

NDP and MTSF:


Secondary to Outcome 4: Decent employ-ment through inclusive growth.

Secondary to Outcome 7: Vibrant, equita-ble, sustainable rural communities contrib-uting towards food security for all.

Secondary to Outcome 11: Create a better South Africa and contribute to a better Africa and a better world.


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4. Sound governance, mod-ernised systems and process-es and a sustainable ACH Sector

Sound governance and the modernising of the ACH Sector to ensure the effective utilisation and leveraging of ACH resources for the benefit of all South Africans.

Ensuring sound governance in DAC and the Sector, and the enhanced integration of systems and processes.

Strengthening the institutional arrangements of DAC, and the ACH Sector, to enable the streamlined and prudent use of limited resources.

Strengthening the integrated financing of programmes be-tween MGE and Cultural Development.

Strengthening efforts to professionalise and modernise the archival management and information management systems and resources of South Africa in support of good governance and socio-economic development.

The massification of critical knowledge through co-produc-tion and citizen participation can only take place with the requisite information networks in place.

Strengthening internal controls and financial systems within and across the sector.

Strengthening financial management and accounting systems and capacity.

NDP and MTSF:


Secondary to Outcome 12: An efficient, effective and development-oriented public service.


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5. A professional and capacitat-ed ACH Sector

Building the skills and capacity of the Sector to ensure its on-going development and responsiveness.

The Strategic Goal recognises the importance of the de-velopment of the requisite human capital to develop and manage the resources of the art, culture and heritage sector, which is seen as critical to release the potential of the sector.

Interventions such as NACISA, the sectoral bursary schemes and partnerships with CATHSSETA and Academic Institutions are highlighted. In addition, skills development initiatives to increase the number of ACH professionals are underway and will be strengthened and continued.

Ensuring an efficient, effective and development-oriented sector through human resource policy and strategy that serves to attract, develop and retain the best possible skills and harness the productive energies of all ACH Sector em-ployees.

NDP and MTSF:


Secondary to Outcome 1: Quality Basic Education.

Secondary to Outcome 5: A skilled and capable workforce to support an inclusive growth path.

The strategic goals of the DAC are crafted in response to the ministerial priorities and strategic intent, and are therefore pitched at a sector wide level. In other words, numerous DAC Institutions, Budget Programmes and/or Branches, as well as stakeholders, will contribute to their achievement, as is reflected below.

Sector-wide strategic goal to 2019 Strategic objectives Responsible budget programme

1. A transformed, coherent and de-velopment focussed Sector

Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes.

To drive integrated and joint outcomes-based planning, monitoring and evalua-tion across the sector.

Programme 1 – DAC planning and coordinationProgramme 2 – Institutional planning and coordinationProgramme 3 – Arts and Culture planning and coordina-tion

To facilitate an enabling and coherent policy, legislative and regulatory environ-ment for the ACH Sector.

Programme 1 – DAC Policy coordinationProgramme 3 – Arts and Culture Sector policyProgramme 4 – Heritage Sector policy

To ensure policy alignment in the sectoral International Relations programme. Programme 2 – Institutional Governance


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2. Nation building through effective social cohesion programme imple-mentation

Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism.

2.1. To support efforts to forge a common national identity and actively drive the transformation of society.

Programme 4 – Heritage Promotion

2.2. To promote the Bill of Responsibility, constitutional values and national symbols amongst children in schools.


2.3 To utilise national days as a platform for promoting constitutional val-ues, nation building and social cohesion.

Programme 1 – DAC Administration

2.4 To promote heritage and culture through investment in programmes that enable local content development and transformation.

Programme 3 – Arts and Culture Development

2.5 To promote nation building and social cohesion through targeted en-gagement and dialogue with stakeholders and society.

Programme 2 – Institutional Governance

2.6 To promote the utilisation of official languages, promote a culture of reading and writing across society and the respect of oral knowledge and histo-ries.

Programme 3 – Arts and Culture (Language)Programme 4 – Heritage, Oral History and Libraries

3. A productive, diverse and inclusive ACH Sector

Protecting, preserving, promoting and developing Arts, Culture and Heritage and advancing the socio-economic in-clusivity and contribution of the Sector.

3.1 To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences, market access and local content.

Programme 3 – Arts and Culture Development

3.2 To ensure the development and maintenance of ACH infrastructure that can support local, regional, national and international ACH offerings as well as increase participation in, and access to ACH.

Programme 2 – Implement Capital Works infrastructure programmesProgramme 3 – Conceptualise Arts and Culture infrastruc-tureProgramme 4 – Conceptualise Heritage and Library infra-structure

3.3 To develop and sustain a positive image of South Africa’s rich and diverse ACH across the continent and internationally.

Programme 2 – Institutional Governance


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4. Sound governance, modernised systems and processes and a sus-tainable ACH Sector

Sound governance and the modernising of the ACH Sector to ensure the effec-tive utilisation and leveraging of ACH resources for the benefit of all South Africans.

To ensure compliance and sound governance. Programme 1 – DAC Administration and GovernanceProgramme 2 – Institutional Governance

To strengthen the financial resource base and resourcing mechanisms of the ACH Sector.

Programme 1 – DAC Administration

To drive sound financial management and controls across the Sector. Programme 1 – DAC Administration Programme 2 – Insti-tutional Governance

To strengthen and modernise the archives management and records manage-ment systems.


To strengthen and enhance internal process flows and systems. Programme 1 – DAC Administration

5. A professional and capacitated ACH Sector

Building the skills and capacity of the Sector to ensure its on-going develop-ment and responsiveness.

To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by the Sector.

Programme 3 – Arts and Culture SkillsProgramme 4 – Heritage Skills

To build human resource capability and promote a culture of high performance. Programme 1 – DAC Administration


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9. strategiC Priority areas linKed to outComes

Informed by the Delivery Agreement of the Minister of Arts and Culture, the policy and legislative environment, and the radical socio-economic transformation agenda of Government, read with the performance environment review of DAC and the Sector; the following strategic priority areas have been identified as critical to informing the strategic response of the DAC and the broader ACH Sector for the planning period.

Priority area 1: outcome 14 Coordination

As the nominated secretariat for Outcome 14, the DAC is responsible for leading and reporting on progress against the outcome and its impact indicators.

Against the five sub-outcomes (outputs) of Outcome 14 of MTSF 2014–2019, the Minister of Arts and Culture is directly responsible for the sub-outcomes, activities and indicators outlined in the table below:

1. Fostering constitutional values

Actions Indicator

Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools

Preamble of the Constitution distributed/said in school assemblies (all schools)

All schools fly the national flag

Booklet and poster of national symbols and orders distributed to all schools

Use national days as a platform for promoting constitutional values Number of national days hosted and celebrated


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2. Equal opportunities, inclusion and redress

Actions Indicator

Build non-racialism through community dialogues and hosting of national summit on action plan to combat racism, xenophobia and related intolerance

Number of community conversations on social cohesion and nation building conducted

Social Cohesion Report-back Summit (SCRBS) hosted and Social Cohesion Advocates Programme rolled out

Promote social cohesion in schools Number of artists placed in schools

Promote heritage and culture: Ensure government invests in the cultural and creative industries, particularly in film, music, arts and craft, books and publishing

Honour and celebrate our collective heritage by promoting our diverse cultural identities

Promote our new museums and monuments and preserve existing ones to depict and preserve the heritage of our peoplePromote a liberation heritage route that honours the heroes and heroines of the struggle

Heritage infrastructure in rural areas built and maintained

NaCISA established

Sourcing Enterprise and the Art Bank of South Africa

Cultural Observatory established

Number of libraries built

Number of CACs built

Number of projects completed for liberation heritage routes

National heroes celebrated and related artwork for healing promoted

Transform the utilisation of currently marginalised languages Implementation of the Use of Official Languages Act and the South African Language Practitioners’ Council Act

3. Sharing of common space using public spaces and sport to promote social cohesion

Actions Indicator

Use international events to promote South Africa as a diverse socially cohesive nation

Number of international arts and culture seasons hosted and/or participated in


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Key imperatives:1. The Social Cohesion Summit of 2012 adopted a 12-point declaration,

forming the basis of a social compact. A report-back summit is to take place before the end of the 2014/15 financial year. The DAC is to provide support to the provinces and ensure that all provincial summits take place as committed.

2. Expansion and massification of the community conversations programmes. The DAC is to determine the predictive value of these community conversations in order to yield insights into their impact.

3. Strengthening of the social cohesion advocates programme. The advocates are to be harnessed and linked to people on the ground to be effective, rooted in the communities and provide insight into what communities require. Through the effective utilisation of the advocates, the DAC is then able to customise its programmes and messages to the various communities.

