Annual Performance Plan · Annual Performance Plan 2013/2016 8 NAB National Art Bank NaCISA...

Annual Performance Plan2013 - 2016

Annual Performance Plan2013 - 2016

ISBN 978-1-919965-27-7

Annual Performance Plan 2013/20163

Foreword by Minister Paul Mashatile

The National Development Plan (NDP) – Vision for 2030; our country’s development

blueprint, which aims to eliminate poverty and reduce inequality by 2030, has this to

say about the contribution of our sector to national development; “Culture, the arts

and other parts of the creative economy have a potential to generate employment

and export earnings. Foreigners visit South Africa to see, understand and learn

about its peoples and cultures. The arts and the related creative economy are thus

an asset that needs investment to promote opportunities for more people, often

outside the formal economy.”

In many ways, the Mzansi Golden Economy (MGE) Strategy is the vehicle through

which we will channel large scale public investment towards developing the arts

and the creative economy, which are identified correctly by the NDP as our “assets”.

The MGE Strategy outlines a number of high impact interventions aimed at

enhancing the contribution of the arts, culture and heritage sector towards the

national effort to grow the economy, create jobs and build sustainable livelihoods

especially for our artists.

In particular, the Strategy identifies measures throughout the education system,

including bringing back arts education in schools, as part of audience development

and stimulating demand. The Strategy also identifies the need to establish a

National Skills Academy for the Cultural and Creative industries, establish an Art

Bank to curate local artistic products, develop a Public Art programme, focus on our

liberation heritage, establish a sourcing company to provide access to new markets

for local artistic products and promote the development of Cultural Precincts

throughout the country. The Cultural Precincts will be funded nationally and will

feature year long performances. The Precincts are an integral part of our on-

going efforts to strengthen audience development and provide viable performance

spaces for our artists. The Strategy also speaks of the need to establish a Cultural

Observatory to collect, analyse and distribute data on our sector.

We are delighted that some progress has been made in implement initiatives outlined

in MGE. During 2013/14; a year we have declared as the year of the Mzansi Golden

Economy, we will move with greater speed in implementing the MGE Strategy.

In addition, we will continue to work with stakeholders in the music industry to

substantially increase local music content featured by public broadcaster.

We will also strengthen our partnership with local independent producers, to address

issues such as “needle-time” and broadly to create a conducive environment for

local independent producers to run growing and profitable music businesses.

Work will also continue to protect the rights of all our artists, including musicians,

ensuring that they are not exploited and are able to earn a decent living from their

artistic talent.

We will continue to insist on a substantial representation of local artists in all the

major international festivals we support.Working with the Department of Trade and

Industry, the law enforcement agencies and our artists we will intensify the fight

against piracy.

Noting that film and video production is a critical component of the creative industry,

with a potential to create massive employment opportunities, we will strengthen the

support we are offering to local film and video makers and producers. Through this

intervention we will also create more opportunities for the South African story to be

told by local artists.


We will do all of these things as part of our on-going contribution towards ensuring

that government successfully completes its 2009 elections mandate and lays a firm

basis for the next term of governance.

The Annual Performance Plans of the Department of Arts and Culture detail the

practical things we will do to strengthen our sector’s contribution to the national

economy, job creation and the building of sustainable livelihoods.

We reiterate that MGE is not only a strategy of government or the Department of

Arts and Culture; it is a sector wide strategy. We will therefore work with all our

stakeholders in its implementation.

Guided by our Annual Performance Plans, and working with our stakeholders, we

will do more to raise the profile of our sector; ensuring that it takes its rightful place

as one of the key drivers of national development, social cohesion, nation building

and national healing.

I take this opportunity to thank the Deputy Minister, Dr Joe Phaahla, the Director

General, Mr Sibusiso Xaba, the entire staff of the Department of Arts and Culture,

its agencies and institutions for their on-going contribution to the growth and

development of our sector.

Paul Mashatile

Minister of Arts and Culture


Official sign-off

It is hereby certified that this Annual Performance Plan –

• was developed by the management of the Department of Arts and Culture

under the guidance of Mr Paul Mashatile, the Minister of Arts and Culture;

• takes into account all the relevant policies, legislation and other mandates for

which the Department of Arts and Culture is responsible; and

• accurately reflects the performance targets the Department of Arts and

Culture will endeavour to achieve given the resources made available in the

budgets for 2013/14 to 2015/16.

Ms Ntombi Skhosana

Act Chief Financial Officer

___________________________

Ms Veliswa Baduza

Chief Operating Officer

___________________________

Mr Sibusiso Xaba

Director-General

___________________________

Dr Joe Phaahla

Deputy Minister for Arts and Culture

___________________________

Mr Paul Mashatile

Minster for Arts and Culture

___________________________


Table of contents

Foreword by Minister Paul Mashatile 3

Official sign-off 5

Acronyms and abbreviations 7

A. STRATEGIC OVERVIEW 9

1 Vision 10

2 Mission 10

3 Values 10

4 Revisions to legislative and other mandates 10

5 Situational analysis 11

6 Goals oriented towards strategic outcomes 16

B. STRATEGIC OBJECTIVES 19

7 Programme 1: Administration 22

8 Programme 2: Performing Arts 35

9 Programme 3: National Language Service 42

10 Programme 4: Cultural Development 53

11 Programme 5: Heritage Promotion 76

12 Programme 6: National Archives and Library Services 88

C. LINKS TO OTHER PLANS 95

13 Conditional grants 96

14 Public entities 97


Acronyms and abbreviations

ACH CBO Arts, culture and heritage community-based organisation

ASDY Arts, Social Development and Youth

AIRCO Association of Independent Recording Companies of South Africa

APP Annual Performance Plan

AWHF African World Heritage Fund

BBB-EE Broad Based Black Economic Empowerment

CACF Community Arts Culture Forum

CAPS Curriculum and assessment policy statement

CDIR Chief Director: International Relations

CD/NA Chief Director: National Archives

CFO Chief Financial Officer

CIGS Cultural Industries Growth Strategy

CL 3RD Cultural Laws Third Amendment Bill

CME&GG Coordination Monitoring Evaluation and Good Governance

DAC Department of Arts and Culture

DBE Department of Basic Education

DG Director-General

DIRCO Department of International Relations and Cooperation

DMS Document management system

EMT Executive Management Team

GCIS Government Communication and Information System

H Heraldry

HED Higher Education Department

HLT Human language technologies

HRM Human Resources Management

HSEMS Human, social, economic and management sciences

ICT Information and communications technology

IT Information technology

ITE Integrated Translation Environment

IVR Interactive voice response

IP Intellectual property

IR International relations

KZN KwaZulu-Natal

MGE Mzansi Golden Economy Strategy

MinMEC Ministers and Members of Executive Council

MoA Memorandum of agreement

MSP Master systems plan

MT Machine translation

MTEF Medium-term Expenditure Framework

NA National Archives


NAB National Art Bank

NaCISA National Cultural Industries Skills Academy of South Africa

NBW National Book Week

NCOP National Council of Provinces

NHC National Heritage Council

NWU North-West University

ODA Overseas development assistance

PA Personal assessment

PanSALB The Pan South African Language Board

POA Programme of action

PMDS Performance Management and Development System

PDP Personal development plan

RMA Resource management agency

SADC Southern African Development Community

SALA South African Literary Awards

SALPC South African Language Practitioners’ Council

SAPLIS South African Public Library and Information Services

SARA South African Roadies Association

SAHRA South African Heritage Resources Agency

SASCE Southern African Society for Cooperative Education

SCM Supply Chain Management

SE Sourcing enterprise

SLA Service Level Agreement

SMART Self-monitoring, analysis and reporting technology

SMMEs Small, medium and micro enterprises

SMS Senior Management Service

TMS Terminology management system

ToR Terms of reference

WIPO World Intellectual Property Organisation


4.1 Review of the White Paper on Arts and Culture

A review of the White Paper on Arts and Culture was initiated in 2005. Intense

consultations held between national departments, provincial departments, local

government, and arts, culture and heritage institutions have resulted in the

formulation of a number of recommendations that will be aligned with Vision 2016

of the Mzansi Golden Economy Strategy (MGE).

4.2 Cultural Laws Amendment Bill

The main objectives of the Cultural Laws Third Amendment Bill are to eliminate

duplications and overlaps amongst and between Acts, to eliminate the wastage of

public resources, to remove confusion and tension between or amongst institutions

and to clarify roles and responsibilities. It is hoped that the suggested amendments,

if they are approved by Parliament, will unlock human and financial resources for

service delivery and thereby significantly enhance operational efficiencies in the

heritage sector.

4.3 Community Library and Information Bill

The purpose of the Community Library and Information Bill is to establish a

framework through which norms and standards will be determined for the provision

of community and information services. The Bill also seeks to address the

inequalities and disparities that exist in the provision of community libraries and

resources across the country.

4.4 South African Language Practitioners’ Council Bill

The South African Language Practitioners’ Council Bill will be processed further

during the 2013/14 financial year. The aim of the Bill is to raise the status of the

language profession and safeguard the quality of its products, as well as to protect

members of the public who make use of language services.

A. STRATEGIC OVERVIEW

1. VISIOn

We are a thriving arts, culture and heritage sector contributing to sustainable

economic development, leveraging on partnerships for a socially cohesive nation.

2. MISSIOn

We enhance job creation by preserving, protecting and developing arts, culture and

heritage to sustain our democracy and build our nation.

3. VALuES

Accountability

Integrity

Results-driven

Professionalism

Humility

Batho Pele

4. REVISIOnS TO LEGISLATIVE And OThER MAndATES

The following policy initiatives are underway and will be finalised during this period

with a view to strengthening the governance of public institutions in the sector.


