INTERGRATED PRESENTATION 2015-2019 STRATEGIC PLAN AND 2015/16 ANNUAL PERFORMANCE PLAN

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INTERGRATED PRESENTATION 2015-2019 STRATEGIC
PLAN AND 2015/16 ANNUAL PERFORMANCE PLAN
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PRESENTATION OUTLINE

• Discription of the strategic planning process
• Strategic posture
• Mandate of DAC
• Policy context of DAC plans
• Alignment with NDP
• Alignment with 2014-2019 MTSF
• Overview of departmental performance
• Organisational performance
• Policy priorities
• Strategic response of DAC and the sector
• Linking goals to MTSF
• Goals, strategic objectives and programmes
• Indicators and targets
• DAC specific outcome 14 indicators and tagets
• ENE indicators and targets
• Sector indicators

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DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

• DAC engaged in an extensive consultative process
  as part of the process to develop the SP and APP
• Consultations with the sector included
  engagements that took place with the Heritage
  Sector in Durban and with the Arts and Culture
  Sector in Cape Town last year
• The DAC Sector-wide Strategic Planning Retreat
  took place at Birchwood. Present there were the
  C/person and Dep. C/person of the PC, CEOs of
  Entities, Provincial Departments of Arts and
  Culture and DAC Management
• The first draft was submitted to the Presidency
  and National Treasury at the end of August as per
  requirement
• Further refinements and engagements with DDGs and
  their Teams as well as CEOs took place between
  September and October in preparation for the
  second drafts of the documents
• The Act. Director-general presented the strategic
  overview to the PC on the 11/11/14
• The second drafts of the Strategic Plan and APP
  were submitted on time to the Presidency and
  National Treasury as per requirement
• Final strategic plan and annual performance plan
  were submitted to the Presidency on the 27/02/15
  as per compliance timeframes

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THE STRATEGIC POSTURE

• The strategic posture is made up of the vision,
  mission, values and strategic outcome oriented
  goals
• The strategic posture in the drafts Strategic
  Plan and Annual Performance Plan was arrived at
  through taking into account Ministers consistent
  messages during the Budget Speech and in strategy
  meetings with management. These messages include
  the following
• That as DAC we exist to lead nation building
  through rigorous social cohesion programme
• That we exist to preserve, protect, promote and
  develop South African arts, culture and heritage
• That we should use resources effectively and be
  able to do more with less. This speaks stongly to
  effective governance systems and effective and
  efficient utilisation of financial and human
  resources that we have
• That we should have an effective oversight and
  monitoring of Public Entities
• That by taking into account the above, economic
  spin-offs (e.g. job creation, youth empowerment,
  BBBEE) would happen and we should have effective
  monitoring mechanism to ensure that economic
  spin-offs take place in appropriate areas of our
  society

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STRATEGIC POSTURE

• Having taken into account Ministers Marching
  orders, leadership and guidance. And
• Having ensured that all strategic planning
  engagements and consultation with stakeholders
  are centred around Ministers guidance.,
• The strategic planning process, in its entirety
  came up with the following strategic posture
• VISION
• A dynamic, vibrant and transformed Arts, Culture
  and Heritage Sector, leading nation building
  through social cohesion and socio-economic
  inclusion
• MISSION
• 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 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 so as to
  accelerate its transformation.

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STRATEGIC POSTURE

• VALUES
• 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 economy of SA, its people
  and ourselves.
• Accountability we are ACCOUNTABLE to the people
  of SA in our pledge to provide them with
  high-quality services
• STRATEGIC OUTCOME ORIENTED GOALS
• A transformed, coherent and development focussed
  ACH Sector - To drive greater policy and planning
  coherence in the Sector towards the achievement
  of sectoral development outcomes
• 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
• A productive, diverse and inclusive ACH Sector -
  To protect, preserve, promote and develop Arts,
  Culture and Heritage and advance the
  socio-economic inclusivity and contribution of
  the Sector
• Sound fiscal management and a sustainable ACH
  Sector - 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
• A professional and capacitated ACH Sector - To
  build the skills and capacity of the Sector to
  ensure its ongoing development and responsiveness