4. Improved coordination with the moral regeneration movement, a programme run by the Deputy President. The DAC is to provide catalytic engagement with the office of the Deputy President while ensuring that linkages with other government departments are established and functional.

5. The Outcome 14 outputs and activities coordinated by the DAC with the following complementary government departments and entities:

• Department of Sport and Recreation,

• Women’s Ministry in the Presidency,

• Department of Basic Education,

• Brand South Africa,

• Department of Justice and Correctional Services.

• Department of Co-operative Governance and Traditional affairs

• DPME

6. Consideration must be given to how this coordination role will be measured using the various coordinating forums such as TICs, President’s Forum, CEO’s Forum, etc. The effective administration is also pertinent to the success of this role in terms of reports on time, communication, notifications, and the like.

Strategic Priority Area 2: White Paper FinalisationThe Revised White Paper seeks to further transform and strengthen the role and contribution of the ACH Sector and its governance and institutional arrangements. The process of developing the RWP commenced in 2005, with the latest draft of 2013 currently undergoing the consultation process. As the RWP has not been finalised and is therefore not yet policy, it does not inform this Strategic Plan.

Key imperatives:1. The business model of DAC entities is to be reviewed, and opportunities

explored to rationalise and streamline the entities, in order to:

• Eliminate duplication

• Achieve economies of scale

• Improve service delivery in terms of content and programming, as well as audience development

2. The Department supports the formation of the one industry body that will champion the rights of the stakeholders within the ACH Sector. To this end, the Department endorses the Creative and Cultural Industry Federation of South Africa (CCIFSA).

3. Note is taken of the possible need for legislative amendments to effect the desired outcomes arising from the revised White Paper.

4. Due process: the DAC is to champion due processes required for the finalisation, approval and adoption of the revised White Paper, including:


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• Facilitating the consultative workshops and stakeholder engagement processes;

• The gazetting of the revised White Paper for public comment;

• Giving consideration to public comment;

• Finalisation of the draft for tabling before Cabinet;

• Supporting the parliamentary legislative process.

Strategic Priority Area 3: Mzansi Golden EconomyThe MGE Strategy represents an evolution in government policy on the ACH Sector by shaping and placing particular emphasis on the economic contribution of the Sector and its value beyond the traditional “soft” measures associated with ACH.

The MGE outlines a number of opportunities, associated programmes, key outcomes and milestones for the ACH Sector. To date, the DAC has made progress on a number of areas of the MGE, as highlighted below:

Focus area Output Status in 2014

Building demand Art Bank Enterprise model developed and under review Pilot project to be implemented with Oliewenhuis Art Museum in Bloemfontein

Mzansi Golden Market Online portal developed and project launched in pilot phase Processes for evaluating contract posts for the market are underway

Cultural Observatory Tender adjudication process underway National mapping study underway National framework for cultural statistics developed

Cultural Precincts Construction processes underway in Gugulethu and Waaihoek Upgrade to performing arts institution infrastructure underway Funds approved to support Newtown Cultural precinct in Gauteng

Audience development Cultural events 22 national and regional events approved for support 2014 open call in the process of review and adjudication

Touring venture UK and China Seasons underway LA Film & Music Festival planned for Sept 2014 2014 open call in the process of review and adjudication

Public art 8 projects underway 2014 open call in the process of review and adjudication

Artists in schools 200 artists appointed in 2013/14 2014 projects identified and to process upon approval


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Focus area Output Status in 2014

Human capital development NaCISA Draft concept developed - focus on the development of a centre of excellence for the arts Project approved in partnership with the Kennedy Centre regarding advanced management training for intermediate level arts managers Partnership with CATHSSETA under development to provide skills for cultural events Terms of reference for curriculum under development

Key imperatives:1. The development of artists from both a technical and business skills

perspective.

2. The further development of creative arts incubators to provide artists with tools of production, as well as increase the extent of local content. Tangible evidence in the form of the number of songs, films, books or plays that the DAC was able to play a key role in facilitating is the measure of success of this imperative.

3. Mzansi Golden Market: To provide market access to cultural entrepreneurs. Of particular importance is the development of an audience development tool, which will become the DAC’s loyalty programme aimed at maintaining and increasing audiences

4. To advocate ACH Sector tax incentives (S18A), taking into consideration the Davis Tax Committee processes, as a way to fund ACH organisations.

5. The National Creative Industries Skills Academy (NaCISA) to develop content. The organisation should seek collaboration with the CATHSSETA.

6. Cultural events: The different platforms are to be leveraged for artists to showcase their talents and products. Platforms are to be created for developmental artists through smaller, more widespread events across the country. Collaborations with tour operators and the Department of Tourism, seeking to ensure the schedule of performances is incorporated in their tourism itineraries and marketing processes.


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7. Touring ventures are to be expanded in order to expose productions to more audiences around the country.

8. Public art initiatives are to be expanded.

9. The Art Bank should include a mechanism which values art while the artists are still alive, thereby aiding the sustainability of the artists.

10. Venture Capital Fund: The aim is to provide gap funding and developmental funding to cover the market risk that cultural entrepreneurs experience when building cultural enterprises. The initiative is to be done in collaboration with development finance institutions (DFIs) such as IDC, PIC, DBSA and NEF.

Strategic Priority Area 4: Heritage Promotion and PreservationThe primary focus of this priority area is to fast-track development and roll out various legacy projects aimed at promoting and preserving the heritage of the country.

Key imperatives:1. Heroes Acre, to be fast tracked:

• 1st Phase (2015/16):

• Site has been identified

• Feasibility studies to be conducted

• Consultation processes to be undertaken

• Governance mechanism to be identified and adopted

• 2nd Phase:

• Building phase

• 3rd Phase:

• Launch of the Heroes Acre

2. Liberation Heritage Route:

• 1st Phase (pilot):

• Memorialisation methods to be identified

• Feasibility studies to be conducted

• 3 Pilots to be developed per province

• Governance mechanism to be identified and adopted

• 2nd Phase:

• Funding mechanisms to be finalised

• Scaling up

• Expansion of the liberation heritage routes outside the country

• 3rd Phase:

• Building of the National Heritage Museum

3. Over the past 5 years, 40 legacy projects have been conceptualised, of which 11 have been completed and 29 are still in the pipeline. A change in approach is therefore required if improved performance is to be realised.

Strategic Priority Area 5: The ACH Schools ProgrammeThe schools programme consists of a number of initiatives involving a variety of stakeholders and programmes of the DAC. It is an important contributor to the mandate of the DAC, from contributing to social cohesion and nation building, and valuing constitutional values, to developing an interest in ACH at an early stage in life.


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Key imperatives:1. The following key initiatives of the schools programme should be

implemented under a single DAC platform:

• Flags distribution in schools

• Artists in schools programme

• Arts curriculum in schools (leveraging a partnership with the Department of Basic Education and education sector stakeholders)

• Schools camp programme

• Actualising constitutional values in schools

2. ‘Unite Schools Club’ Programme

• Inspired by the Nelson Mandela Sports and Culture concept and entails the establishment of clubs in schools in different provinces.

• DAC provides the schools with a kit containing flags and national symbols. It requires a basic process on how to initiate and manage projects.

• Includes competitive events at the different levels – local/regional/national.

• The different initiatives of the schools are showcased at national days.

3. The current approach to the schools programme is fragmented with a lack of cross-functional collaboration and alignment of human resources, budgets and infrastructure development. The impact of the programme is therefore not optimal and requires a different approach, including the consolidation of the programme under one umbrella.

Strategic Priority Area 6: Library Services (Conditional grants)The focus of this priority area is on the implementation of interventions aimed at ensuring that all official languages have equal status and are utilised, that a culture of lifelong reading and writing is promoted, as well as that of oral history and traditions. The expansion of library services is highly dependent on the effective and efficient use of conditional grants to build and equip more libraries for increased accessibility.

Key imperatives:• The current capital works approach has largely been found wanting.

Therefore the development of libraries in terms of both physical infrastructure and content development has not progressed to the required levels. The following improvement initiatives are to be implemented:

• A standardised design and development approach consisting of 3 types of library architectures. The intention is to streamline the development process, improve budgeting and supply chain process and intimately enhance the quality and timelines of each project.

• The establishment of oversight mechanisms to monitor and evaluate project progress.

• Increase the foot traffic to libraries through creative programming, including reading campaigns and leveraging the digital divide programmes.


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Strategic Priority Area 7: Cultural Diplomacy ProgrammeThe cultural diplomacy programme is pivotal to the coordination of interventions and programmes aimed at strengthening and servicing International Relations and partnerships in the ACH Sector. Of importance is the need to extract greater value from cultural agreements signed. Special emphasis is to be placed specifically on the African cultural seasons as well as on multilateral engagements with an emphasis on BRICS countries.