The second major shift, driven by the implementation of an outcomes-based

approach in government, is the process of alignment to specific government

outcomes. Implicit in this approach is the need for consultation and collaboration.

DAC is fully aware that it can only achieve its vision through cooperation with a

range of public and private-sector institutions and stakeholders. The development

and implementation of the MGE is an example of how the department intends to

mobilise the resources of all stakeholders in the sector.

A third major shift is the increasing recognition that arts, culture and heritage are not

only social in nature, but are contributing significantly to the growth of the economy.

Entrepreneurship, the growth of new business models, product development and

the creation of new markets are increasingly pervasive across the various segments

of the creative industry and need support through high-impact development

programmes.

5.1 Performance environment

The vision of the Department of Arts and Culture springs from the Constitution,

and more specifically from Article 27 of the Universal Declaration of Human Rights:

“Everyone shall have the right to freely participate in the cultural life of the community

[and] to enjoy the arts ...” It is within this context that DAC operates and seeks to

develop policies that ensure the survival and development of all art forms and/or

genres, cultural diversity with mutual respect and tolerance, heritage recognition

and advancement, skills development in arts and culture, universal access to

funding, equitable human resource development policies, and the promotion of

literature and cultural industries.

Social cohesion and nation-building are at the core of the department’s programmes.

Both these objectives are geared towards fostering a sense of pride and knowledge

in all aspects of South African culture, heritage and the arts, with the aim of

encouraging mutual respect, tolerance and intercultural exchange between the

5. SITuATIOnAL AnALySIS

Opportunities in, and benefits from, arts and culture are not only social in nature,

but can also be economic. The arts and culture sector applies creative practice to

projects involving other sectors in ways that generate social and economic benefits.

The sector contributes to the economy through creative thinking, employment,

sales, exports and cultural tourism. New opportunities are emerging through

cross art-form practices, digital technologies and platforms, and value-adding

partnerships with other industries. The changing economic climate is leading to

increased entrepreneurship, new business models and a greater understanding of

the sector’s place in global and local markets.

To realise the economic value of arts and culture, it is crucial that the whole value

chain is managed holistically. Enhancement of the creative capacity of this sector

will stimulate creativity, demand, audience development and the consumption of

arts and culture products. Implied in this is the need for the sector to improve the

quality of its product to meet the expectations of its audiences and communities, an

area in which government wants to invest. The success of the arts and culture sector

will also be reliant on good governance, infrastructure development, the acquisition

of new skills, successful partnerships, research and a sharing of information, and

enterprise development.

In this context, the Department of Arts and Culture (DAC) aims to support a number

of emergent shifts in the sector over the next three years through the implementation

of the strategy proposed here. The shifts have the potential to increase the growth

and development of the sector significantly.

First among these shifts is 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 the availability of information and

statistics to allow for more effective planning and decision-making. The work

undertaken through the policy review process provides an important basis for this.


5.1.2 Heritage promotion and preservation

DAC will continue to implement strategies to ensure that the celebration and

commemoration of national days, historic events and festivals are inclusive of

all population groups and contribute to national reconciliation, nation-building

and social cohesion. The department will continue to support education-oriented

activities through programmes and events hosted by museums, libraries, galleries,

theatres, archives, playhouses and community art centres.

In pursuit of the goal to transform the national heritage landscape, DAC through

the National Heritage Council of South Africa will implement the National Liberation

Heritage Route Programme. This programme is intended to preserve history by

identifying sites, people and ideas that played a pivotal role in the struggle for

freedom and liberation.

Through the Bureau of Heraldry DAC has played a pivotal role in transforming

national symbols to reflect the values of democracy. National symbols that were

designed in the new dispensation are the epitome of an inclusive, diverse and non-

racial society that appreciates and celebrates indigenous heritage. The Bureau

of Heraldry will continue to disseminate and popularise knowledge about national

symbols by means of education, workshops, the development of publications and

exhibitions, and the distribution and installation of flags in schools, public buildings

and homes.

DAC will continue to provide funding for Declared Cultural Institutions. This

initiative recognises the fact that museums have the potential to play a vital role

in the development of arts, culture and heritage in South Africa. The cultural

institutions provide opportunities for life-long learning and promote tourism and

other entrepreneurial activities. The DAC will continue to give financial support to

other types of heritage organisations, such as section 21 companies under the

Companies Act of 1973. All these organisations are important elements in the

strategy to develop the heritage sector.

various cultures and art forms so as to facilitate the emergence of a shared cultural

identity constituted by diversity. Job creation is an integral aspect of this.

The main considerations and performance-related issues pertaining to the key

strategic thrusts of the department are elaborated below. These include the

development, preservation and promotion of arts and culture, heritage promotion

and preservation, access to information and the promotion of linguistic diversity.

5.1.1 Development, preservation and promotion of the arts, culture and

heritage sector

The sector realises that the future of arts and cultural expression lies in the

development of new audiences and markets. To this end, the department initiated a

process to reposition and unleash the potential of the sector and to secure its role

as a contributor to job creation and economic growth.

This process culminated in the unveiling of the Mzansi Golden Economy Strategy

(MGE) by DAC. The strategy outlines in detail how the arts, culture and heritage

sector will contribute to the national goal of creating five million jobs within the next

ten years. The intention is that the creative industries will play a bigger role than

they have up to now in realising the objective of sustainable job creation by focusing

on a strategy that will realise the vast economic potential of the arts.

Some of the spin-offs envisaged from rolling out the MGE include skills transfer, small

business development and broad-based black economic empowerment (BEE).

The department will continue to help promote local cultural industries by facilitating

access to international networking platforms. It has a robust skills development and

training programme that is targeted at vulnerable groups such as women, youth

and the disabled in particular, which will help to ensure the sustainable growth of

the creative sectors.


5.2 Organisational environment

The following key enablers have been identified as part of the planning framework

for DAC’s organisational environment.

5.2.1 Governance

DAC and the wide range of public-sector institutions established to develop the arts,

culture and heritage sector need to work with one another closely in the interest

of achieving the broad development goals of the sector, rather than concentrating

on the narrow interests of the specific subsectors such institutions represent. This

will require establishing a shared vision and working towards the same goals.

Accountability, transparency and collaboration will be key features of this process.

5.2.2 Human capital development

Individuals are the driving force behind the arts and culture sector. One of the

conclusions of the 2011 consultative conference on arts and culture was the need

to establish a system of whole-of-career-cycle support. Ongoing professional

development is an important catalyst for creative renewal, as is a strengthening

of connections with the education sector. Both these are essential building blocks

for long-term viability. Efforts will therefore be directed at developing initiatives that

nurture the whole lifecycle of individual artists and workers in the sector. This will

include support for existing leaders and the development of new leaders.

Through its skills development efforts, DAC seeks to develop individual talent

and enhance and harness the rich and diverse expression of South Africa’s arts,

culture and heritage for social and economic benefit. It is hoped new talent will be

discovered and doors opened for many aspiring artists. The aim is to equip a new

generation of South African artists with the tools that are essential for developing

works that reflect South African society and the society it seeks to create in the

future. The department is already contributing to skills development through many

arts and culture programmes, including the provision of bursaries. Plans for the

5.1.3 Access to information

The National Archives and Records Service continues to support and guide records

and information management procedures across government to ensure that

records of enduring value will be permanently preserved in the archives. Over

the medium term, the national automated archival information retrieval system will

be upgraded to simplify access to information. The transformation of the library

sector will continue with the implementation of the community library services

conditional grant.

DAC will maintain its focus on revitalising the country’s community libraries by

assisting municipalities and provinces to build new facilities and upgrade existing

infrastructure. There will be a special focus on rural areas. Through this work, the

department seeks to entrench a culture of reading and writing, and thus realise

the goal of a well-informed and well-read nation. Greater efforts will be made to

encourage more young South Africans to read by inspiring them to join community

libraries.

5.1.4 Promotion of linguistic diversity

Section 6 of the Constitution provides the principal legal framework for the promotion

of multilingualism, official languages and respect and tolerance for South Africa’s

linguistic diversity. It determines the language rights of citizens, which must be

honoured by means of national language policies. The National Language Policy

Framework (2003) caters adequately for the harmonisation of language policy at

all three levels of government. It articulates clear policy positions on the status and

use of the indigenous official languages in South Africa’s nine provinces. DAC is in

the process of finalising the South African Language Practitioners Bill, which aims

to raise the status of language professionals. This follows the passing of the Use

of Official Languages Act in 2012 to comply with the constitutional requirement of

regulating the use of official languages.


5.2.4 Partnerships and funding

Forging national and international partnerships that are mutually beneficial will

ensure the sustainable development of the arts and culture sector. Future success

will rely not only on the inherent creativity and diversity of the sector, but also on

the strength and quality of collaborations and partnerships forged by government

and the sector. Leadership then becomes a shared responsibility, with each party

contributing its strengths and resources for the good of the sector as a whole.

DAC will continue to highlight the importance of cultural diplomacy in international

relations and expand South Africa’s network with the world through strategic

relations. In the forthcoming period, the intention is to extract greater value from

cultural agreements and to foster initiatives with other countries in order to address

the issue of skills development.

Special emphasis will also be placed on building South-South relations and the

Africa agenda in the arts, culture and heritage arena.

establishment of a National Cultural Industries Skills Academy of South Africa

(NACISA), through which DAC will build the necessary skills base to support the

growth and development of the arts, culture and heritage sector, are being finalised.

The goal is to enable more people to find employment in the field of arts and culture

and to sustain themselves and their families through their artistic endeavours.