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MANDATE OF DAC

• 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. The following sections have
  a direct bearing on the Departments mandates
• Section 9(3) Equality
• Section 10 - Human Dignity
• Section 16(1) - Freedom of expression (Freedom of
  artistic creativity Freedom to receive or impart
  information or ideas and Academic freedom and
  freedom of scientific research)
• Section 30 - Language and culture
• Section 32(1) - Access to information
• Legislative mandate (this includes all sector
  legislation (19 Acts) that assist in implementing
  the constitutional mandates)
• Founding legislation for all DAC Public Entities
• The Division of Revenue Act (DORA) (published
  annually for managing the Conditional Grant for
  Libraries)
• Governance legislation (this include all
  relevant governance compliance legislations (e.g.
  Public Finance Management Act)
• Policy Frameworks (this includes national policy
  frameworks and strategies and frameworks for
  planning, monitoring, evaluation and reporting)

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POLICY CONTEXT OF THE DAC PLANS

• Sector planning in the department must take into
  account a wide range of policy imperatives that
  seek to support inclusive economic growth and the
  social and economic transformation agenda. These
  policies include the following
• New Growth Plan (NGP) it is governments
  macro-economic policy that aims at guiding
  national economic growth over the short to medium
  term. The Plan has targeted the creation of 5
  million jobs over the next 10 years.
• Industrial Policy Action Plan (IPAP II and III)
  is located within the broader framework of the
  National Industrial Policy Framework (NIPF),
  which provides for governments collaborative
  engagement with its social partners from
  business, labour, and civil society. Of relevance
  to the DAC in Cluster 2 is the growth and
  labour-absorbing potential of investments in the
  ACH Sector.
• The National Development Plan, Vision 2030 (NDP)
  while the NDP, in its entirety, remains an
  important cornerstone for the socio-economic
  development, of particular relevance to the DAC
  is Chapter 15 ('Transforming Society and uniting
  the country') which sets out governments vision
  nation building and social cohesion, both as an
  end-state and as a facilitator
• The 2014-2019 Medium-term Strategic Framework
  (MTSF) The role of the Department of Arts and
  Culture in relation to the MTSF is twofold,
  namely
• To lead and coordinate the delivery of the
  outputs of Outcome 14 A diverse, socially
  cohesive society with a common national identity.
  
• To ensure alignment with and support for other
  Outcomes of the MTSF through the programmes and
  interventions of the Sector
• The Mzansi Golden Economy Strategy (MGE)
  recognises the importance of adequate and modern
  infrastructure to stimulate participation and
  maintaining access to public programmes, cultural
  heritage, collections and art.
• Election Manifesto (2014) 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.  
• The SONAs (2014 and 2015) highlighted
  governments 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.

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ALIGNMENT WITH NATIONAL DEVELOPMENT PLAN

• NATION BUILDING AND SOCIAL COHESION
• DAC is central in driving Chapter 15 of the NDP
• DAC worked closely with the Presidency in
  developing the MTSF for the new Outcome 14 A
  Diverse, Socially Cohesive Society With A Common
  National Identity
• Outcome 14 is under the stewardship of the
  Minister of Arts and Culture
• Other relevant departments include Sports and
  Recreation, Basic education, Justice and
  Correctional Service, Women, Social Development,
  COGTA, Provinces and SALGA
• JOB CREATION AND ECONOMIC DEVELOPMENT
• Government-wide emphasis on job creation and
  improved economic opportunities for the
  previously disadvantaged made DAC to take stock
  at what it does
• DAC adopted the Mzansi Golden Economy strategy
  (MGE) whose primary objective is to define the
  role of arts, culture and heritage in job
  creation economic development.
• QUALITY EDUCATION AND RURAL DEVELOPMENT
• The NDP emphasizes the need to improve schooling
  and education as well as the need to improve
  quality of life in rural areas of South Africa.
• Going into the medium term, the department will
  continue to make a visible contribution to
  quality education through ensuring that artists
  are placed in schools to improve the teaching of
  arts in basic education.
• This will not only ensure that a substantial
  number of artist will be employed but will also
  increase interests in arts and improve audience
  development.
• Building of arts, culture and heritage
  infrastructure in rural areas will continue to be
  the priority of the department as we move into
  the next medium term.
• Such infrastructure include libraries, heritage
  monuments and arts centres.
• Maintenance of the already built infrastructure
  will also be central to the departments
  priorities.
• Apart from developing and investing in our rural
  areas, such ventures will also create much-needed
  jobs, as employment of local people will be at
  the centre of such development.