Key imperatives:1. Conclude the UK Season and go forward to prioritise the Africa Seasons

and BRICS Season’s programmes.

2. The immediate focus for the 2015/16 financial year is on Africa Month, which takes place in May 2015. DAC is to spearhead the campaign to ensure maximum awareness throughout society and to ensure the full participation of all programmes in the core areas of heritage, community dialogues, performing arts, culinary experiences and fashion, among others.

3. DAC is to work towards ensuring that all events by others during the month are aligned to Africa Month. Appropriate partners are to be sourced that will contribute to the event enhancing the agenda of radical socio-economic transformation.

Strategic Priority Area 8: Language ProgrammeThe key focus is on the implementation of the Use of Official Languages Act, 2012, and the finalisation of the processes related to the speedy implementation of the South Language Practitioners’ Council Act.

Key imperatives:1. The DAC is to actively promote the implementation of the Act and to

provide assistance with setting up the language units within the organs of state.

2. The regulatory foundation is to be strengthened, including:

• PanSALB turnaround

• The establishment of the SA Language Practitioners’ Council

• Setting up provincial structures

Strategic Priority Area 9: DAC Public Entity governanceThe 26 public entities of the DAC are a vital link to the overall performance of the ACH Sector, yet there is often a lack of alignment between the Department as policy-maker and entities as implementers.

Key imperatives:1. Governance and policy manuals are to be developed, communicated and

rolled out to the Institutions.

2. Delegations of authority are to be developed and implemented, creating an optimal balance between ensuring compliance and programme alignment, and speedy decision-making and strategy implementation.

3. Shareholder compacts are to be streamlined.

4. A shared services function to improve governance and to reduce the costs of compliance is to be established, covering the following business and compliance functions at minimum:

• Audit and risk committees,

• Internal audit units


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• Risk management units

• Marketing and communications units

• Human resource units

• Board support (secretariat) units.

Strategic Priority Area 10: National DaysThe celebration of national days is currently largely events driven and mostly attended by black South Africans. They therefore do not serve the purpose of galvanising the population across all walks of life. The potential does, however, exist for national days to significantly contribute nation building and social cohesion.

Key imperatives:1. To move from an events-driven approach to a more a meaningful

programmatic approach. This includes:

• More engagement in the lead-up to national days

• More post-event follow-ups to assess the impact of the programme

2. To increase the repertoire of approaches to create more inclusive ways of celebrating national days.

3. To develop a guideline framework to measure the impact of national days programmes in terms of nation building, social cohesion and dignity.

4. To coordinate national days as a transversal function.

Strategic Priority Area 11: Archives and Records ManagementArchives and records are key to capturing the history and heritage of the country. It is therefore important to elevate the importance of this critical function of the Department and to ensure that records are kept of all events, shows and important functions. An important aspect of this function is the digitisation of records to enhance their lifespan and improve access to them.

Key imperatives:1. Archiving and records management to be mainstreamed in all activities in

the ACH Sector.

2. DAC to develop a guideline document and roll out a communication campaign to create the necessary awareness that records should be kept of all activities that contribute to the history and ‘story’ of the country.

3. The digitisation of collections.

The above strategic priority areas represent the line of marching of the Department for the 2015-2019 planning period. A summary of considerations stemming from the analysis is outlined in the next section.


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Part bstrategiC obJeCtives


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The DAC’s strategic posture and aligned framework reflects a continued focus on the alignment and integration of the business of DAC and the Sector with its mandate, vision, mission and values; and through its effective implementation, the DAC will progress towards becoming a centre of excellence that services the needs of all its stakeholders across the Sector effectively.

The following sections discuss each of the four budget programmes and their strategic objectives

10. Programme 1: administrationThe Programme is responsible for the provision of leadership, management and support functions to the Minister, Deputy Minister, Director-General and the Department. The organisational focus of the Administration Programme results in delivery against the following sectoral strategic goals:

Goal 1: A transformed, coherent and development-focused Sector - Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes

Goal 2: Nation building through effective social cohesion programme implementation - Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism

Goal 4: Sound governance, modernised systems and processes and a sustainable ACH Sector - Sound governance and the modernising of the ACH Sector to ensure the effective utilisation and leveraging of ACH resources for the benefit of all South Africans

Goal 5: A professional and capacitated ACH Sector - Building the skills and capacity of the Sector to ensure its ongoing development and responsiveness

The Administration Programme covers the work of the following subprogrammes:

1. Ministry

2. Management

3. Corporate Services

4. Office of the CFO

5. Office Accommodation

The line of sight and contribution of Programme 1 to the sectoral strategic goals are reflected in the programme-level strategic objectives outlined in the table below. This logical framework informs the development of the programme performance metrics reflected in the Annual Performance Plans


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LINK TO SECTORAL STRATEGIC GOAL STRATEGIC OBJECTIVE OBJECTIVE STATEMENT 5-YEAR OUTPUT

(Target to 2019)

BASELINE(Current year [2014/15] perfor-mance estimate)

JUSTIFICATION

Goal 1: A transformed, coherent and development-fo-cused Sector

Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes, which in turn links to the MTSF

To drive integrated and joint outcomes-based planning, monitoring and evaluation across the Sector

The Intergovernmental Rela-tions (IGR) Forums serve as the culmination of a num-ber of policy, planning and monitoring processes and activities, outputs of which are tabled at IGR Forums and inform the agenda

40 IGR Forums conducted as the vehicle to drive a shared and common vision and strategic priorities for the ACH Sector through effective strategic leadership

6 IGR Forums con-ducted

This objective seeks to:

• Fulfil the mandate of the portfolio of Arts, Culture and Heritage, and demonstrate leadership of the arts and culture sector

• Foster strong intergovernmental relation-ships between national and provincial stakeholders to advance the arts and culture agenda

• Utilise technical implementation committees and MinMEC Forums as the vehicle to drive shared and common vision and strategic pri-orities for the arts and culture sector through effective strategic leadership, to ensure effective implementation of the electoral mandate

To facilitate an enabling and coherent policy, legislative and regulatory environment for the ACH Sector

The collation and annual updating of a single sectoral policy database for the iden-tification of policy needs and gaps that exist to guide sec-toral policies, policy review time frames and to comply with prescribed legislation

Framework for the standardisation of policy development across the Sector implemented con-sistently across the Sector

Draft Revised White Paper submitted to Executive Authority


• Relook the business model of DAC entities focussing on the rationalisation and stream-lining of entities

• Drive a shared policy orientation and strengthen and promote coherent policy environment through tracking, identification and monitoring of all sectoral policies in a single policy registry/database for the Sector

• Enable the Department to track policy re-view time frames and gaps in existing policy through the single policy database


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(Target to 2019)


JUSTIFICATION

Goal 2: Nation building through effective social cohesion programme implemen-tation

Leading nation building and societal transforma-tion through effective social cohesion pro-grammes and a focus on multilingualism, which in turn links to the MTSF

To utilise national days as a platform for promot-ing constitutional values, nation building and social cohesion

MTSF targetTo utilise national days as a platform for promoting constitutional values, nation building and social cohesion

6 national days and 1 historic day host-ed and celebrated per annum

7 national days host-ed and celebrated


• Utilise national days as a platform for pro-moting constitutional values, nation building and social cohesion

• Move from an events-driven approach to more meaningful programmatic approach with more engagement in the lead-up to national days

• Enhance post-event follow up to assess impact

• Increase the repertoire of approaches to create more inclusive ways of celebrating national days

Goal 4: Sound governance, modernised systems and processes and a sustain-able ACH Sector

Sound governance and the modernising of the ACH Sector to ensure the effective utilisation and leveraging of ACH resources for the benefit of all South Africans, which in turn links to the MTSF

To ensure compliance and sound governance

To ensure sound gover-nance by strengthening internal controls within the Department and across the Sector; and to promote the principles of high standards of professional ethics and corporate governance

Clean audit out-come for previous financial year

Qualified audit outcome for previous financial year


• Ensure sound governance by strengthening internal controls within the Department and across the Sector

• Promote the principles of high standards of professional ethics and corporate gover-nance

• Strengthen governance and policy manuals and the delegation of authority

• Strengthen management performance as assessed by the 4 pillars of the MPAT – Strategic Management, Governance and Accountability, Financial Management, and Human Resource Management


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(Target to 2019)


JUSTIFICATION



To strengthen the financial resource base and resourc-ing mechanisms of the ACH Sector