DAC has also embarked on a process to align its structure to the available budget

and to implement a more realistic functional structure that supports its core

objectives. This is part of a broader organisational development initiative. Currently,

the department’s establishment comprises 444 filled positions. The vacancy rate

with reference to the available budget is not a reflection of current needs.

5.2.3 Infrastructure provision

The infrastructure needs of the sector include creative spaces and places. These

are dedicated arts and cultural facilities such as theatres, libraries and museums,

as well as natural environments and public spaces. A well-designed and managed

infrastructure, as well as the availability of spaces for making and presenting art,

play an important role in maintaining public access to artistic programmes, cultural

heritage and collections. Demand-driven investment in cultural infrastructure will

ensure that the state’s creative spaces remain accessible, functional and lively

places for artists and communities.


5.3 Overview of the budget and MTEF estimates for the period

Summary per Programme

Audited outcome

(R’000)

Adjusted

appropriation

(R’000)

Medium-term expenditure estimate

(R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Administration 162 850 190 798 210 944 212 732 234 017 247 409 259 970

Performing Arts 490 781 530 799 562 647 641 686 719 117 753 051 788 101

National Language Services 85 918 92 207 98 734 112 233 123 692 132 375 138 857

Cultural Development 119 435 138 863 121 087 158 928 221 896 275 202 287 876

Heritage Promotion 803 252 716 406 690 554 745 215 834 582 885 559 927 158

National Archives and Library Services 562 695 579 746 721 866 801 676 781 473 1 234 511 1 573 413

Total 2 224 931 2 248 819 2 405 832 2 672 470 2 914 777 3 528 107 3 975 375

Summary per Economic Classification

Audited outcome (R’000) Adjusted

appropriation

(R’000)

Medium-term expenditure estimate (R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Current payments 380 545 361 219 413 206 539 835 666 097 756 218 794 203

Compensation of employees 146 271 152 833 163 731 183 008 196 364 209 060 221 700

Goods and services 234 274 208 386 249 475 356 827 469 733 547 158 572 503

Transfers and subsidies 1 839 249 1 885 161 1 988 975 2 125 602 2 241 701 2 764 491 3 173 434

Provinces and municipalities 440 600 462 445 569 934 564 574 597 786 1 016 210 1 340 562

Departmental agencies and accounts 1 210 030 1 235 616 1 247 832 1 436 992 1 535 906 1 640 622 1 720 261

Non-profit institutions 10 518 11 304 12 258 12 873 13 581 14 396 15 058

Households 178 101 175 796 158 951 111 163 94 428 93 263 97 553

Payments for capital assets 4 463 2 207 3 591 7 033 6 979 7 398 7 738

Other machinery and equipment 4 463 2 207 3 591 7 033 6 979 7 398 7 738

Payments for financial assets 674 232 60

Total 2 224 931 2 248 819 2 405 832 2 672 470 2 914 777 3 528 107 3 975 375


Knowledge management and innovation – DAC will adopt innovative models

around knowledge management, a programme of research and innovation that

will inform and improve service delivery models. Knowledge management and the

process of building capacity through shared learning will be central to the notion of

innovation. To this end, the department will tackle the development and promotion

of arts, culture and heritage through knowledge management and innovation.

6. GOALS ORIEnTEd TOWARdS STRATEGIC OuTCOMES

There are 12 outcomes in the government’s programme of action (POA) that drive

the plans and action of all government departments:

Outcome 1: Improved quality of basic education

Outcome 2: A long and healthy life for all South Africans

Outcome 3: All people in South Africa are and feel safe

Outcome 4: Decent employment through inclusive growth

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

Outcome 6: An efficient and responsive economic infrastructure network

Outcome 7: Vibrant, equitable and sustainable rural communities and food security for all

Outcome 8: Sustainable human settlements and improved quality of household life

Outcome 9: A responsible, accountable, effective and efficient local government system

Outcome 10: Environmental assets and natural resources are protected and enhanced

Outcome 11: Creating a better South Africa and contributing to a better and safer Africa in a better world

Outcome 12: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship

5.4 description of the strategic planning process

After consultation with key senior managers in the department and with the

agreement with the DG, a workshop was organised to help senior managers to

understand the department’s mandate and current strategy, and to review progress

on the strategy and Annual Performance Plan (APP). Following robust debate and

discussion, the workshop resulted in a revised vision, mission, key strategic goals

and values for the department.

The following areas were chosen as a basis on which DAC’s strategy should be

built:

Public participation – It is imperative that government introduces programmes

that give practical expression to the constitutional principle of public participation.

The department is therefore committed to developing and implementing broader

programmes that focus on public participation.

Stakeholder mobilisation – Stakeholder mobilisation has been an implicit and

explicit part of the way the department does its business. This has, however, not

been driven by any systematic approach or institutional mechanism. The department

will therefore develop a specific capability to ensure that stakeholder mobilisation is

formally incorporated into its model of operation and management.

Monitoring, reporting and evaluation – Accountable governance is a national

imperative. Key elements of this process include the capacity to monitor and

report on performance, evaluate the results obtained through the department’s

programmes, and communicate the successes and challenges in a manner that

demonstrates accountability and builds credibility among citizens and stakeholders.

Based on the guidance given by the Monitoring and Evaluation Unit within the

Presidency, monitoring, reporting and evaluation of the department’s programmes

will be clearly communicated, and information will be kept up to date and relevant.


DAC has built its strategic goals, set out below, around five of the 12 outcomes of the POA. The six strategic goals set out below have guided the development of this

strategy, and the setting of the performance indicators and milestones.

Strategic Goal 1 Job creation

Goal statement Create 150 000 decent jobs in arts, culture and heritage by March 2016

Link to national

outcomes

Outcome 4: Output 1 – Faster and sustainable inclusive growth and sector strategies to support the growth of labour-intensive sectors


This goal will guide the investment of resources and activities towards the identification and development of talent through skills development; facilitate the expansion of

high-impact programmes with the potential to maximise growth and employment in the sector; and enhance existing production capacity and stimulate demand for products

from the cultural industries sector.

Strategic Goal 2 Human capital development

Goal statement Implement targeted programmes that are geared towards human capital development in the arts, culture and heritage sector by 2014

Link to national

outcomes

Outcome 12b: Outputs 5, 6 and 7 – Nation-building and national identity; citizen participation; social cohesion


Outcome 7: Output 3 and 4 – Rural services and sustainable livelihoods; and rural job creation linked to skills training and the promotion of

economic livelihoods

Human capital development will be a key driver and catalyst for stimulating the development, protection and preservation of arts, culture and heritage.

Strategic Goal 3 Access to information

Goal statement Enhance access by citizens and public institutions to accurate, reliable and timely information in their language of choice though the provision of

archives, libraries and language services

Link to national

outcomesOutcome 12b: Output 6 – Citizen participation

This goal directs the efforts to develop the archival information resources of South Africa in support of good governance and socio-economic development. The provision

of content will form an important aspect of the work undertaken in this regard. Furthermore, the enhancement of critical knowledge through co-production and citizen

participation can only take place with the requisite infrastructure and information networks in place.


Strategic Goal 4 Linguistic diversity

Goal statement Entrench linguistic diversity in a manner that facilitates equitable cultural expression by citizens and communities

Link to national

outcomesOutcome 12b: Outputs 5 and 6 – Nation-building and national identity; citizen participation

This goal focuses attention on the transformation of the arts, culture and heritage sector and facilitating access to socio-economic opportunities. In addition, it aims to

encourage participation by all in nation-building initiatives, improve perceptions of democracy and increase satisfaction with governance.

Strategic Goal 5 Development, protection, preservation and promotion of arts, culture and heritage

Goal statement Enhance the capacity of the sector through equitable and sustainable development, and the protection and preservation of arts, culture and

heritage through policy development, legislative promulgation and implementation

Link to national

outcomes

Outcome 12b: Outputs 5, 6 and 7 – Nation-building and national identity; citizen participation; social cohesion


Outcome 7: Outputs 3 and 4 – Rural services and sustainable livelihoods; rural job creation linked to skills training and the promotion of economic

livelihoods

Initiatives to increase the number of people accessing museums, theatres, festivals and other arts and culture resources will be prioritised. The availability of infrastructure

necessary to support the development and preservation activities in the sector could further contribute to the growth of the sector. Human capital development will be a

key driver and catalyst for stimulating the development, and protecting and preserving arts, culture and heritage.

Strategic Goal 6 Governance and accountability

Goal statement Align public-sector art, culture and heritage institutions around a shared vision, a common mandate, and strong governance and accountability

Link to national outcomes Outcome 12a and b: An efficient, effective and development-oriented public service and an empowered, fair and inclusive citizenship

The streamlining and aligning of mandates and institutions around a shared vision and goals will be a key focus during the period. In addition, DAC will invest in capacity and capability to

strengthen the governance and accountability of institutions in the sector.


7. PROGRAMME 1: AdMInISTRATIOn

The purpose of this programme is to provide the DAC with core support services, including administrative, financial, human resources, communications, marketing, and

monitoring and evaluation services.