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ALIGNMENT WITH THE MTSF

• The DAC 2015-19 Strategic Plan and the 2015/16
  Annual Performance Plan are in line with the
  2014-19 MTSF
• The department is leading, managing and
  coordinationg Chapter 14 (A Diverse, Socially
  Cohesive Society With A Common National Identity
  ) of the MTSF
• Therefore the Department is the nominated
  secretariat for Outcome 14 and is responsible for
  reporting on progress against the outcome
• Our plans contain and unpack relevant MTSF
  commitments over and above other priorities
• The department also contributes to the following
  outcomes
• Outcome 1 Improved quality of basic education
• Outcome 4 Decent employment through inclusive
  economic growth
• Outcome 5 A skilled and capable workforce to
  support an inclusive growth path
• Outcome 7 Vibrant, equitable and sustainable
  rural communities with food security for all
• Outcome 11 Create a better South Africa and
  contribute to a better Africa and a better world

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OVERVIEW OF DEPARTMENTAL PERFORMANCE

• ACHIEVEMENTS,  
• Job Creation
• The DAC creates jobs through a variety of
  mechanisms, including infrastructure development
  projects, work of the public entities and through
  MGE strategy implementation.
• 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.
• Generally jobs in the creative industries are
  part time and in this instance 93 of jobs
  created in creative subsector were part-time
•  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 North West and Gauteng have hosted
  the provincial summits for Social Cohesion.
• Social Cohesion Advocates were appointed and
  their programme has been adopted
• Community conversations have taken place in
  almost all the provinces
•  Strategic Reorientation
• In 2011, the Department embarked on an ambitious
  effort to strategically re-orientate itself
  towards the transformation of the ACH Sector.
• Adoption of Mzansi Golden Economy strategy whose
  primary objective is to escalate economic
  benefits and job creation within the sector was a
  direct response to the call that was made by the
  President in 2010 that all of government should
  make a significant contribution in job creation
  and economic growth

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OVERVIEW OF DEPARTMENTAL PERFORMANCE

• STATUS QUO
• The Internal Audit findings for 2013/14 financial
  year revealed the following
• Internal Audit controls
• Recurring deficiencies from prior years.
• Lack of periodic review of policies
• 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.
• The following are some of the findings by the
  Auditor-Generals Report
• Significant internal control deficiencies in the
  procurement process, and poor SCM Contract
  Management
• Performance agreements were not signed within set
  time frames, and assessments for SMS members not
  done
• The Department made payments in contravention of
  the supply chain management regulations amounting
  to R74 million in 2014 and R95,5 million in 2013
• No adequate systems to maintain records of
  commitments for approved and contracted
  procurement
• Adequate and reliable corroborating evidence
  could not be provided for 20 of the targets to
  assessed
• The financial statements submitted for auditing
  were not supported by full and proper records
• Material misstatements identified by the AG were
  not adequately corrected.
•  Effective and appropriate disciplinary steps
  were not taken against officials who made and/or
  permitted irregular expenditure, fruitless and
  wasteful expenditure,
• Inadequate systems to prepare reliable monthly
  financial statements and performance reports

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OVERVIEW OF DEPARTMENTAL PERFORMANCE

• CHALLENGES
• Socio-Economic Situation
• High unemployment, particularly among black
  youth, women and people with disabilities in the
  ACH Sector
• A society divided along the lines of race, class,
  space and gender,
• Unacceptably high levels of violence against
  women, the LGBT community and immigrants.
• Limited access to information by the majority of
  the
• Lack of access to ACH services that meet the
  needs of the majority of the population -
• The impact of technological change
• Infrastructure challenges
• Departmental Performance
•  Weak internal controls are a major systemic
  constraint to success and waste institutional
  resources and energies.  
• This Strategic Plan and growing complexity of
  economic conditions, need greater flexibility and
  capacity at DAC
• The lack of capacity has a direct impact on
  decision-making.  
• ACH Sector
• Gaps in the legislative and policy environment
  pertaining to ACH
• Slow transformation of the ACH Sector
• Narrow programme implementation across the Sector
  due to a perceived lack of sector consultation
  and engagement
• There is a lack of balance between developing new
  infrastructure and maintaining existing
  infrastructure,
• Developing markets and building and growing
  audiences in a low economic growth environment
  remains a critical issue.