To research, develop and approve a centralised fund-ing model for the Sector; to strengthen the institutional arrangements of DAC and the ACH Sector; to enable streamlined and prudent use of limited resources; and to strengthen the integrated financing of programmes by MGE and Cultural Develop-ment across the Sector

Implementation of a centralised funding model for the Sector

Scope the project and services required for a centralised funding model for the Sector


• Strengthen the institutional arrangements of DAC and the ACH Sector to enable stream-lined and prudent use of limited resources

• Strengthen the integrated financing of programmes by MGE and Cultural Develop-ment across the Sector

• Strengthen internal controls and financial systems within and across the Sector

To drive sound financial management and controls across the Sector

To strengthen internal con-trols and financial systems within DAC; to strengthen financial management and accounting systems and capacity within DAC; and to ensure a transformed procurement environment that supports and promotes targeted groups and bene-ficiaries

Maintain <1% over or under-expen-diture on annual budget

<1% over or un-der-expenditure on annual budget


• Ensure a transformed procurement environ-ment that supports and promotes targeted groups and beneficiaries

• Strengthen internal controls and financial systems within DAC

• Strengthen financial management and ac-counting systems and capacity within DAC

To strengthen and enhance internal process flows and systems

To ensure enhanced integra-tion of systems and pro-cesses by strengthening ICT governance and ICT systems within the Department and across the Sector

Achieve and maintain level 5 ICT systems maturity level

Level 2 ICT systems maturity level


• Ensure enhanced integration of systems and processes by strengthening ICT governance and ICT systems within the Department and across the Sector


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(Target to 2019)


JUSTIFICATION

Goal 5: A professional and ca-pacitated ACH Sector

Building the skills and capacity of the Sector to ensure its ongoing devel-opment and responsive-ness, which in turn links to the MTSF

To build human resource capability and promote a culture of high perfor-mance

To maintain a skilled, rep-resentative and productive workforce

Maintain <10% va-cancy rate in DAC

<10% vacancy rate in DAC


• Ensure an efficient, effective and devel-opment-oriented organisation by driving human resource policies and strategies that serve to attract, develop and retain the best possible skills and harness the productive energies of all DAC employees

10.1 Programme 1: resourCe ConsiderationsAlthough it is not anticipated that the staff numbers will increase within the next 5 years there will be a need to realign the organisational structure to the new strategic plan of the Department. An internship programme comprising +/-30 opportunities per annum will be implemented for the next 5 years.

1. The resourcing issues considered when developing the Programme 1 strategic objectives to 2019/20 include:

2. Many of the budget line items in administration are legislatively determined and so inform the programme objectives; however, enhancing the effectiveness and efficiency of the Programmes’ functions is a key priority.

3. Strengthen TIC and MinMEC Forums as the vehicle to drive a shared and common vision and strategic priorities for the arts and culture sector through effective strategic leadership.

4. Provision for the collation and annual updating of a single sectoral database for the identification of policy needs and gaps that exists, to guide sectoral policies and policy review timeframes.

5. Provision to research, develop and approve a centralised funding model for the Sector to strengthen the institutional arrangements of the DAC, and the ACH Sector, to enable the streamlined and prudent use of limited resources.

6. Provision for the development and implementation of an enterprise-wide systems architecture plan.

7. The decision to merge the Marketing and Communications units into a single Chief Directorate has been mainstreamed, with an added percentage budget from project related costs.

8. While the budget for national days remains with Programme 4 the implementation of the national days programme will be managed by Marketing and Communications.


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10.2 Programme 1: risK managementThe key risks that may affect the realisation of the strategic objectives stated for this Programme are as follows:

Strategic goal Strategic objective Associated risk Mitigation needed

Goal 1: A transformed, coherent and devel-opment-focused Sector

To drive integrated and joint out-comes-based planning, monitoring and evaluation across the Sector

Disparity of planning within the Sector • White Paper aims to address consistency and uni-formity across the Sector

• Continue the consultation processes across the Sector

• Strengthen the IGR structures (TIC and MinMEC)

To facilitate an enabling and coherent policy, legislative and regulatory environ-ment for the ACH Sector

Non-compliance with policy and legisla-tion applicable to fiscal management and governance

More clear delegation and accountability

Goal 2: Nation building through effective social cohesion programme implementation

To utilise national days as a platform for promoting constitutional values, nation building and social cohesion

Media relations risk

Mass media miscommunication and pub-lic misunderstanding about the values and principles of the liberation struggle and South African heritage

• Review and rollout Sector Communication and Marketing Strategy

• Media monitoring

9. Office accommodation budget is placed within Programme 1 (determined by Treasury). However, the processing of payment is managed by Programme 2 – Infrastructure Development Unit.

A strengthened focus on policy coherence and the implementation of the Risk Management Strategy is reflected along with enhanced monitoring of the operational risk plan and the provision of regular risk management reports.

The functions being performed by Programme will not drastically change and therefore the allocations over the MTEF will mainly escalate in line with the CPiX. There is, however, a need to increase the budget allocations for marketing and communications. This increase will be funded from existing allocations.


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Goal 4: Sound governance, modernised sys-tems and processes, and a sustain-able ACH Sector

To ensure compliance and sound gover-nance

Accounting, reporting and disclosure risk

Adverse audit outcome

• Training in the reporting requirement of GRAP 103 • Funding considerations for National Treasury to

increase in MTEF allocation to comply with the accounting standard

• Monitoring of corrective mechanism towards Audit-orGeneral findings

To strengthen the financial resource base and resourcing mechanisms of the ACH Sector

Capital availability risk

Inadequate overhead and projects funds raised and received from private and public sources

Ensure that all funding is reported on and accounted for according to the agreements

To drive sound financial management and controls across the Sector

Illicit/illegal acts risk

Fraud and corruption

Resolution of fraudulent activities and recovery of mis-appropriated funds Continued awareness of fraud and corruption

To strengthen and enhance internal pro-cess flows and systems

ICT infrastructure risk

No integrated ICT disaster recovery plans for the Sector by location and site Inefficient technology and systems

• Sector-wide ICT master plan to be developed • Enterprise ICT framework to be developed • Develop IT architecture to implement automated

systems that are integrated across all sites

Goal 5: A professional and capacitat-ed ACH Sector

To build human resource capability and promote a culture of high performance

Leadership resource riskKey, critical skills deficit

Advocacy and branding of the profession as a career of choice


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11. Programme 2: institutional governanCe

The organisational focus of the Institutional Governance Programme results in a contribution to the following sectoral strategic goals:

Goal 1: A transformed, coherent and development-focused Sector - Driving great-er policy and planning coherence in the Sector towards the achievement of sectoral development outcomes.

Goal 2: Nation building through effective social cohesion programme imple-mentation - Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism.

Goal 3: A productive, diverse and inclusive ACH Sector - Protecting, preserving, promoting and developing arts, culture and heritage and advancing the socio-economic inclusivity and contribution of the Sector.

Goal 4: Sound governance, modernised systems and processes and a sustainable ACH Sector - Sound governance and the modernising of the ACH Sector to ensure the effective utilisation and leveraging of ACH resources for the benefit of all South Africans.

The Programme is responsible for the coordination and management of all crosscutting functions, support and oversight to DAC public entities, including: international relations coordination, social cohesion, target groups mainstreaming, sectoral planning, monitoring and evaluation, and sectoral governance.

The Institutional Governance Programme covers the work of the following subprogrammes:

1. Social Cohesion, Nation Building and Target Groups

• Arts and Youth Enrichment

• Arts and Social Development

• Nation Building and Social Cohesion

• MTSF Outcome 14 Coordination

2. Coordination, Monitoring and Evaluation

• Monitoring and Evaluation

• Entity Management (Good Governance)

• Infrastructure Development and Maintenance

3. International Relations

• Africa and the Middle East

• Bilaterals

• Multilaterals and Resourcing

The line of sight and contribution of Programme 2 to the sectoral strategic goals are reflected in the programme level strategic objectives outlined in the table below. This logical framework informs the development of the programme performance metrics reflected in the Annual Performance Plans.