Because of the transversal nature of the programme, it supports delivery against all six of the department’s strategic goals. However, the programme provides direct support

for the achievement of the following goals:

Goal 1: Job creation

Goal 3: Access to information

Goal 6: Governance and accountability

STRATEGIC PLAN PERFORMANCE INDICATORS AND ANNUAL TARGETS

DAC strategic goal

Strategic objective

Measureable objective

Performance indicator

Code Three-year

target

Baseline Estimated perfor-mance

Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Governance and accountability

Provide for a capable and skilled public- oriented workforce

Provide employees with 500 targeted training opportunities per annum as per the PDPs

Number of training opportunities provided

HRM1 1 500 352 404 536 500 500 500 500

Improve the implementation of the PMDS and the management of employee relations

% of PAs submitted HRM2 100% 84% 95% 96% 98% 100% 100% 100%

% of employees assessed against their PAs

HRM3 100% 84% 73% 90% 95% 100% 100% 100%

% of disciplinary and grievance processes completed within prescribed timelines

HRM4 100% 41% 50% 90% 95% 100% 100% 100%



DAC strategic goal

Strategic objective



Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Maintain an overall vacancy rate of less than 10% per annum

Vacancy rate HRM5 10% 26,8% 27,6% 9,5% 10% 10% 10% 10%

Maintain a representative workforce

% of female representatively at Senior Management Service

HRM6 50% 47,6% 46,3% 40% 43% 50% 50% 50%

% of people with disabilities

HRM7 2% 1,8% 1,5% 1,6% 1,7% 2,0% 2,0% 2,0%

Develop systems, processes and controls to ensure operational efficiency and effectiveness

Maintain adequate control systems to ensure improved DAC performance, effective and efficient use of resources and a clean audit report

% spent against approved budget

FM1 98% 85% 92% 95% 98% 98% 98% 98%

Audit opinion FM2 Clean audit Unqualified audit

Unqualified audit

Unqualified audit

Unqualified audit

Unqualified audit

Unqualified audit

Clean audit

% of APP targets successfully attained

CME&GG1 100% n/a 44% 58% 80% 90% 100% 100%

Maintain adequate control systems to ensure improved departmental performance

% of service providers paid within 30 days

SCM1 100% n/a n/a n/a 95% 100% 100% 100%



DAC strategic goal

Strategic objective



Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Procure goods and services in a manner that is fair, equitable, transparent, competitive and cost-effective

% total value of orders awarded to BEE-compliant service providers

SCM2 70% n/a 60% 70% 70% 70% 70% 70%

Improve the management of DAC service delivery complaints (Presidential Hotline)

% of reported service delivery complaints internally resolved within the set parameters

RM1 100% 100% 42% 72% 80% 90% 100% 100%

Improve the management and resolution of fraud allegations (Public Service Commission)

% of reported fraud/ corruption allegations internally resolved within the set parameters

RM2 100% n/a 58% 50% 80% 90% 100% 100%

Improve governance and oversight over DAC’s associated institutions

Number of quarterly reports submitted and analysed

CME&GG2 312 104 104 104 104 104 104 104

% of councils that are fully constituted

CME&GG3 100% 80% 80% 80% 80% 100% 100% 100%

Number of annual reports submitted and analysed

CME&GG4 78 26 26 26 26 26 26 26



DAC strategic goal

Strategic objective



Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Ensure secure and innovative information management through the efficient use of information and communications technology ( ICT) systems

Information technology (IT) service continuity (% uptime)

ICT1 95 % 70% 95% 95% 95% 95% 95% 95%

% of secured information systems and infrastructure

ICT2 98% 98% 98% 98% 98% 98% 98% 98%

Number of business processes automated

ICT3 8 3 3 3 3 3 3 2

Maintain an effective and efficient ministry

Provide the ministry with strategic and operational support

Number MinMEC meetings convened

MIN1 9 2 3 2 2 3 3 3

Number of Chairpersons’ Forums convened

MIN2 6 n/a n/a n/a 2 2 2 2

Number of izimbizo held

MIN3 60 4 20 7 4 20 20 20

Number of pieces of legislation submitted to Parliament in line with the approved legislative programme

MIN4 4 n/a n/a n/a 1 3 1 n/a



DAC strategic goal

Strategic objective



Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Job creation Provide arts, culture and heritage infrastructure

Construct new and upgrade existing infrastructure of DAC and its public entities

% of capital works budget spent

FCM1 100% 65% 85% 94% 100% 100% 100% 100%

Number of jobs created through infrastructure initiatives

FCM2 3 300 476 649 1 657 900 1 000 1 100 1 200

Number of infrastructure projects supported

FCM3 114 59 24 43 41 39 35 40

Coordinate and lead in the implementation of the social cohesion framework

Coordinate the holding of the 2014 National Social Cohesion Feedback Summit

National Social Cohesion Feedback Summit steering committee established

SC1 National Social Cohesion Feedback Summit

National Social Cohesion Colloquium

n/a n/a National Social Cohesion Summit

National Social Cohesion Feedback Summit steering committee

n/a n/a

National Social Cohesion Feedback Summit held

SC1 (a) National Social Cohesion Feedback Summit

National Social Cohesion Colloquium

n/a n/a National Social Cohesion Summit

N/A National Social Cohesion Feedback Summit

Review of the Nation-al Social Cohesion Feedback Summit

Develop social cohesion manual and toolkit

Number of manuals and toolkits for social cohesion produced

SC2 50 000 n/a n/a n/a n/a 15 000 20 000 15 000

Conduct community dialogues/conversations in the provinces

Number of community dialogues/conversations held

SC3 90 n/a n/a n/a 49 30 30 30

Expand existing awards to recognise individuals, organisations and communities promoting social cohesion

Number of awards presented

SC4 70 n/a n/a n/a N/A 10 30 30



DAC strategic goal

Strategic objective



Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Access to information Promote the public profile of DAC and its programmes

Implement the media liaison plan

Number of media liaison initiatives implemented

COM1 45 n/a n/a 17 16 15 15 15

Number of social media platforms activated

COM2 5 n/a n/a n/a 1 2 2 1

Conduct media monitoring, analysis and public perception surveys

Number of media monitoring and analysis reports generated

COM3 12 1 n/a 1 1 4 4 4

Number of public perception surveys conducted

COM4 3 1 n/a n/a n/a 1 1 1

Implement the Corporate Brand Building Strategy

Application of the brand elements across DAC’s associated institutions

M&PR1 28 n/a n/a n/a Brand positioning statement approved

9 9 10

Number of marketing campaigns implemented

M&PR2 3 n/a n/a n/a n/a 1 1 1

Implement an integrated public relations, marketing and events plan

Number of events implemented (return on public relations value)

M&PR3 90 50 45 47 34 30 30 30

Strengthening partnership with DAC’s associated institutions and provinces

Establish marketing and communication forums with DAC’s institutions and provincial arts and culture units

Number of marketing and communications forums held

M&PR4 12 n/a n/a n/a 1 4 4 4


7.1 Operational plan

Unless, otherwise specified, all the annual targets are due to be completed by the end of the financial year (31 March 2014).


Responsible business unit

Annual target Reporting frequency

Means of verification

Quarterly targets 2013/14 annual budget

(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of training opportunities provided

HRM 500 Annually Approved/signed training requests and reports

50 150 150 150 1 964 (1% of employee compensation budget)

% of PAs submitted HRM 100% Quarterly Reports on signed agreements

100% n/a n/a n/a n/a

% of employees assessed against their PAs

HRM 100% Annually Assessments processed and approved

50% 100% n/a n/a n/a

% of disciplinary and grievance processes completed within prescribed timelines

HRM 100% Quarterly Labour relations database

100% 100% 100% 100% n/a

Vacancy rate HRM 10% Quarterly Establishment report (number of vacancies vs. approved)

15% 13% 12% 10% n/a

% of female representativity at SMS

HRM 50% Quarterly Representativity statistics

44% 45% 47% 50% n/a

% of people with disabilities

HRM 2.0% Quarterly Representativity statistics

1,8% 1,8% 1,9% 2,0% n/a

% spent against approved budget

CFO 98% Quarterly Quarterly expenditure reports

20% 45% 70% 98% n/a

Audit opinion CFO Unqualified audit Annually Audited financial statements

n/a Unqualified audit opinion

n/a n/a n/a

% of APP targets successfully attained

CME&GG 90% Quarterly Quarterly reports 60% 70% 80% 90% n/a







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

% of service providers paid within 30 days

SCM 100% Quarterly Quarterly reports 100% 100% 100% 100% n/a

% total value of orders awarded to BEE-compliant service providers

SCM 70% Quarterly Quarterly reports 70% 70% 70% 70% n/a

% of reported service delivery complaints internally resolved within the set parameters

Risk Management and Line Function Units

90% Quarterly Quarterly reports 70% 70% 70% 100% n/a

% of reported fraud/ corruption allegations internally resolved within the set parameters

Risk Management and Internal Audit

90% Quarterly Quarterly reports 70% 70% 70% 100% n/a

Number of quarterly reports submitted and analysed

CME&GG 104 Quarterly Reports, analysis, submissions

26 26 26 26 n/a

% of councils that are fully constituted

CME&GG 100% Quarterly Boards/councils database; appointment letters

100% 100% 100% 100% 1 000

Number of annual reports submitted and analysed

CME&GG 26 Annually Reports, analysis, submissions

n/a n/a 26 n/a n/a

IT service continuity (% uptime)

ICT 95% Quarterly System reports and statistics

95% 95% 95% 95% 6 000

% of secured information systems and infrastructure

ICT 98% Quarterly System reports and statistics; security breaches

98% 98% 98% 98% 5 000

Number of business processes automated

ICT 3 Quarterly Project progress reports

n/a n/a n/a 3 5 000







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of MinMEC meetings convened

Ministry 3 Quarterly Minutes 1 1 n/a 1 200

Number of Chairpersons’ Forums convened

Ministry 2 Bi-annual Minutes 1 n/a n/a 1 70

Number of izimbizo held

Ministry 20 Quarterly Report per imbizo 5 5 5 5 3 000

Number of pieces of legislation submitted to Parliament in line with the approved legislative programme

Ministry South African Language Practitioners ‘ Council (SALP) Bill

Quarterly Progress report and draft Bill

n/a Bill submitted to Parliament

n/a n/a n/a

South African Public Library and Information Services (SAPLIS) Bill


n/a Bill submitted to Cabinet

n/a n/a n/a

Cultural Laws Third Amendment (CL 3RD) BILL


n/a Bill submitted to Parliament

n/a n/a n/a

% of capital works budget spent

FCM 1 100% Quarterly Expenditure report 25% 50% 75% 100% n/a

Number of jobs created through infrastructure initiatives

FCM 2 1 000 (cumulative) Quarterly Quarterly reports 250 500 750 1 000 n/a

Number of infrastructure projects supported

FCM 3 39 Quarterly Quarterly reports 10 10 9 10 n/a

National Social Cohesion Feedback Summit steering committee established.