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OVERVIEW OF DEPARTMENTAL PERFORMANCE

• Cultural Diplomacy
• 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.
• The ACH Sector is not well marketed and exposed
  internationally, and not enough is done to
  increase international interest in local ACH.
• There is a lack of recognition and status of ACH
  products, as well as that of practitioners.
• There is a lack of programme development on the
  African Continent.
• 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

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ORGANISATIONAL ENVIRONMENT

• Achievements
• In 2009, government adopted 2009-2014 MTSF and
  the department was leading Outcome 12(b)  
• After strategic re-orientation and adoption of
  MGE a new organisational structure was developed
  and approved in 2013/14
• The Macro Structure received implementation focus
  from 2013/14 financial year.
• The revised Budget Programme Structure to ensure
  alignment between strategy, programmes and
  organisational structure was approved by National
  Treasury.
• DAC leads and coordinates Outcome 14 of the
  2014-2019 MTSF 
• DAC to continue providing on-going professional
  development to its employees
• Challenges
• Duplication and overlap of mandates and functions
  across these institutions.
• The revised White Paper will require a
  fundamental shift in the legislative environment,
  which will be both intricate and lengthy.  
• 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.
• 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 (heritage) standards,
  which is currently unfunded in most of the
  institutions.
• 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.
  
• The current internal environment within the
  Department displays a lack of coordination, which
  often results in ineffective approaches to
  responding to sector needs

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POLICY PRIORITIES

• The following priorities have been identified
  within the 5-year plan
• 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.
• Inclusive economic development
• An ACH Sector that is dynamic and efficient, and
  fosters inclusive growth.
• Nation building and social cohesion programmes
• The implementation of programmes that promote
  nation building and social cohesion
• Radical economic transformation
• The alignment of policies and programmes with
  transformative outcomes.
• Effective governance and implementation
  institutions
• The alignment of structures, authorities and
  systems with goals and objectives towards the
  implementation of the departments mandate.

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POLICY PRIORITIES

• POLICY LEVER 1 An enabling policy, legislative
  and regulatory planning environment
• The adequacy and relevance of existing
  legislation and policies requires review.
• There a need to test the extent to which existing
  policies and plans have been implemented
• Status Quo
• NDP, MTSF, National Treasury Planning Framework
  and DAC Sector-wide Strategic Planning Guide
• These ensure that proper planning, resource
  allocation and implementation take place
  efficiently
• Coordinated and integrated planning has yet to
  realise the desired development outcomes.  
• Revisions to the White Paper to bring about
  increased levels of transformation in the ACH
  Sector
• Challenges
• 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.
• Weak systems for monitoring of compliance and
  implementation  
• Improved management of intergovernmental
  cooperation and establishment of institutional
  mechanisms.
• Policy Priorities
• Align regulatory framework with policies
• Strengthen and enhance business processes,
  systems, decision rights and accountability in
  policy
• Co-ordinate integrated planning and budgeting
  across government
• Harness existing IGR structures as a mechanism
  for planning coordination
• Build analytical capabilities

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POLICY PRIORITIES

• POLICY LEVER 2 Nation building and social
  cohesion
• Department is responsible for leading and
  coordinating Outcome 14 of the MTSF (Transforming
  Society and Uniting the Country).  
• Status Quo
• Legacy issues still define the national question
• The race-based social and economic divisions of
  the past and practises of exclusion have not been
  fully eliminated.
• Deep economic inequalities characterise identity
• Disproportionately high levels of unemployment
  persist among black people in general and African
  people in particular.
• Uneven progress towards reconstituting the South
  African social formation as a unified social
  formation.
• Challenges
• Limits of symbolic exercises that promote
  reconciliation
• Nation building relies for its raison dêtre,
  among others, on available symbolic traditions,
  customs, and beliefs, to draw up a folder of
  national characteristics.  
• Slow pace of socio-economic transformation
• Policy Priorities
• Build the capabilities of the ACH Sector
• This state-led approach to nation building to be
  complemented by active citizenry and leadership
• Promote the Bill of Responsibility,
  Constitutional values and national symbols
  amongst children in schools
• Utilise national days as a platform for promoting
  constitutional values, nation building and social
  cohesion.
• Promote heritage and culture through investment
  in programmes that support and enable
  transformation.
• Promote nation building and social cohesion
  through targeted engagement, dialogue and
  interaction with stakeholders and society.

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POLICY PRIORITIES

• 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.
• 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
• Status Quo
• Economic development has tended to produce a
  skewed dividend rooted in the apartheid legacy of
  racial inequality.
• Rising inequality
• Rising social tensions
• Participation in the ACH Sector has tended to
  remain marginal to the rest of the economy
• Challenges
• Economic development has been neglected in
  townships
• Investment projects are often held up by
  bottlenecks in regulations and inadequate skills
  and access to opportunities.
• Uneven pattern of investment
• Access to finance and skills remains a major
  constraint
• Policy Priorities
• Strengthen the economic role of townships and
  relationships with local government
• Procure services from black enterprises in the
  ACH Sector
• Strengthen institutional capacity in economic
  development
• Strengthen roles and leverage partnerships with
  other stakeholders
• Create the local conditions for supporting
  enterprise development and inclusive growth