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(Target to 2019)

BASELINECurrent year [2014/15] perfor-mance estimate)

JUSTIFICATION




The stakeholder forums serve as the culmination of a number of policy, planning and monitoring processes and activities, the outputs of which are tabled at the stakeholder forums and inform the agenda

20 stakeholder forums conducted as the vehicle to drive a shared and common vision and strategic priorities across the Sector (4 per annum)

4 stakeholder forums conducted per annum


• Utilise the various stakeholder forums as the vehicle to drive shared and common vision and strategic priorities for the arts and culture sector through effective strategic leadership, to ensure effective implementa-tion of the electoral mandate

• Strengthen the institutional arrangements and Shareholder Compacts between DAC and ACH public entities

• To explore approaches (such as shared services) to seek economies of scale and greater efficiencies

To ensure policy alignment in the sectoral International Relations programme

To address the historic frag-mentation and inconsistency in the International Relations approach through the devel-opment and implementation of a Sector-wide Internation-al Relations Policy

Sectoral Interna-tional Relations Policy implemented consistently across the Sector

Sectoral Internation-al Relations Policy conceptualised


• Address the historic fragmentation and inconsistency in International Relations posture and approach through the develop-ment of a Sector-wide 5-year International Relations Policy

• Ensure annual implementation plans, aligned to the approved International Rela-tions Policy, are approved and implemented


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(Target to 2019)


JUSTIFICATION


Leading nation building and societal transforma-tion through effective social cohesion pro-grammes and a focus on multilingualism, which in turn links to the MTSF

To promote nation build-ing and social cohesion through targeted engage-ment and dialogue with stakeholders and society

To coordinate and host social cohesion summits which are integral to the programme for social cohe-sion and Outcome 14 MTSF implementation from which a number of programmes and interventions came MTSF output

2 social cohesion report-back and monitoring summits hosted (2014/15 and 2018/19)

social cohesion report-back and monitoring summit hosted in 2014/15


• Give effect to the programme for Social Cohesion and Outcome 14 MTSF implemen-tation

• To coordinate and report on progress in Outcome 14 delivery

• Support the programmes and interventions that came from the resolutions of the Na-tional Summit

Strengthen and coordinate DAC’s schools programme, to actualise constitutional values in schools and strengthen ACH in schools

Goal 3: A productive, diverse and inclusive ACH Sector

Protecting, preserving, promoting and develop-ing ACH and advancing the socio-economic in-clusivity and contribution of the Sector, which in turn links to the MTSF

To ensure development and maintenance of ACH infrastructure that can support local, regional, national and international ACH offerings and increase participation in and access to ACH

To implement interventions aimed at developing and enhancing the infrastruc-ture necessary to support development and preserva-tion activities in the Sector to further contribute to the growth of the Sector

3 ACH infrastruc-ture development programmes imple-mented per annum (Arts and Culture, Heritage, Archives)

Integrated infrastruc-ture unit conceptu-alised


• Provide infrastructure to enable local com-munities to access quality ACH facilities

• Ensure that built infrastructure is utilised and adding value to communities

To develop and sustain a positive image of South Africa’s rich and diverse ACH across the continent and internationally

To coordinate and focus in-terventions and programmes aimed at strengthening international relations and partnerships in the ACH Sector

Approved Cultural Diplomacy Strate-gy for 2015–2019 implemented and 4 annual reports produced

Report on research and proposal on the implementation of the Cultural Diploma-cy Strategy


• Coordinate and focus interventions and programmes aimed at strengthening and servicing international relations and partner-ships in the ACH Sector


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(Target to 2019)


JUSTIFICATION

Goal 4:Sound governance, modernised systems and processes and a sustain-able ACH Sector


To ensure compliance and sound governance

To ensure sound gover-nance by strengthening internal controls within the Department and across the Sector; and to promote the principles of high standards of professional ethics and corporate governance

5 annual reports tabled and 20 quar-terly performance reports produced for DAC

1 annual report ta-bled and 20 quarterly performance reports produced for DAC


• Strengthen governance approaches and in-ternal controls and systems within and across the Sector

• Promote the principles of high standards of professional ethics and corporate gover-nance

• Strengthen governance and policy manuals and the delegation of authority


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11.1 Programme 2: resourCe Considerations

The resourcing issues considered when developing the Programme 2 strategic objectives to 2019/20 include:

1. Partnership with the Moral Regeneration Movement (MRM) has been elevated and budget has been set aside to support certain projects implemented by MRM as a strategic partner to promote nation building and social cohesion.

2. The centralisation of the governance function and it being a ministerial priority necessitates a relook at capacity and budgetary constraints within the Chief Directorate.

3. Provision for the development and implementation of a sector-wide International Relations Policy. International Relations will play a critical and leading role in ensuring that South Africa’s bilateral and multilateral relations are fully serviced.

4. International Relations is developing and implementing a Cultural Diplomacy Strategy, which will be the focal document used to promote the people-to-people contact and elevate South African arts, culture and heritage beyond our borders. The focus is on Africa and BRICS (Brazil, Russia, India, China and South Africa) while finalising the UK/SA seasons in the early part of the period.

5. The Branch is responsible for coordination of Outcome 14, focusing on establishment of delivery forums and implementation of the nation building and social cohesion programme. This requires considerations of human resources at the appropriate levels to be able to implement. Currently there is no capacity to drive the Outcome. To this end, it is recommended that the compensation budget in the Chief Directorate be increased over the period.

6. With the centralisation of Infrastructure Development, the Unit requires the Department to in-source technical skills. The total budget for capital works is to be transferred to Infrastructure Development, therefore requiring upskilling the Unit. A further 4% of the total Infrastructure budget will be utilised to procure project management capacity to monitor the implementation of all capital works projects.

7. A new target related to the schools programme has been added to the performance of the Branch, as this is new, it is not budgeted for. We have allocated a minimal budget for coordination but there is a need for human capital as well as programmatic resources.

Although the structuring of the Institutional Governance Branch will remain mostly unchanged, there will be a need to build additional capacity within most of the units, especially within the Infrastructure Development and Governance Units. As part of the realignment process of the structure, existing capacity will be deployed where it is required.


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11.2. Programme 2: risK managementThe key risks that may affect the realisation of the strategic objectives stated for

this Programme are as follows:


Goal 1: A transformed, coherent and de-velopment-focused Sector

1.1 To drive integrated and joint out-comes-based planning, monitoring and evaluation across the Sector

Misalignment of plans within the Sector • Single coherent policy framework • Rationalisation of institutions

1.3 To ensure policy alignment in the sec-toral International Relations (IR) programme

Fragmented or absence of integrated sectoral strategies (e g active inter-national agreements not aligned with sectoral initiatives)

• Single coherent policy framework • Institutionalised coordination mechanism • Harmonisation of various IR frameworks in the

Sector

Goal 2: Nation building through effective social cohesion programme imple-mentation

2.5 To promote nation building and social cohesion through targeted engagement and dialogue with stakeholders and society

Partnership riskLack of formalised collaborations at country level by leading departments Undefined deliverables towards the schools programme

Reputation riskLack of integration of historical heritage institutions into the community

• Formalise, implement and monitor frameworks of collaboration with contributing departments in all three spheres of government

• Undertake outreach programmes and continuously updated displays to continue to attract audiences

• Ensure transformation of the ACH Sector by ex-panding exhibitions, publications and other activi-ties in order to portray the inclusive role and effects that the war had on all South African communities

• Convey the role and suffering of black South Afri-cans through community conversations


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3.2 To ensure development and main-tenance of ACH infrastructure that can support local, regional, national and interna-tional ACH offerings and increase participa-tion in and access to ACH

Business continuity management Infrastructure collapse (Heritage build-ings)

• Develop 5-year User Assets Management Plans for Sector

• Appoint skilled specialists, such as architects and quantity surveyors to assess and spearhead Sector infrastructure needs

3.3 To develop and sustain a positive image of South Africa’s rich and diverse ACH across the continent and internationally

Social instability• Profound social instability (afropho-

bia, xenophobia, racism, increased underemployment, unemployment of target groups and income dispar-ity)

• Lack of integrated planning across 3 spheres of government

• Diversify social cohesion programme to include cross-cultural and inter- community initiatives, advocates to drive redress of the socio-economic imbalances within the country

• Establishment of implementation forums

Goal 4: Sound governance, modernised systems and processes, and a sus-tainable ACH Sector

4.1 To ensure compliance and sound gov-ernance

Governance risk

• Decline in corporate governance due to poor functioning councils

• High cost of compliance

• Escalate governance failures (from councils or boards) for intervention and resolution by the Exec-utive Authority

• Conduct a feasibility study towards the rationali-sation of councils/oversight committees at public entities

• Phase in shared oversight committees in consulta-tion with National Treasury


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12. Programme 3: arts and Culture Promotion and develoPment

The Programme is responsible for the development and promotion of arts, culture and languages.

The Arts and Culture Promotion and Development Programme supports delivery against the following sectoral strategic goals:

Goal 1: A transformed, coherent and development-focused Sector - Driving greater policy and planning coherence in the Sector towards the achievement of sectoral development outcomes.

Goal 2: Nation building through effective social cohesion programme implementation - Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism.