Social Cohesion 3 National Social Cohesion Feedback Summit steering committee meetings convened

Quarterly Minutes of the steering committee meetings

Terms of reference of the steering committee and action plan approved

Steering committee convened to implement the action plan.

Steering committee convened to implement action plan

Steering committee convened to implement action plan

500







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of manuals and toolkits for social cohesion produced

Social Cohesion 15 000 Quarterly Manuals and toolkits Service provider appointed

Production and distribution of 3 000 manuals and toolkits

Marketing and distribution of 6 000 manuals and toolkits

Marketing and distribution of 6 000 manuals and toolkits

3 000

Number of community dialogues/conversations held

Social Cohesion 30 Quarterly Community conversation reports

Service provider/s appointed

10 community dialogues/conversations held

10 community dialogues/conversation held

10 community dialogues/conversations held

3 000

Number of awards presented

Social Cohesion 10 Quarterly Awards presentation reports

Service provider appointed and design of awards approved

Awards criteria approved and nominations conducted

5 awards presentations held

5 awards presentations held

1 000

Number of media liaison initiatives implemented

Communication 15 Quarterly Media relations exit reports

5 4 3 3 3 000

Number of social media platforms activated

Communication 2 Quarterly Quarterly reports 0 1 1 - 250

Number of media monitoring and analysis reports generated

Communication 4 Quarterly Media analysis reports 1 1 1 1 700

Number of public perceptions surveys conducted

Communication 1 Annually Survey report N/A Survey scope identified and service provider appointed

Survey research plan developed and implemented

Final survey report developed

1 000

Application of the brand elements across DAC’s associated institutions

Marketing 9 Quarterly Reports on branding implementation done

Consultation with institutions and development of the creative rationale

3 3 3 300

Number of marketing campaigns implemented

Marketing 1 Quarterly Report on media buy, ROI and audience reach

Campaign idea generated and approved

Agency briefed and phase 1 of the campaign implemented

Phase 2 of the campaign implemented

Final phase implemented and campaign review report generated

350







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of events implemented (return on PR value)

Marketing 30 Quarterly Post-project reports and DAC’s events calendar

10 10 5 5

Number of marketing and communications forums held

Marketing 4 Quarterly Minutes of forum meetings

1 1 1 1 350


7.2 Resource considerations

Administration

Audited outcome

(R’000)

Adjusted appropriation

(R’000)


(R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

Ministry 3 025 3 244 3 468 3 669 3 871 4 103 4 291

Management 39 695 38 815 37 543 50 959 53 230 56 424 59 020

Corporate Services 68 892 89 350 111 766 82 886 95 276 100 344 106 140

Office Accommodation 51 238 59 389 58 167 75 218 81 640 86 538 90 519

Total 162 850 190 798 210 944 212 732 234 017 247 409 259 970

Economic classification




Transfers and subsidies 2 708 284 1 893 - - - -

Departmental agencies and accounts 432 157 227

Households 2 276 127 1 666 - - -

Payments for capital assets 2 249 381 2 728 3 969 6 979 7 398 7 738

Other machinery and equipment 2 249 381 2 728 3 969 6 979 7 398 7 738

Payments for financial assets 164 25 17 - - -

Total 162 850 190 798 210 944 212 732 234 017 247 409 259 970


7.3 Key Risks

APP REFERENCE

STRATEGIC GOAL STRATEGIC OBJECTIVES RISKS CATEGORY AND DESCRIPTION

CURRENT CONTROLS IN PLACE PLANNED MITIGATION RISK MAGNITUDE

MIN1; MIN3 Goal 6-Governance and Accountability

Maintain an effective and efficient Ministry

Customer Wants Risk Common customer needs and wants change and the organization isn’t aware.

1. Annual calendar for Min-Mec and, Chairperson’s Forum in place 2. Focus groups are targeted aligned to the DAC’s mandate 3. Political Manifesto and Minister’s Performance Agreement used as a guideline on delivery

1. Conduct “izimbizo’s once a month, for Minister and Deputy Minister 2. Community visits and report back 3. Conduct follow-up on Ministerial Commitments 4. Conduct research prior to stakeholder engagements

High

HRM5 Goal 6-Governance and Accountability

Provide for a capable and skilled public orientated workforce

Cycle Time Risk Protracted recruitment and selection processes.

Vacancy Management Plan 1. Implementation of a vacancy management plan. 2. Project plan to be developed for all advertised positions

High

ICT1 Goal 6-Governance and Accountability

Develop systems, processes and controls to ensure operational efficiency and effectiveness.

Business Interruption Inability to sustain business operations due power failure and untimely business support from SITA.

1. Business Continuity Plan in place ( UPS, and back-up systems in place)

Implementation and testing of the disaster recovery plan

High

ICT2 Goal 6-Governance and Accountability


Infrastructure risk Antiquated server infrastructure and systems at National Archives Infrastructure.

1. Revamp of NAAIRS commenced, new infrastructure for NARSA

1. Implementation of the new NAAIRS 2. Start with small scale digitisation 3. Develop and implement Enterprise Architecture

High

RM2 Goal 6-Governance and Accountability


Compliance Risk 1. Open -ended fraud allegations (Public Entities) leading to reputational risks. 2. Non-compliance to set targets to complete investigations.

1. Internal Investigation Policy in place 2. Preliminary investigations allocated to internal audit unit. 3. CEO Forums for public entities in place

1.Draft Investigation Strategy for public entities and table for approval internally at Executive Management level. 2.Communicate roll-out to public entities via Governance Unit

High


APP REFERENCE

STRATEGIC GOAL STRATEGIC OBJECTIVES RISKS CATEGORY AND DESCRIPTION


FM1 Goal 6-Governance and Accountability

Develop systems, processes and controls to ensure operational efficiency and effectiveness

Compliance (Regulatory and other) Risk Treasury Regulations, PFMA, Procurement Framework, not complied to. Management Fraud Risk ( Misstatement of financial Statements Possible misstatement of transactions leading to financial misrepresentation

1. Exception Report (cash flows, trial balance and financial disclosure notes) are available to corroborate the final statement. 2. Segregation of financial processing information (capturing, checking and authorisation are segregated) 3.Monthly LOGIS exception reports monitored for discrepancies 4. Appointment of a contracts Manager 5. Centralised contract database

1. Establish centralised payment unit 2. Continuous training on accruals, commitments etc. at a Departmental level

High

FM1 Goal 1- Job Creation Provide arts, culture and heritage infrastructure

Efficiency Risk: Lack of efficient systems

1. Transfer of funds to Public Entities to implement their projects. The process of appointing the Technical Assistant (TA) is underway by TAU. The TA will be assisting the Facilities Management Unit to develop the suitable systems based on the diagnosis analysis

1.New projects will be implemented by Public Entities not the DPW 2. The diagnosis analysis was completed in December 2013 Procurement of the web based system

High


Provide for a capable and skilled public oriented workforce

Alignment Risk Non-aligned training interventions to the strategic development areas of the department.

1. Prior approval granted by immediate supervisor 2. Training requests verified with PDP 3.PMDS and PDP training instrument used to consolidate the training plan for the Department 4. CD: HRM approves global training plan

Training needs identification form to be completed and submitted before the 31st May annually

High


Provide for a capable and skilled public oriented workforce

Compliance Risk Non-compliance with the policy framework re: submission of PAs and assessments.

Numerous reminders, workshops for employees and managers.

Revision of the PMDS policy re: submission of agreements and assessments (exclusion from any performance incentive)

High


APP REFER-ENCE

STRATEGIC GOAL

STRATEGIC OBJECTIVES

MEASURABLE OBJECTIVE ( HOW ARE YOU GETTING THERE?)

RISKS CAT-EGORY AND DESCRIPTION

CONTRIBUTING FACTORS

CURRENT CONTROLS IN PLACE

PLANNED MIT-IGATION

DUE DATE RISK RATING (1 TO 5) ( IMPACT)

RISK RATING (1-5) ( LIKE LIHOOD)

RISK MEA-SURE-MENT

RISK MAGNI-TUDE

CGME 1 Governance and Accountability


1.2.2 Maintain adequate control systems to ensure improved departmental performance.

Performance Gap Risk Under achievement against set targets

1. Misalignment of resources and targeted outputs 2. Lack of synergy between budgeting and planning processes. 3. Remedial action on the performance gap not applied timeously at programme level

1. Quarterly performance reviews are conducted at a Departmental level

2. The Planning Framework is in place

Rollout integrated budgeting and planning processes

Monthly monitoring of remedial action between reporting timeframes

30 June 2013, 30 Sep,2013. 31Dec,2013, 30 Mar2013

4=High impact on the achievement of strategic objectives and targets relating to the organisational plan.