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POLICY PRIORITIES

• POLICY LEVER 4 Radical economic transformation
• It is imperative for the department to clearly
  articulate its contribution to the job creation
  and economic development agenda of government.
• There is a need for new large-scale interventions
  that will reinforce the ACH Sector as an economic
  growth sector and introduce programmes that
  contribute to large-scale employment.
• Status Quo
• Incoherent policy and legislative framework
• Weak access to and participation in the ACH
  Sector
• Funding constraints
• The Mzansi Golden Economy. This deals with
  stimulating demand and markets for ACH products.
• Challenges
• Skewed development
• Duplication and overlap of DAC entities and
  functions
• Current levels of capital finance are
  insufficient to match needs
• Stringent credit control measures on lending have
  tightened the availability of finance for
  start-up enterprises.
• Policy Priorities
• Finalise the revision of the White Paper
• Coordinate and support the national strategic
  programmes by developing and reviewing policy and
  legislation
• Recasting the MGE so that it involves
• Mentorship and Incubation,
• Cultural and Creative Industries Fund (CCIF), Tax
  Incentives and Sharpened focus of the NaCISA)

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STRATEGIC RESPONSE OF DAC AND THE BROADER ACH
SECTOR

• In response to the policy priorities and delivery
  of outcome 14 the Department has identified the
  following 11 Key Priority Areas
• 1. Outcome 14 Coordination
• Key imperatives
• Lead government and society in implementing the
  nation building and social cohesion agenda
• A report-back summit is to take place before the
  end of the 2014/15 financial year.
• Expansion and massification of the community
  conversations programmes.
• Strengthening of the social cohesion advocates
  programme.
• Improved support and collaboration with the moral
  regeneration movement,
• 2. White Paper Finalisation
• Key Imperatives
• The business model of DAC entities is to be
  reviewed,
• Review and develop legislation where applicable
• Strategic Priority Area 3 Mzansi Golden Economy
• The development of artists from both a technical
  and business skills perspective.
• The further development of creative arts
  incubators
• 3. Mzansi Golden Market
• Key Imperatives
• To advocate ACH Sector tax incentives (S18A),
• The National Creative Industries Skills Academy
  (NaCISA) to develop content.

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STRATEGIC RESPONSE OF DAC AND THE BROADER ACH
SECTOR

• 4. Heritage Promotion and Preservation
• Key imperatives
• Heroes Acre, to be fast tracked
• Liberation Heritage Route
• Memorialisation methods to be identified
• Expansion of the liberation heritage routes
  outside the country
• Building of the National Heritage Museum
• 5. The ACH Schools Programme
• Key imperatives
• Flags distribution in schools
• Artists in schools programme
• Arts curriculum in schools
• Schools camp programme
• Actualising constitutional values in schools
• 'Unite Schools Club' Programme
• 6. Library Services (Conditional Grants)
• Key imperatives
• A standardised design and development approach
  consisting of 3 types of library architectures.
• The establishment of oversight mechanisms to
  monitor and evaluate project progress.

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STRATEGIC RESPONSE OF DAC AND THE BROADER ACH
SECTOR

• 8. Language Programme
• Key Imperatives
• 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.
• The regulatory foundation is to be strengthened,
  including PanSALB turnaround
• The establishment of the SA Language
  Practitioners' Council
• Setting up provincial structures
• 9. DAC Public Entity Governance
• Key imperatives
• Governance and policy manuals are to be
  developed,
• Delegations of authority are to be developed and
  implemented,.
• Shareholder compacts are to be streamlined.
• A shared services function Audit and risk
  committees, Internal audit units, Risk management
  units, Marketing and communications units, Human
  resource units, Board support (secretariat)
  units.
• 10. National Days
• Key imperatives
• To move from an events-driven approach to a more
  a meaningful programmatic approach.
• To increase the repertoire of approaches to
  create more inclusive ways of celebrating
  national days.
• To develop a guideline framework to measure the
  impact of national days programmes in terms of
  nation building, social cohesion and dignity.
• To coordinate national days as a transversal
  function.