Goal 5: A professional and capacitated ACH Sector - Building the skills and capacity of the Sector to ensure its ongoing development and responsiveness.

The Arts and Culture Promotion and Development Programme has been organised to carry out its work according to the following subprogrammes:

1. National Language Service

• Human Language Technologies

• Translation and Editing

• Language Planning

• Terminology Coordination

2. Cultural and Creative Industries Development

• Visual Arts and Design

• Performing Arts

• Books and Publishing

• Cultural Industries Policy, Research and Development

• Community Arts, Arts Education and Training



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LINK TO SECTORAL STRATEGIC GOAL STRATEGIC OBJECTIVE OBJECTIVE STATEMENT 5 YEAR OUTPUT

(Target to 2019)

BASELINE(Current year (2014/15) perfor-mance estimate)

JUSTIFICATION

Goal 1: A transformed, coherent and development-focused Sector

Driving greater policy and planning coherence in the Sector towards the achieve-ment of sectoral develop-ment outcomes, which in turn links to the MTSF


To strengthen monitoring and evaluation capacity and capability to inform strategic decision-mak-ing

To strengthen and build an informed and empowered sector and society on the values of arts, culture, heritage and language

Tender finalised and Cultural Observato-ry constituted for 3 years (2018–2020)

Tender finalised and Cultural Observatory constituted for 3 years (2015 – 2017)

This objective seeks to:• Strengthen and build an

informed and empowered sector and society on the values of arts, culture, heritage and language

• Strengthen monitoring and evaluation capacity and capabil-ity to inform strategic deci-sion-making


To ensure that sub-sectors of ACH Sector are aligned to and informed by the priorities of the Mzansi Golden Economy Strategy, especially with regard to:

• Servicing existing commit-ments;

• Making provision for new pri-orities, including community arts, establishment of incuba-tors, capital ventures, focus on training and entrepreneurship, the role of arts and culture in Africa, development of local content, development of local and export markets

7 sector development programmes imple-mented in accor-dance with approved strategies

Advocate for Incen-tives for ACH Industry

Implementation of language policy and legislation

5 sectoral creative industries strategies developed

Regulations drafted in support of the South African Language Prac-titioners’ Council Act

Extension granted for the implementation of the Use of the Official Languages Act

This objective seeks to:• Ensure that the sub-sectors of

the ACH Sector are aligned to and informed by a common strategic posture and focus

• Ensure that the priorities of the Mzansi Golden Economy Strategy are mainstreamed into sub-sector programmes and priorities, especially with regard to: servicing existing commitments; making provision for new priorities, including community arts, establishment of incubators, capital ventures, focus on training and entrepre-neurship, the role of arts and culture in Africa, development of local content, development of local and export markets

• Actively promote the adoption of the Official Languages Act and provide assistance with setting up language units within the organs of state

• Strengthen the regulatory foun-dation for official languages and language practitioners


96


(Target to 2019)


JUSTIFICATION

Goal 2:Nation building through effective social cohesion programme implementa-tion

Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism, which in turn links to the MTSF

To promote heritage and culture through investment in programmes that enable local content development and transformation

MTSF target

To ensure that the lives of libera-tion heroes are documented and remembered as part of the pro-gramme to promote heritage and culture through investment in pro-grammes that support and enable transformation and other forms of local content development

Provision of support for the production of local content across the creative indus-tries

Conceptualisation and commissioning com-pleted

1 movie (documentary/short film) produced that dramatises the lives of liberation heroes

80 new productions and exhibitions sup-ported per annum


• Ensure that the lives of liber-ation heroes are documented and remembered as part of the programme to promote heritage and culture through investment in programmes that support and enable transfor-mation

To promote utilisation of official languages, a culture of reading and writing across society and respect for oral knowledge and history

To implement interventions aimed at ensuring that all official languages have equal status and increase their usability and usage and to implement interventions aimed at strengthening and promoting a culture of lifelong reading and writing

3 programmes in support of a cul-ture of reading and writing implemented annually

Language services offered in terms of the Language Policy Framework

Language Services pro-grammes implemented


• Implement interventions aimed at ensuring that all official languages have equal status and increase their usability and usage

• Implement interventions aimed at strengthening and promot-ing a culture of lifelong reading and writing

• Implement interventions aimed at strengthening and promot-ing oral history and traditions


97

Strategic Plan 2014 | 2015 - 2019 | 2020


(Target to 2019)


JUSTIFICATION


Protecting, preserving, promoting and developing ACH and advancing the socio-economic inclusivity and contribution of the Sector, which in turn links to the MTSF

To develop cultural and creative industries through interventions and initiatives that stimulate increased au-diences, market access and local content

To implement interventions aimed at entrepreneurial development and support and the creation of work opportunities arising from the implementation of the MGE strategy and its work streams To promote the role of the Sector as a major contributor to econom-ic growth and development

4 artist and entrepre-neur development programmes imple-mented per annum

(10 MGE workstreams related: incubators, venture capital and sector partnerships)

2 artist and entrepre-neur development pro-grammes implemented per annum


• Implement interventions aimed at entrepreneurial development and support and creation of work opportunities arising from implementation of the MGE strategy and its workstreams

• Promote the role of the Sector as a major contributor to economic growth and develop-ment

To ensure development and maintenance of ACH infra-structure that can support local, regional, national and international ACH offerings and increase participation in and access to ACH

To implement interventions aimed at developing and enhancing the infrastructure necessary to support development and preservation activities in the Sector to further contribute to the growth of the Sector

To provide infrastructure to enable local communities to access quali-ty art centres and facilities

To ensure that built infrastructure is utilised and adding value to communities

Community arts infrastructure and refurbishment project implemented

Performing Arts Institution (PAI) main-tenance programme implemented

Finalisation of strategy, approach and concept to rollout CAC/ward programme


• Implement interventions aimed at developing and enhancing the infrastructure necessary to support development and preservation activities in the Sector to further contribute to the growth of the Sector

• Provide infrastructure to enable local communities to access quality art centres and facilities



98


(Target to 2019)


JUSTIFICATION

Goal 5: A professional and capaci-tated ACH Sector


To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by the Sector

To implement interventions such as NaCISA, sectoral bursary schemes and partnerships with ac-ademic institutions, and skills de-velopment initiatives to increase the number of ACH professionals

18 skills development interventions imple-mented per annum

18 skills development interventions imple-mented


• Implement interventions aimed at development of the requisite human capital to develop and manage resources in the ACH Sector, which is seen as critical to release the potential of the Sector

• Implement interventions such as NaCISA, sectoral bursary schemes and partnerships with educational sector stakeholders and academic institutions

• Increase the number of ACH professionals through skills development initiatives that are under way and will be strength-ened and continued


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Strategic Plan 2014 | 2015 - 2019 | 2020



1. Making provision for new priorities including community arts, establishment of incubators, capital venture, focus on training and entrepreneurship, hosting the Africa Month cultural programme, development of local content and development of local and export markets;

2. Ensuring continued focus on servicing existing commitments;

3. Developing integrated financing of programmes between MGE and Cultural Development;

4. Given budget cuts in the MGE programme and a lack of additional funding for community arts centre programming and construction and refurbishment, the bulk of the MTSF delivery targets will be planned for and implemented in the latter years of the MTSF;

5. In addition, no additional funds are allocated for the establishment of the South African Language Practitioners’ Council, as such these targets will also be planned for and implemented in the latter years of the MTSF - subject to available funding;

6. Maintaining the current levels of investment in key language development programmes such as human language technologies and the language bursary programme.

The Arts and Culture Promotion and Development Branch is currently understaffed given the mandate it has been given for the next 5 years. The implementation of the MGE initiative places increasing demands on the Programme and additional human resources will be required to meet expectations. The existing capacity will be assessed and additional capacity will have to be sourced, either in the form of contract employees for specific projects or in some instances services will have to be outsourced.



100


Goal 1: A transformed, coherent and de-velopment-focused Sector

To drive integrated and joint out-comes-based planning, monitoring and evaluation across the Sector

Lack of information and credible data about the Sector

• Establishment of the Cultural Observatory • Establishment of a strong planning and policy

framework

To facilitate an enabling and coherent policy, legislative and regulatory environ-ment for the ACH Sector

Lack of capacity to ensure implementation of the frameworks

• Revise White Paper and monitor implementation of policy imperatives

• Development of partnerships between govern-ment and the Sector to jointly implement policy imperatives

• Development of appropriate leadership capacity in the Sector

Goal 2: Nation building through effective social cohesion programme imple-mentation

To promote heritage and culture through investment in programmes that enable local content development and transfor-mation

Capital availability risk

Inadequate overhead and projects funds raised and received from private and public sources/donors

Review the possibility of accessing tax rebates for donors within the ACH Sector

To promote utilisation of official languag-es, a culture of reading and writing across society and respect for oral knowledge and history

Lack of receptive audiences for multilingual content

• Create targeted platforms for content delivery • Compliance with Use of Official Language Act • Use of human language technologies and other

ICT mechanisms • Improve language education at schools


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Strategic Plan 2014 | 2015 - 2019 | 2020



To develop cultural and creative indus-tries through interventions and initiatives that stimulate increased audiences, market access and local content

Audience apathy Create robust audience participation by offering incen-tives through suitable programmes


Lack of support from beneficiary commu-nities and lack of commitment from other spheres of government regarding running costs, etc.