4=High-Will occur frequently, 1 out ten times (Probability= 50 - 100% p.a)

16 High


8. PROGRAMME 2: PERFORMInG ARTS

This programme is responsible for mainstreaming the role of arts, culture and heritage in social and economic development. It plays a special role in facilitating opportunities

for women, youth and people with disabilities. The programme aligns closely with the following DAC goals:

Goal 1: Job Creation

Goal 5: Development, protection, preservation and promotion of arts, culture and heritage


DAC strategic goal

Programme strategic objective

Programme measureable

objective

Programme performance

indicator

Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Job creation Implement programmes that promote socio-economic development for targeted groups

Implement public art development programmes for targeted groups

Number of public art development programmes implemented

ASDY 1 24 5 3 5 8 8 8

Implement targeted groups’ enrichment programmes

Number of targeted groups enrichment programmes supported

ASDY2 15 2 2 3 6 5 5 5

Development, protection, preservation and promotion of arts, culture and heritage

Increase participation and access to arts and culture programmes by targeted groups

Implement the arts and culture education programme

Number of art practitioners placed in schools

ASDY3 680 50 100 100 150 200 240 240

Collaborative arts education projects with Department of Basic Education (DBE)

ASDY 4 12 3 3 2 2 4 4 4

National Arts Week implemented with DBE

ASDY 5 3 0 0 0 0 1 1 1

Arts, culture and heritage youth development and support

DAC bursary scheme for youth in ACH CBOs and high schools

ASDY2 75 0 0 2 2 20 25 30



DAC strategic goal



objective


indicator

Code Three-year

target


Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Conduct dialogues/talks for the benefit of the targeted groups

Youth enrichment workshops/ symposiums

ASDY 6 9 1 1 1 2 3 3 3

Women, people with disabilities and senior citizens/elderly economic empowerment workshops

ASDY 7 9 2 2 2 2 3 3 3

Implement a National Youth Service Programme

Number of trendsetters placed in province

ASDY 8 200 0 0 0 0 66 67 67

Provide support for community arts sector

Number of provincial programmes supported though each community arts and culture forum (CACF)

ASDY 9 27 0 1 1 0 9 9 9

Promote arts access in correctional facilities

Juvenile arts access programme implemented

ASDY10 3 1 1 2 2 1 1 1

Female arts access programme implemented

ASDY11 3 1 1 1 0 1 1 1





indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Number of public art development programmes implemented

Arts, Social Development and Youth

8 Annually Report approved and business plan

Consultations held and approvals given

4 programmes implemented

4 programmes implemented

Quarter Reports received

17 500

(MGE)

Number of targeted group enrichment programmes supported


5 Annually Reports Approval of projects and conclusion of agreements with partners/beneficiaries

2 programmes supported

3 programmes supported


8 000

Number of art practitioners placed in schools


160 Annually Report and approved business plan

Consultations held with artists, approval of sites/beneficiary schools, and placement of 160 artists

Quarter reports received

Interim progress report Plan for 2014/15


5 000

(MGE)

Collaborative arts education projects with DBE


4 Annually Reports on Curriculum and Assessment Policy Statement (CAPS) and Southern African Society for Cooperative Education (SASCE)

Approval of projects and conclusion of agreements with stakeholders

2 collaborative arts education projects implemented

2 collaborative arts education projects implemented


2 500 (MEG and Goods & Services)

National Arts Week implemented with DBE


1 Annually Approved business plan

Approval of National Arts Week Conclusion of agreements with partners/beneficiaries and service providers

Hold and pilot first National Arts Week



1 600 (Goods & Services)



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

DAC bursary scheme for youth in ACH CBOs and high schools


20 Annually Develop bursary scheme strategy for approval

Call for applications Selection Develop submission and contracts

Allocate bursaries to 20 students

Quarter Reports from received

Quarter Reports received.

Seek approval for the 2014 bursary scheme

1 000

Youth enrichment workshops/symposiums


3 Annually Reports 1 dialogue held 1 dialogue held 1 dialogue held

Consolidated Reports for workshops .

2 000 (Goods & Services and Households)

Women, people with disabilities and senior citizens/elderly economic empowerment workshops


3 Annually Reports Concept plan approved

1 Women, people with disabilities and senior citizens/elderly economic empowerment workshops held

2 Women, people with disabilities and senior citizens/elderly economic empowerment workshops held

Close-out report

Plan for 2014 female dialogues

7 958

Number of trendsetters placed in province


66 Annually Report and submission

Placement of 66 trendsetters in provinces



Finalise plans and obtain approval of the 2014 trendsetter initiative programme

4 500

Number of provincial programmes supported though each Provincial Community Arts Centres Forum (CACF)


9 Quarterly Report Business plans and contracts approved

Provincial programmes implemented in all provinces



3 600

Juvenile arts access programme implemented


1 Quarterly Report Concept plan refined and approval given for arts access programme in juvenile and female correctional services facilities

Consultations on the juvenile arts access programmes

One juvenile arts access programme held

Produce close-out reports for both arts access programmes Finalise plans and obtain approval of juvenile and female arts access programmes for 2014

2 000

Female arts access programme implemented


1 Annually Reports Consultation on the female arts access programmes

One female arts access programme held



Performing Arts

Audited outcome

(R’000)

Adjusted

appropriation

(R’000)


(R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

Promotion of performing arts 136 910 82 463 99 816 120 670 136 893 141 265 148 159

National Arts Council 78 522 65 625 68 485 87 527 87 554 92 815 97 090

Arts Institutions 165 183 310 337 315 467 332 753 342 038 361 604 378 803

National Film and Video Foundation 39 136 48 859 74 879 86 442 105 223 111 588 116 721

Capital Works of Playhouses 71 030 23 515 4 000 14 294 47 409 45 779 47 328

Total 490 781 530 799 562 647 641 686 719 117 753 051 788 101





Transfers and subsidies 451 761 499 349 527 386 575 076 627 597 652 189 682 204

Departmental agencies and accounts 348 418 442 472 456 687 514 478 575 326 604 474 632 294


Households 97 890 51 013 64 474 54 060 45 373 40 403 42 262

Payments for capital assets 95 69 62 296 - - -

Machinery and equipment 95 69 62 296 - - -

Payments for financial assets 7 1 13 - - -

Total 490 781 530 799 562 647 641 686 719 117 753 051 788 101


8.2 Key risks

APP REF STRATEGIC GOAL STRATEGIC OBJECTIVES RISK CATEGORY AND DESCRIPTION


ASDY1 Goal 1- Job Creation Implement programmes that promote socio- economic development for targeted groups

Alignment Risk Possible ‘misalignment ‘ of plans between National and Provincial Government

1. Intergovernmental Relations Act in 2.Minmec, TIC in place to discuss outcomes 3. Sectorial Forums and CEO’s in place

1. Escalate targeted group agenda to TIC and MinMec 2. Fast-track communication with Provinces, using forums such as TIC & MINMEC to garner support & collaborations on programmes. 3. Targeted groups agenda to be escalated to Sectorial Forums

Medium

ASDY2 Goal 1- Job Creation Implement programmes that promote socio- economic development for targeted groups

Partnering Risk Community Based Organisation and Government Departments partially supporting DAC mandate

None 1. Escalate targeted groups to the following Forums- IDC on Youth Affairs; Gender Machinery; CAC Forums 2. Development of Memorandum of Understanding of Agreement 2.1 National Youth Development Agency- Youth Day 2.2 Department of Basic Education Arts Enrichment Programmes and Curriculum 2.3 Department of Correction Services- Arts Access 2.4 Community Based Organisations-Targeted Groups 3. Develop a DAC -wide Framework for programmes/ projects for Targeted Groups

Medium

ASDY3 Goal 5-Development, protection, preservation, promotion of Arts ,Culture heritage


Partnering Risks: Community Based Organisation and Government Departments partially supporting DAC mandate

Framework of Collaboration with Department of Basic Education in place

Review of the current Framework of Collaboration

Medium

ASDY9 Goal 5-Development, protection, preservation, promotion of Arts ,Culture heritage


Alignment Risk/ Measurement Risk Possible ‘misalignment ‘ of plans between National and Provincial Government

Management structures for Forums established and in place

Develop Memorandum of Agreement with all Provincial Arts Forums

Medium




ADY10 Goal 5-Development,

protection,

preservation,

promotion of Arts

,Culture heritage

2.1 Increase participation and

access to arts and culture

programmes by targeted

groups

Partnering Risk

Community Based Organisation

and Government Departments

partially supporting DAC

mandate

MOU with Department of Correctional

Services is in place

Joint planning to be rolled out in

implementing and monitoring the Arts

Access programme

Medium


9. PROGRAMME 3: nATIOnAL LAnGuAGE SERVICE

This programme is designed to develop, promote and protect the official languages of South Africa and enhance the linguistic diversity of the country through policy

formulation and implementation. The programme renders translation and editing services to government services, coordinates and monitors government language structures,

and develops multilingual terminologies to support communication in the official languages. The programme contributes to the following DAC goals:

Goal 2: Human Capital development


Goal 4: Linguistic diversity

Strategic Plan Performance Indicators And Annual Targets

DAC strategic

goal



objective


indicator

Code Three-year target

Baseline Estimated performance

Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Linguistic diversity

Promote linguistic diversity and equity

Develop, promote and protect all offi-cial languages through policy formulation and imple-mentation

South African Language Practitioners’ Council (SALPC) Act promulgated

LPD 1 SALPC Act promulgated

Approved business case for establishment of the SALPC

National Treasury finalised approval of both business case and draft Bill

SALPC Bill was in abeyance to prioritise the Use of Official Languages Bill

Bill introduced to Cabinet

State Law Advisors’ certification on constitu-tionality of SALPC Bill obtained

Reports on Parliamentary processes or hearings on SALPC Bill

SALPC Act promulgated

Develop literature through translation

Number of books selected, translated and published in all official languages

LPD 2 One book selected, translated and published in all official languages

Approved national strategy for literature development through translation

Presentation of approved national strategy for literature development to stakeholders