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LINKING GOALS TO NATIONAL POLICY AND STRATEGIC
FRAMEWORKS
STRATEGIC OUTCOME ORIENTATED GOAL DESCRIPTION AND FOCUS OF THE GOAL STRATEGIC FRAMEWORKS
A transformed, coherent and development focussed Sector Driving a shared vision and strategic leadership, to ensure effective implementation of the electoral mandate. Strengthening research, strategic analysis, policy development and monitoring and evaluation capabilities. Fostering strong IGR, IR and stakeholder relationships NDP and MTSF Outcome 14 Outcome 11 Outcome 12
Nation building through effective social cohesion programme implementation Leading the nation building and social cohesion agenda. Strengthen work on social cohesion through community conversations, Social Cohesion Advocates and other programmes Entrench linguistic diversity NDP and MTSF Outcome 14 Outcome 1
A productive, diverse and inclusive ACH Sector Servicing existing commitments and making provision for new priorities Entrepreneurial development and support and job creation interventions. Initiatives to increase the number of people accessing ACH offerings Developing and enhancing the infrastructure necessary to support ACH NDP and MTSF Outcome 14 Outcome 4 Outcome 7 Outcome 11
Sound governance, modernised systems and processes and a sustainable ACH Sector Ensuring sound governance in DAC and the Sector. Strengthening the institutional arrangements of DAC, and the ACH Sector, Modernise the archival management and information management Strengthening internal controls and financial systems within and across the sector. Strengthening financial management and accounting systems and capacity. NDP and MTSF Outcome 14 Outcome 12
A professional and capacitated ACH Sector Development of human capital to develop and manage the resources of the art, culture and heritage sector. NDP and MTSF Outcome 14 Outcome 1 Outcome 5
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LINKING GOALS TO STRATEGIC OBJECTIVES AND
PROGRTAMMES
STRATEGIC GOAL STRATEGIC OBJECTIVES BUDGET PROGRAMME
A transformed, coherent and development focussed Sector To drive integrated and joint outcomes-based planning, monitoring and evaluation across the sector. Programme 1 Administration Programme 2 Institutional Governance (IG) Programme 3 Arts Culture Promotion and Development (ACPD)
A transformed, coherent and development focussed Sector To facilitate an enabling and coherent policy, legislative and regulatory environment for the ACH Sector. Programme 1 Administration Programme 3 ACPD Programme 4 Heritage Preservation and Promotion (HPP)
A transformed, coherent and development focussed Sector To ensure policy alignment in the sectoral International Relations programme. Programme 2 IG
Nation building through effective social cohesion programme implementation To support efforts to forge a common national identity and actively drive the transformation of society. Programme 4 HPP
Nation building through effective social cohesion programme implementation To promote the Bill of Responsibility, constitutional values and national symbols amongst children in schools. Programme 4 HPP
Nation building through effective social cohesion programme implementation To utilise national days as a platform for promoting constitutional values, nation building and social cohesion. Programme 1 Administration
Nation building through effective social cohesion programme implementation To promote heritage and culture through investment in programmes that enable local content development and transformation. Programme 3 ACPD
Nation building through effective social cohesion programme implementation To promote nation building and social cohesion through targeted engagement and dialogue with stakeholders and society. Programme 2 IG
Nation building through effective social cohesion programme implementation To promote the utilisation of official languages, promote a culture of reading and writing across society and the respect of oral knowledge and histories. Programme 3 ACPD Programme 4 HPP
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LINKING GOALS TO STRATEGIC OBJECTIVES AND
PROGRTAMMES
STRATEGIC GOAL STRATEGIC OBJECTIVES BUDGET PROGRAMME
A productive, diverse and inclusive ACH Sector To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences, market access and local content. Programme 3 ACPD
A productive, diverse and inclusive ACH Sector 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 IG Programme 3 ACPD Programme 4 HPP
A productive, diverse and inclusive ACH Sector To develop and sustain a positive image of South Africas rich and diverse ACH across the continent and internationally. Programme 2 IG
Sound governance, modernised systems and processes and a sustainable ACH To ensure compliance and sound governance. Programme 1 Administration Programme 2 IG
Sound governance, modernised systems and processes and a sustainable ACH To strengthen the financial resource base and resourcing mechanisms of the ACH Sector. Programme 1 Administration
Sound governance, modernised systems and processes and a sustainable ACH To drive sound financial management and controls across the Sector. Programme 1 Administration
Sound governance, modernised systems and processes and a sustainable ACH To strengthen and modernise the archives management and records management systems. Programme 4HPP
Sound governance, modernised systems and processes and a sustainable ACH To strengthen and enhance internal process flows and systems. Programme 1 Administration
A professional and capacitated ACH Sector To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by the Sector. Programme 3 ACPD Programme 4 HPP
A professional and capacitated ACH Sector To build human resource capability and promote a culture of high performance. Programme 1 Administration
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INDICATORS AND TARGETS
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DAC SPECIFIC OUTCOME 14 INDICATORS
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Fostering Constitutional Values
FOSTERING CONSTITUTIONAL VALUES FOSTERING CONSTITUTIONAL VALUES FOSTERING CONSTITUTIONAL VALUES
Key Action Indicator 2014/15 Target
Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools   Preamble of the Constitution said in school assemblies (ALL Schools) Preamble of the Constitution made accessible in poster form in at least 3 official languages by 2014/15.
Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools   All Schools fly the national flag 75 of Schools fly the national flag
Promote the Bill of Responsibility, Constitutional values and national symbols amongst children in schools   Booklet and Poster (Frame) of national symbols and orders distributed to all schools 50 of schools have booklet and poster for national Symbols and Orders
Use National Days as a platform for promoting Constitutional Values Number of national days hosted and celebrated 7 national days hosted and celebrated
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Equal Opportunities, Inclusion And Redress
EQUAL OPPORTUNITIES, INCLUSION AND REDRESS EQUAL OPPORTUNITIES, INCLUSION AND REDRESS EQUAL OPPORTUNITIES, INCLUSION AND REDRESS
Key Action Indicator 2014/15 Target
Build non-racialism through community dialogues and hosting of national summit on Action Plan to combat racism, racial discrimination, xenophobia and related intolerance Number of Community conversations on social cohesion and nation building conducted 150 Community conversations held by 2018/19
Build non-racialism through community dialogues and hosting of national summit on Action Plan to combat racism, racial discrimination, xenophobia and related intolerance Social Cohesion report back Summit hosted Social Cohesion Report Back Summit hosted in 2014/15