• Community consultation processes to inform infrastructure

• MoUs signed with IGR partners to ensure sustain-ability

Goal 5: A professional and capacitated ACH Sector


Lack of available placement and work op-portunities in the Sector

• Alignment between training and Sector needs • Appropriate talent identification and support

mechanism • Promotion of formal and informal training oppor-

tunities • Regular information on opportunities in the Sector

and changing trends


102

13. Programme 4: heritage Promotion and Preservation

The programme is responsible for identifying, collecting, safeguarding, promoting and transforming South African heritage, archives, heraldry and libraries.

The Heritage Promotion and Preservation Programme supports delivery against the following sectoral strategic goals:

Goal 1: A transformed, coherent and development-focused Sector - Driving great-er policy and planning coherence in the Sector towards the achievement of sectoral development outcomes.

Goal 2: Nation building through effective social cohesion programme imple-mentation - Leading nation building and societal transformation through effective social cohesion programmes and a focus on multilingualism.


Goal 4: Sound governance, modernised systems and processes and a sustainable ACH Sector - Sound governance and the modernising of the ACH Sector to ensure the effective utilisation and leveraging of ACH resources for the benefit of all South Africans.

Goal 5: A professional and capacitated ACH Sector - Building the skills and capac-ity of the Sector to ensure its ongoing development and responsiveness.

The Heritage Promotion and Preservation Programme covers the work of the following subprogrammes:

1. Heritage Promotion and Preservation

• Heritage Institutional Development

• Bureau of Heraldry

• Living Heritage

• Policy, Research and Development

2. National Archives and Record Services of South Africa

• National Film, Video and Sound Archives

• Records Management and Information Services

• National Archives

• Library Policy Coordination and Library Services



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Strategic Plan 2014 | 2015 - 2019 | 2020


(Target to 2019)


JUSTIFICATION




To ensure that the priorities of the 5th Administration are mainstreamed into sub-sector programmes and priorities, especially with regard to transformation and strengthening the socio-eco-nomic development focus of the Sector

5 policies and/or legislative frame-works submitted to Cabinet for approval

(libraries, under-water cultural heritage; intangible cultural heritage; digitisation and national archives policy)

New indicator This objective seeks to:

• Ensure that sub-sectors of the Heritage Sector are aligned to and informed by a common strategic posture and focus


104


(Target to 2019)


JUSTIFICATION


Leading nation building and societal transforma-tion through effective social cohesion pro-grammes and a focus on multilingualism, which in turn links through to the MTSF

To support efforts to forge a common national iden-tity and actively drive the transformation of society

MTSF target

To assess improvement and growth among all commu-nities regarding their sense of common national identity and their view on the impor-tance of national symbols

Quadrennial study into the perceived importance of national symbols commissioned – to be finalised in 2016/17

Study conducted in 2011/12, with results:

Blacks: 4,0% and higher

Whites: 2,4% and higher


• Enable the implementation of targeted interventions aimed at improvement and growth among all communities in terms of their sense of common national identity and their view on the importance of national symbols

• Strategically position Heritage Day as a platform for promoting constitutional values, nation building and social cohesion and to promote transformation of society

• Host National Archives week with a focus on supporting Africa month and promoting respect and appreciation of South Africa’s legacy and national identity

To promote the Bill of Responsibility, constitu-tional values and national symbols among children in schools

MTSF target

To promote the Bill of Responsibility, constitutional values and national symbols among children in schools, through the provision of tools and resources to all schools in South Africa

100% of schools (24 000 schools) supported and received tools

25% of schools (6 000 schools) supported and received tools


• Promote the Bill of Responsibility, constitu-tional values and national symbols among children in schools

• Provide schools with tools - the Preamble to the Constitution, booklets and posters on national symbols and by installing the national flag

To promote the utilisation of official languages, a culture of reading and writing across society and respect of oral knowledge and history

To implement interventions aimed at ensuring that all official languages have equal status and increase their usability and usage; to implement interventions aimed at strengthening and promoting a culture of lifelong reading and writing; and to implement interven-tions aimed at strengthening and promoting oral history and traditions

6 language and oral history interven-tions implemented per annum

New indicator This objective seeks to:

• Implement interventions aimed at ensuring that all official languages have equal status and increase their usability and usage

• Implement interventions aimed at strength-ening and promoting oral history and traditions


105

Strategic Plan 2014 | 2015 - 2019 | 2020


(Target to 2019)


JUSTIFICATION


Protecting, preserving, promoting and develop-ing ACH and advancing the socio-economic in-clusivity and contribution of the Sector, which in turn links to the MTSF


To implement interventions aimed at developing and enhancing the infrastruc-ture necessary to support development and preserva-tion activities in the Sector to further contribute to the growth of the Sector

To provide infrastructure to enable local communities to access quality heritage facilities

To ensure that built infra-structure is utilised and add-ing value to communities

Heritage and Archives infrastruc-ture development and maintenance programme implemented in partnership with Programme 2

6 Infrastructure devel-opment and mainte-nance interventions implemented

Centralised infra-structure unit concep-tualised


• Implement interventions aimed at devel-oping and enhancing the infrastructure necessary to support development and preservation activities in the Sector to further contribute to the growth of the Sector

• Provide infrastructure to enable local com-munities to access quality heritage facilities




To strengthen and modernise the archives management and records management systems

Collections must be digi-tised as a safety and security measure but also to increase the longevity of records, make collections accessible electronically and increase access to information

To strengthen and mod-ernise the processes, sys-tems, policies and approach-es to both archives and records management

3 projects to modernise archives management and records manage-ment systems implemented per annum

3 projects to mod-ernise archives man-agement and records management systems implemented


• Implement interventions aimed at ensuring that collections are digitised

• Implement interventions aimed at ensur-ing that record classifications systems are pre-determined in a logical and systematic structure into which records are arranged and stored according to subjects, to facili-tate efficient retrieval and disposal of records It usually contains a reference number, de-scription and disposal authority of files held by a governmental body

• Implement interventions to strengthen the processes, systems, policies and approaches to records management


106


(Target to 2019)


JUSTIFICATION

Goal 5: A professional and ca-pacitated ACH Sector


To increase and sustain the number of ACH practi-tioners and the pool of human resource capacity required by the Sector

The requisite human capital to develop and manage re-sources in the ACH Sector is seen as critical to release the potential of the Sector

To implement interventions such as NaCISA, sectoral bursary schemes and part-nerships with CATHSSETA and academic institutions, and skills development initiatives to increase the number of ACH profession-als available

1 sector skills devel-opment interven-tion implemented per annum

1 sector kills devel-opment intervention implemented


• Implement interventions aimed at the devel-opment of the requisite human capital to de-velop and manage the resources in the ACH Sector, which is seen as critical to release the potential of the Sector

• Implement interventions such as NaCISA, sectoral bursary schemes and partnerships with CATHSSETA and academic institutions

• Increase the number of ACH professionals through skills development initiatives that are under way and will be strengthened and continued


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Strategic Plan 2014 | 2015 - 2019 | 2020



1. Design and implementation of the Heroes Acre.

2. Intensify the implementation of the Liberation Heritage Routes.

3. National symbols/national orders popularised in South Africa.

4. Preamble of the Constitution distributed in schools.

5. National flags installed in all schools.

6. Improve the state of records management in the country through the implementation of the A20 records transfer project.

7. Streamline the policy framework for the Heritage Sector.

8. Build 95 additional libraries in the country, 10 of which will be dual purpose.

9. Review and innovate national days’ format and approach.

The capacity within the Heritage Promotion and Preservation Branch will have to be reviewed. Although the coordination of national days’ commemoration and the infrastructure development will be transferred to Programmes 1 and 2 respectively. The National Archives function currently experiences serious capacity constraints and specific interventions in ensuring sufficient human resources will have to be undertaken.