Consultations with the Higher Education Department (HED) and DBE to brief them on the approved strategy and project for literature development: a children’s bilingual picture book

Book for translation selected

Translators workshop for translating the book

One book translated into 11 official languages

One book published in 11 official languages



DAC strategic

goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Provide specialised terminologies for all official languages

Develop terminologies in five domains

Number of terminologies developed per domain

TC1 (A) ARTS AND CULTURE 9603 terminologies developed

n/a n/a n/a ARTS AND CULTURE INT. PHASE 3490

ARTS AND CULTURE INT. PHASE 3490 terminologies developed


ARTS AND CULTURE SNR. PHASE 2623 terminologies developed

TC1 (B) Human, socia,l economic and management sciences (HSEMS) 27727 terminologies developed

n/a n/a n/a HSEMS INT. PHASE 11593

HSEMS INT. PHASE 11593 terminologies developed


HSEMS SNR. PHASE 4540 terminologies developed

TC1 (C) LIFE ORIEN-TATION 16030 terminologies developed

n/a n/a n/a LIFE ORIEN-TATION INT. PHASE 5963

LIFE ORIEN-TATION INT. PHASE 5963 terminologies developed

LIFE ORIEN-TATION INT. PHASE 5964 terminologies developed

LIFE ORIEN-TATION SNR. PHASE 4103 terminologies developed

TC1 (D ) ELECTION 3500 terminologies developed

n/a n/a n/a ELECTION 3500

ELECTION 3500 terminologies developed

TC1 (E) MATHEMAT-ICS 7407 Terminologies developed

n/a n/a n/a MATHEMATICS SNR. PHASE 3703

MATHEMATICS SNR. PHASE 3703 terminolo-gies developed

MATHEMATICS 3704 terminolo-gies developed

Human capital development

Build capacity in language practice

Award bursaries to students to develop skills in language practice

Number of bursaries awarded

LPD 4 280 annually (not cumulative)

100 100 120 280 280 280 n/a



DAC strategic

goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Access to information

Enhance access to information through translation and editing

Translate and edit official documents into and from official and foreign languages

Number of official documents translated into and edited in all official languages

TE 1 (A) 2 113 official documents

1 433 documents

931 documents 870 documents 895 documents 786 documents 705 documents 622 documents

Number of official documents translated into and edited in foreign languages

TE 1 (B) 144 official documents

44 documents 33 documents 38 documents 42 documents 45 documents 48 documents 51 documents

Number of official documents in foreign languages translated into and edited in official languages

TE 1 (C) 1 268 official documents

470 documents 599 documents 498 documents 372 documents 387 documents 426 documents 455 documents



DAC strategic

goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Enhance access to information through development of human language technologies (HLT) tools

Develop and implement Autshumato software and HLT impact tools, including a multilingual directory enquiry system

Number of Autshumato systems and softwares developed

HLT1 Two new MT systems and software update developed

Autshumato Integrated Translation Environment (ITE) and basic document management system (DMS) delivered

MT systems for three language pairs delivered

Terminology management system (TMS) delivered

Memorandum of Agreement (MoA) for Xitsonga MT system development signed with North-West University (NWU)

Xitsonga MT system (beta version) developed, software updated and training workshops held

Xitsonga MT system developed and installed

MT system developed for one official language

Number of HLT impact tools developed

HLT2 Two HLT impact tools developed

n/a n/a n/a MoA for multilingual directory enquiry system development signed with Molo Afrika

Eight components developed for multilingual directory enquiry system

Multilingual directory enquiry system developed and installed

One HLT impact tool developed

Expand the National Centre for HLT

Development and imple-mentation of Text Resource Development Phase II

HLT3 Business plan for Text Resource Development Phase II developed and implemented

Text Resource Development Phase I contract signed with NWU

Text resources developed for official languages: text corpora, tokenised and lemmatised text data, lemmatisation QC application

Text resources developed for official languages: POS tagged text data, POS tagger (beta), POS annotation QC application, morphological analysis QC application

Text resources developed for official languag-es: morpholog-ically analysed text data, lem-matiser, POS tagger (final), morphological decomposer, test suites

Text Resource Development Phase I completed and comprehensive business plan for Phase II developed

Business plan for Text Resource Development Phase II implemented

Business plan for Text Resource Development Phase II implemented



DAC strategic

goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Development and imple-mentation of Speech Resource Development Phase II

HLT4 Business plan for Speech Resource Development Phase II developed and implemented

Speech Resource Development Phase I contract signed with CSIR/Meraka

Speech resources developed for official languages: transcribed broadband speech corpora and pronunciation dictionaries (alpha)

Speech resources developed for official languages: transcribed broadband speech corpora and pronunciation dictionaries (beta), open source toolkits

Speech resources developed for official languages: transcribed broadband speech corpora and pronunciation dictionaries (final), statistical language models, test suites

Speech Re-source Devel-opment Phase I completed and comprehensive business plan for Phase II developed

Business plan for Speech Resource Development Phase II implemented

Business plan for Speech Resource Development Phase II implemented

Resource Management Agency (RMA – virtual platform) for text and speech resources maintained

HLT5 One virtual platform incorporating resource management, SA HLT Index, SA HLT Catalogue and awareness initiatives

n/a Blueprint for RMA (virtual platform) developed

Proposals for establishment of RMA (virtual platform) sought, received and reviewed MoA signed with NWU

RMA (virtual platform) for text and speech resources established

HLT resources collected, organised and warehoused, SA HLT Index and SA HLT Catalogue updated, awareness initiatives implemented



Collaborate on HLT capacity development with international partners

Number of joint HLT projects with Dutch Language Union

HLT6 Six joint HLT projects with Dutch Language Union

n/a Letter of intent for closer collaboration between SA and Dutch Language Union signed

Declaration, MoA and POC for HLT collaboration between SA and Dutch Language Union signed

Two joint HLT projects with Dutch Language Union








indicator

Code Responsible business unit




(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

SALPC Act promulgated

LPD 1 Language Planning and Development

State Law Advisors’ certification on constitutionality of SALPC Bill obtained

Quarterly Formal communication from State Law Advisor

State Law Advisor engaged on progress and report prepared



State Law Advisor’s certification on constitutionality of SALPC Bill obtained

n/a

Number of books selected, translated and published in all official languages


Translators workshop for translating the book

Quarterly Attendance register and workshop report

Finalise logistics for the workshop and prepare . programme

Translators workshop conducted

Workshop report finalised

Workshop report presented to stakeholders and approved

900

Number of terminologies developed per domain

TC 1 (A)Terminology Coordination


Quarterly Terminology lists ARTS AND CULTURE INT. PHASE 873 terminologies developed




458

TC1 (B) Terminology Coordination


Quarterly Terminology lists HSEMS INT. PHASE 2898 terminologies developed




n/a

TC1 (C) Terminology Coordination

LIFE ORIENTATION INT. PHASE 5963 terminologies developed

Quarterly Terminology lists LIFE ORIENTATION INT. PHASE 1491 terminologies developed




n/a

TC1 (D ) Terminology Coordination


Quarterly Multilingual list published on DAC website





n/a

TC1 (E) Terminology Coordination

MATHEMATICS SNR. PHASE 3703 terminolo-gies developed

Quarterly Terminology lists MATHS SNR. PHASE 926 terminologies developed

MATHS SNR. PHASE 926 terminologies developed



n/a



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4



280 Bi-annually Reports on bursary programme

Transfer funds to participating universities

Monitoring visits to universities

Bursary awards made to 280 students

Financial reports 4 000

Number of official documents translated into and edited in all official languages

TE 1 (A) Translation and Editing

786 documents Quarterly Document registers 113 documents 157 documents 284 documents 232 documents 500

Number of official documents translated into and edited in foreign languages

TE 1 (B) Translation and Editing

45 documents Quarterly Document registers Eight documents 13 documents 15 documents Nine documents n/a

Number of official documents in foreign languages translated into and edited in official languages

TE 1 (C) Translation and Editing

387 documents Quarterly Document registers 71 documents 114 documents 127 documents 75 documents n/a

Number of Autshumato systems and softwares developed

HLT1 Human Language Technologies

Xitsonga MT system (beta version) developed, software updated and training workshops held as per MoA with developers

Quarterly Progress reports and software demonstration

Xitsonga data collected and processed

Baseline Xitsonga MT system installed and tested

Beta version of monolingual corpus and parallel corpus Release of updated Autshumato software

Autshumato training workshops held

n/a



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Number of HLT impact tools developed


Eight components developed for multilingual directory enquiry system

Quarterly Progress reports and software demonstration

Two components: state-of-the-art review document of directory enquiry applications, extended interactive voice response (IVR) platform for directory enquiry application

Two components: speech recognition pipeline, extended multilingual speech corpus

One component: language models

Three components: user interface design, pronunciation lexicons, and exploratory user test results

2 300

Development and implementation of Text Resource Development Phase II


Text Resource Development Phase I completed and comprehensive business plan for Phase II developed

Quarterly Progress reports and text resources

Finalisation of Text Resource Development Phase I: final deliverables and report received and review commenced

Text Resource Development Phase II: HLT Expert Panel review finalised, recommendation and specifications document for Phase II (first draft of business plan)

Text Resource Development Phase II: business plan finalised

Text Resource Development Phase II: implementation agent appointed and contract signed

1 500

Development and implementation of Speech Resource Development Phase II


Speech Resource Development Phase I completed and comprehensive business plan for Phase II developed

Quarterly Progress reports and speech resources

Finalisation of Speech Resource Development Phase I: final deliverables and report received and review commenced

Speech Resource Development Phase II: HLT Expert Panel review finalised, recommendation and specifications document for Phase II (first draft of business plan)

Speech Resource Development Phase II: business plan finalised

Speech Resource Development Phase II: implementation agent appointed and contract signed

2 500



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Resource Management Agency (RMA – virtual platform) for text and speech resources maintained



Quarterly Progress reports HLT resources collected, organised and warehoused

Updated SA HLT Index and SA HLT Catalogue, awareness initiatives implemented

HLT resources collected, organised and warehoused

Updated SA HLT Index and SA HLT Catalogue, awareness initiatives implemented

1 600

Number of joint HLT projects with Dutch Language Union



Annual Annual reports n/a n/a Two new joint HLT projects with Dutch Language Union selected and supported.