Build non-racialism through community dialogues and hosting of national summit on Action Plan to combat racism, racial discrimination, xenophobia and related intolerance number of Social Cohesion Advocates public platforms programme rolled-out 10 public platforms programmes for Social Cohesion Advocates
Promote social cohesion in schools Number of Artist placed in schools (each artist covers a cluster of at least 3 schools) 2000 Artist placed in schools by 2018/19
Transform the utilization of currently marginalised languages Number of African language included in official correspondence depending on provinces top three dominant languages spoken At least one African language included in all official correspondence depending on province by 2018/19
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Equal Opportunities, Inclusion And Redress
EQUAL OPPORTUNITIES, INCLUSION AND REDRESS EQUAL OPPORTUNITIES, INCLUSION AND REDRESS EQUAL OPPORTUNITIES, INCLUSION AND REDRESS
Key Action Indicator 2014/15 Target
Promote heritage and culture Ensure government invests in the cultural and creative industries, Heritage infrastructure in rural areas built 2 heritage sites built
Promote heritage and culture Ensure government invests in the cultural and creative industries, National Cultural Institute of South Africa (NaCISA) established 1 National Cultural Institute of South Africa (NaCISA) established by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Sourcing Enterprise and the Art Bank of South Africa 1 Sourcing Enterprise and the Art Bank of South Africa by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Cultural Observatory established 1 cultural observatory established by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of libraries built 95 libraries built by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of Community Arts Centres built 15 community art centres built
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of community centres refurbished 80 community art centres refurbished by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of community centres refurbished 500 community arts programmes activated by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of projects completed for liberation heritage routes 8 projects completed for liberation heritage routes by 2018/19
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of movies made that dramatize the lives of other liberation heroes such as Steve Biko, Mangaliso Sobukwe, Mantantise up to 2018/19 1 move/year
Promote heritage and culture Ensure government invests in the cultural and creative industries, Number of movies produced on African civilizations 2 movies produced on African civilizations such as Mapungubwe by 2018/19
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ESTIMATE OF NATIONAL EXPENDITURE INDICATORSENE
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INDICATOR 2015/16 TARGET PROGRAMME GOVERNMENT OUTCOME
Number of community conversations held per year 33 Institutional Governance Outcome 14
Number of artist placed in schools per year 300 Arts Culture Promotion Development Outcome 14 Outcome 1
Number of cultural events hosted per year 25 Arts Culture Promotion Development Outcome 14
Number of part-time job opportunities created across all Mzansi Golden Economy work streams per year 20 990 Arts Culture Promotion Development Outcome 14 Outcome 4
Number of language practice bursaries awarded per year 320 Arts Culture Promotion Development Outcome 14 Outcome 6
Number of heritage studies bursaries awarded per year 65 Heritage Perseveration and Promotion Outcome 14 Outcome 6
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ESTIMATE OF NATIONAL EXPENDITURE INDICATORS
INDICATOR 2013/14 TARGET PROGRAMME GOVERNMENT OUTCOME
Number of Community Arts Programmes activated  per year   100 Arts Culture Promotion Development Outcome 14
Number of poles and flags installed in schools 2000 Heritage Perseveration and Promotion Outcome 14
Percentage of schools that have booklet and poster (Frame) of national symbols and orders per year 50 Heritage Perseveration and Promotion Outcome 14
Number of community libraries upgraded per year 50 Heritage Perseveration and Promotion Outcome 14 Outcome 7 Outcome 4
Number of new community libraries built 20 Heritage Perseveration and Promotion Outcome 14 Outcome 7 Outcome 4
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SECTOR INDICATORS
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SUPPORTING STRATEGIC GOAL / OBJECTIVE PERFORMANCE INDICATORS
1.1. To drive integrated and joint outcomes-based planning, monitoring and evaluation across the sector to ensure the sector is achieving its development objectives 5 Year Strategic and Annual Performance Plans produced and approved by Board and submitted to DAC
1.1. To drive integrated and joint outcomes-based planning, monitoring and evaluation across the sector to ensure the sector is achieving its development objectives Quarterly and annual reports produced and submitted for review by DAC
3.2. To position the sector as a major contributor to economic growth Number of SMME's supported to create jobs
3.2. To position the sector as a major contributor to economic growth Number of job opportunities created
3.3. 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. Percentage of infrastructure upgraded or maintained as per approved UAMP
3.4. To develop and sustain a positive image of South Africas rich and diverse ACH across the continent and internationally Number of international programmes / projects implemented
4.2. To drive sound financial management and controls and procurement transformation across the sector No more than 1 over or under-expenditure on annual budget.
4.2. To drive sound financial management and controls and procurement transformation across the sector Percentage total value of orders awarded to BBBEE-compliant service providers
4.2. To drive sound financial management and controls and procurement transformation across the sector Percentage of goods and services procurement spend on local content
4.2. To drive sound financial management and controls and procurement transformation across the sector Percentage of service providers paid within 30 days
4.2. To drive sound financial management and controls and procurement transformation across the sector Percentage procurement spend on Target Groups (Youth, Women, People with Disabilities)
4.2. To drive sound financial management and controls and procurement transformation across the sector Percentage of Capital Works Budget spent
5.4. To ensure a compliant and well governed ACH sector Annual Audit outcome for the previous financial year
6.1. To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by ACH institutions and the Cultural and Creative Industries Number of career promotion programmes hosted
6.1. To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by ACH institutions and the Cultural and Creative Industries Number of bursaries awarded
6.1. To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by ACH institutions and the Cultural and Creative Industries Ratio of Target Group beneficiaries receiving bursaries
6.1. To increase and sustain the number of ACH practitioners and the pool of human resource capacity required by ACH institutions and the Cultural and Creative Industries Percentage of staff complement that are interns
6.2. To ensure HR capacity for good governance and high performance Vacancy Rate
1.1. To drive integrated and joint outcomes-based planning, monitoring and evaluation across the sector to ensure the sector is achieving its development objectives 5 Year Strategic and Annual Performance Plans produced and approved by Board and submitted to DAC