108


Goal 1: A transformed, coherent and develop-ment-focused Sector

To facilitate an enabling and coherent pol-icy, legislative and regulatory environment for the ACH Sector

Illegal/illicit acts

• Loss of key collections, artefacts and specimen that are the main attractions to museums and heritage institutions

• Lack of transformation and an un-der-developed ACH Sector

• Revise Disaster Management Plan and business impact analysis arising from loss of irreplaceable assets

• Assess the risk exposure to all collec-tions at all heritage institutions

• Library Transformation Charter to be approved and signed by the Ministers of DAC and Education Costing to be done to implement charter

Goal 2: Nation building through effective social cohesion programme implementation

To support efforts to forge a common national identity and actively drive the trans-formation of society

Market dynamics (socio-political)

• Under-representation of the country’s demographics in ACH funding initia-tives

• Lack of integration of historical heritage institutions into the community

• Redress transformation currently in place, and will be monitored

• Strengthening relationships with prov-inces

• Convey the role and suffering of Black South Africans through community conversations

• Ensure transformation of the ACH Sector by expanding exhibitions, pub-lications and other activities in order to portray the inclusive role and effects that the war had on all South African communities

To promote the Bill of Responsibility, consti-tutional values and national symbols among children in schools

Planning and resource allocation

Duplicate mandate [Provincial government responsibility vs. the Department]

• Formalise the framework of collabora-tions between DAC and the Depart-ment of Basic Education

• Create a database of schools across the country and monitor the milestones regarding national symbols training

To promote the utilisation of official lan-guages, a culture of reading and writing across society and respect of oral knowl-edge and history

Access risk

Previously disadvantaged communities have limited access to library facilities

Seek alternative funding to implement out-reach programmes


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Strategic Plan 2014 | 2015 - 2019 | 2020




Business continuity management risk

Infrastructure collapse

• Develop 5-year user assets manage-ment plans for the Sector

• Appoint skilled specialists, such as architects and quantity surveyors to assess and spearhead Sector infrastruc-ture needs

Goal 4: Sound governance, modernised systems and processes, and a sustainable ACH Sector

To strengthen and modernise the archives management and records management systems

Market dynamics

Inability to meet service demands for the blind community

Secure more publishers and the signing of the Marrakesh International Treaty

Goal 5: A professional and capacitated ACH Sector


Planning and resource allocation

Reduced research output and reduced num-ber of new exhibition projects

Limited accredited heritage training insti-tutions, thus no feeder system from school level into the Heritage Sector

• DAC and stakeholders to resolve the mandate and financial allocations to-wards research work

• Development of the Youth Heritage Skills Development programme for implementation/roll-out


110

Part ClinKs to other Plans


112

14. linKs to long-term infrastruCture and other CaPital Plans

NEW INFRASTRUCTURE AND MAINTENANCE

NO. PROGRAMME OR PROJECT

PROJECT TYPE APPROVED PERFORMANCE PLANNED TARGET

MEDIUM-TERM TARGET

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

1. Heritage Capital works 57 000 62 503 92 732 188 741 84 339 134 238 144 065

2. Heritage Legacy 169 301 - 87 439 139 434 202 772 242 076 276 700

3. Libraries Capital works 7 000 30 216 85 895 73 012 116 878 44 957 23 917

4. Performing Arts Capital works 131 000 137 112 84 259 138 896 98 444 114 284 116 279


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Strategic Plan 2014 | 2015 - 2019 | 2020

15. Conditional grants

NAME OF GRANT

PERFORMANCE INDICATOR

AUDITED PERFORMANCE PLANNED PERFOR-MANCE

MEDIUM-TERM TARGET

2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Community Library Service Grant

Amount spent on building new libraries R104 365 R133 266 R181 445 R183 947 R366 547 R388 540 R411 852

Amount spent on library maintenance R26 750 R39 577 R24 277 R31 613 R69 902 R74 096 R78 542

Amount spent on purchasing library materials R54 306 R53 693 R57 285 R48 512 R101 476 R107 564 R114 019

No. of new libraries built 13 14 16 17 20 23 26

No. of libraries maintained 51 37 55 45 50 55 60

No. of library mate-rials purchased 343 887 278 161 369 869 400 000 350 000 375 000 400 000

PURPOSE: To transform urban and rural community -library infrastructure, facilities and services (primarily targeting previously disadvantaged communities) through a recapitalised programme at provincial level in support of local government and national initiatives.

CONTINUATION/TERMINATION: The lifespan of the grant is dependent on evaluations conducted by the Department, which identified community library needs and priorities.

MOTIVATION: This funding is intended to address backlogs and disparities in the ongoing provision and maintenance of community library services across provinces and to enable national depart-ments to provide strategic guidance and alignment with national priorities.


114

16. PubliC entities rePorting to the dePartmentThe Minister of Arts and Culture has control of the following public entities, which have been established in terms of various Acts. Consequently, the DAC subsidises these entities on an annual basis.

Name of public entity Services rendered by public entity Transfer to public entityR’000

Afrikaanse Taalmuseum Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 5 597

ArtsCape Staging of productions 53 090

Ditsong Museums of South Africa

Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 69 402

Freedom Park Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 65 665

Iziko Museums of South Africa


KwaZulu-Natal Museum Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 18 175

Luthuli Museum Collections, conservation, research of the collections, design relevant exhibitions that will support the institutions in its out-reach educational and public programmes 9 329

Market Theatre Founda-tion

Staging of productions29 089

National Arts Council Grant making to artists and arts communities 96 089

National English Literary Museum


National Film and Video Foundation

Funding for the film and video industry. Mandated to spearhead the equitable growth and development of the South African film and video industry 116 721

National Heritage Council Enhance knowledge production on heritage and ensure promotion and awareness of heritage 58 475


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Strategic Plan 2014 | 2015 - 2019 | 2020

Name of public entity Services rendered by public entity Transfer to public entityR’000

National Library of South Africa

To collect, record, preserve and make available the national documentary heritage and promote an awareness and apprecia-tion thereof by fostering information literacy and facilitating access to the country’s information resources (NLSA Act, 1998) 75 716

National Museum Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 43 333

Nelson Mandela Museum Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 21 143

Performing Arts Council of the Free State


Playhouse Company Staging of productions 39 576

Robben Island Museum Collections, conservation, research of the collections, design relevant exhibitions that will support the institution in its out-reach educational and public programmes 68 419

South African Heritage Resources Agency

Deliver heritage conservation and management (NHR Act, 1999)48 552

South African Library for the Blind

To provide a national library and information service to serve blind and print-handicapped readers in South Africa by collect-ing, recording, providing access and bibliographic service to the readers, to produce documents in Braille and audio and to preserve this heritage, to research standards and technology for the production of the material (SALB Act, 1998) 17 376

South African State The-atre


uMsunduzi/ Voortrekker Museum


War Museums of the Boer Republics


William Humphreys Art Gallery


Windybrow Theatre Staging of productions 11 195


116

In addition to the above public entities, Business and Arts South Africa (BASA) is a partnership between the DAC and 160 businesses from the private sector. The businesses come from sectors such as the banking, mining, legal, insurance and telecoms sector, etc. BASA, as a not-for-profit company, has been operating for 17 years, and functions to leverage the relationship between business and the arts, identifying opportunities and value for business, while growing the economic strength of and job opportunities in the arts sector through business upskilling, mentorship and pro-bono support.

17. monitoring of daC PubliC entitiesThe Minister signs shareholder compacts with all the chairpersons of councils and these compacts are monitored quarterly through the submission of quarterly reports by entities. These reports are appraised by the Department and feedback is given to entities for possible interventions when necessary. Monitoring visits are scheduled quarterly with identified entities, especially where there are challenges that need urgent intervention.

Through coordinating structures such as CEO, CFO, sector-specific and chairpersons’ forums, the Minster, Director-General and senior management engage with the entities biannually to discuss issues that affect the implementation and delivery of entities’ mandates. Decisions and resolutions made during these engagements are monitored to ensure implementation thereof.

18. PubliC-Private PartnershiPsNot applicable to the DAC at present.

19. materiality frameworKIn terms of Treasury regulations, it is hereby stated that the DAC has a Materiality Framework in place.


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118

notes

Arts and CultureDepartment:

REPUBLIC OF SOUTH AFRICA

arts & culture

PRIvATE BAG X897PRETORIA

0001SOUTH AFRICA

TEL: +2712 441 3000FAX: +2712 441 3699www.dac.gov.za

hTTps://www.Facebook.com/arTsculTuresa

hTTps://TwiTTer.com/arTsculTuresa

@ARTSCULTURESA

Documents

Strategic Plan 2015|16 - 2019|20 · 5.2. Strategic reorientation 48 5.3. Radical economic transformation 49 5.4. Outward-oriented planning 49 5.5. Strategic issues arising from this