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ARTS AND CULTURE SECTOR INDICATORS ARTS AND CULTURE SECTOR INDICATORS HERITAGE PROMOTION SECTOR INDICATORS HERITAGE PROMOTION SECTOR INDICATORS
Supporting Strategic Goal / Objective Performance Indicators Supporting Strategic Goal / Objective Performance Indicators
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Number of submissions/ products to the MGM Portal 2.1. To support efforts to forge a common national identity and actively drive the transformation of society Number of research projects completed
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Number of public art programmes implemented 2.1. To support efforts to forge a common national identity and actively drive the transformation of society Number of acquisitions of new collections
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Number of touring productions and exhibitions supported 2.1. To support efforts to forge a common national identity and actively drive the transformation of society Number of exhibitions and public programmes hosted
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Number of new South African works supported (PAI's) 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 histories Number of multi-lingual exhibitions and public programmes
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Rand value of local content grants awarded (Funding Agencies) 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 histories Number of reading and writing programmes delivered
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Number of tickets sold 3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Total visitor numbers (Heritage Facilities)
3.1. To develop Cultural and Creative Industries through interventions and initiatives that stimulate increased audiences and local content. Total audience numbers (Arts Culture Facilities) 5.4 To modernise the archives, museums and libraries Percentage of heritage collections digitised
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THANK YOU
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