Annual report on joint HLT projects with Dutch Language Union

600



National Language Services

Audited outcome

(R’000)


(R’000)


(R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

National Language Services 35 762 39 336 42 615 42 753 45 512 48 878 51 519

Pan South African Language Board 50 156 52 871 56 119 69 480 78 180 83 497 87 338

Total 85 918 92 207 98 734 112 233 123 692 132 375 138 857







Households 9 689 16 823 17 576 9 841 15 797 16 746 17 516



Payments for financial assets 4 8 - - - - -

Total 85 918 92 207 98 734 112 233 123 692 132 375 138 857


9.3 Key risks

APP REF STRATEGIC GOAL STRATEGIC OBJECTIVE RISK CATEGORY AND DESCRIPTION


LPD1 Goal 4-Linguistic Diversity


Regulatory Risk: Language profession not regulated

Bill has been submitted to State Law Advisors for certification on constitutionality

Continuous engagement with the State Law Advisors on progress and prepare reports

Low

LPD2 Goal 4-Linguistic Diversity


Opportunity Loss Risk: Undeveloped children’s literature

Books for translation selected, CV’s for potential translators submitted

Training workshops already planned Low

LPD4 Goal 2- Human Capacity Development

Build capacity in language practice

Measurement Risk: High dropout rates

Universities requested to enter into contracts with individual students

Monitoring visits planned Low

TE1(a) Goal 3-Access to Information

Enhance access to information through translation and editing

Performance Gap Risk: Inability to deliver on all demanded languages

Freelance translators database in place

Updating of the database Low

HLT1 Goal 3-Access to Information


Resource Allocation Risk: HLT tools not widely adopted

Contractual agreement in place for developers to train end users

Continuous engagement with the developers on progress

Low



Communications Risk: Lack of awareness about NC for HLT

Contractual agreement in place to create awareness among targeted audience

Continuous engagement with the implementing agency and reporting on progress

Low



Industry Risk: Undeveloped capacity in HLT

Collaboration on HLT capacity development with international partner

Sourcing of joint HLT projects Low

TC1 Goal 4-Linguistic

Diversity

Provide specialised

terminologies for all official

languages

Technological Innovation

Risk:

Lack of specialised

terminologies

Linkage and collaboration with subject

specialists

Collaborative meetings with subject specialists

planned

Low


10. PROGRAMME 4: CuLTuRAL dEVELOPMEnT

This programme aims to make a contribution to job creation, poverty reduction, skills transfer and wealth creation. The purpose of the programme is to stimulate the

development of opportunities in South African arts and culture through mutually beneficial partnerships that will result in the sustainability of the sector. The programme

recognises that the future of cultural expression lies in the development of new audiences and markets. The programme is aligned to the following DAC goals:





Strategic Plan Performance Indicators and Annual Targets

DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Job Creation

Support the implementation of projects aimed at job creation

Provide financial support for cultural events

Number of cultural events supported

CD 1 54 cultural events supported

7 cultural events supported







Number of jobs created through cultural events

CD 2 54 000 jobs created through cultural events

7 000 jobs created through cultural events

60 jobs created through cultural events

7 000 jobs created through cultural events

18 000 short- term jobs

18 000 short-term jobs



Provide a cultural programme in support of national day celebrations and events

Number of cultural programmes supporting national days and events

CD 3 21 cultural programmes supporting national days and events

n/a n/a n/a 6 programmes supporting national days and events

7 programmes supporting national days and events





DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Provide financial support for touring-venture projects

Number of touring-venture projects supported

CD 4 61 n/a n/a n/a 6 touring-venture projects supported

17 touring-venture projects supported



Number jobs created through touring-venture programme

CD 5 2 745 n/a n/a n/a 320 jobs created through touring- programme

765 jobs created through touring-venture programme

900 jobs created through touring-venture programme

1 080 jobs created through touring-venture programme


Develop coherent integrated five- year sector-specific strategies and implementation plans aligned to development and macro-policy interventions

Develop sector strategies and implementation plans for the cul-tural industries

Number of sec-tor strategies and implemen-tation plans approved

CD 6 6 sector strat-egies and implementation plans approved

Visual arts, design, technical services research reports and choral music strategy

n/a Recommen-dations on visual arts and performing arts consul-tations and reports

National performing arts database, concept document on crafts, visual arts task team, approved research report on technical services

6 cultural in-dustry sector strategies and implementation plans approved

3 cultural industries sector strategies implemented

3 cultural industries sector strategies implemented

Review Cultural Industries Growth Strategy (CIGS)

Review CIGS One CIGS reviewed

CD 7 One CIGS reviewed and recommenda-tions

CIGS 2008 n/a n/a n/a Report on the review of CIGS

3 Recommen-dations of the CIGS report implemented

3 Recommen-dations of the CIGS report further imple-mented



DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Support programmes in the cultural industries

Support targeted programmes that address entrepreneur-ship, job creation and skills in the cul-tural industries

Number of programmes to support a culture of reading

CD 8 Three National Book Weeks (NBW) supported in six provinces

n/a One NBW One NBW NBW programmes hosted in three provinces

NBW programmes supported and staged in four provinces

NBW programmes hosted in one provinces

NBW programmes hosted in one provinces

Number of jobs created during NBW

CD 9 360 jobs created

n/a n/a 134 jobs created

128 new jobs created to make a total of 262 jobs in two years

120 jobs created during NBW



South African Literary Awards (SALA) hosted and writers recognised for their contribution

CD 10 Three SALA hosted and a total of 140 writers recognised.

A total of 66 writers recognised since inception

A total of 82 writers recognised since inception

SALA hosted as an annual event since 2005 A total of 101 writers recognised

SALA hosted and writers recognised in 11 different categories A total of 114 writers recognised

SALA hosted and a total of 120 writers recognised



Number of jobs created during SALA

CD 11 600 jobs created during SALA

n/a 430 new jobs created to make a

total of 789 in two years

372 new jobs created to make a total of 1 161 in three years

1 042 new jobs created to make a total of 2 203 in four years

200 new jobs created during SALA





DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Implement tar-geted programmes that support entrepreneur-ship, job creation and skills in the cul-tural industries

Number of music sector initiatives supported for skills development and promotion

CD 12 3 music capacity-building programmes supported for Association of Independent Recording Companies of South Africa (AIRCO)

n/a n/a Support AIRCO provincial shows

Support AIRCO provincial shows

1 music industry institutional capacity-building programme

1 music industry institutional capacity-building programme supported

One music industry institutional capacity-building programme supported

Number of jobs created during AIRCO

CD 13 30 jobs created during AIRCO capacity-building

n/a n/a n/a 10 jobs created during AIRCO road shows

10 jobs created during AIRCO programme



Implement tar-geted programmes that support entrepreneur-ship, job creation and skills in the cul-tural industries

Number of Moshito conferences staged

CD 14 3 Moshito music conferences/events/exhibitions

Moshito music conference and exhibition



Stage 1 Moshito music conference and exhibition



Stage one Moshito music conference and exhibition

Number of jobs created during Moshito conference

CD 15 540 jobs created during Moshito conference

140 150 150 171 jobs created during Moshito conference

180 jobs created during Moshito conference



Number of visual arts skills development programmes implemented

CD 16 3 visual arts programmes implemented

n/a n/a n/a 1 visual arts skills training programme implemented

1 visual arts skills training programme on arts adminis-tration imple-mented

1 visual arts skills training programme on arts adminis-tration imple-mented

1 visual arts skills training programme on conservation implemented



DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Number of visual arts beneficiaries trained

CD 17 30 beneficiaries trained in visual arts programmes

n/a n/a n/a 10 beneficiaries trained in visual arts programmes

10 beneficiaries trained in visual arts programmes



Number of skills development and promotion programmes supported in the design sectors

CD 18 7 design programmes supported

One fashion programme supported

n/a Three pro-grammes: Emerging Creatives, Thuthuka Jewellery and Eco Design

3 programmes: Emerging Creatives and Young Simulcast (YS) , Thuthuka Jewellery and Eco Design

3 programmes: partner with Emerging Creatives YS, support Thuthuka Jewellery and Modilla Design projects

2 programmes: partner with Emerging Creatives YS, support and Modilla Design projects

2 programmes: partner with Emerging Creatives YS, support and Modilla Design projects

Number of entrepreneurs supported in design programmes

CD 19 6 900 en-trepreneurs supported in the design pro-grammes

n/a n/a n/a 1 450 entrepreneurs supported in the design programmes

1 800 en-trepreneurs supported in the design pro-grammes

2 400 entrepre-neurs support-ed in the design programmes

2 700 en-trepreneurs supported in the design programmes

Number of business manuals developed and distributed

CD 20 6 000 business manuals

n/a n/a n/a n/a 2 000 business manuals developed and distributed

2 000 manuals distributed

2 000 manuals distributed

Number of film skills training programmes supported

CD 21 Six film programmes supported

n/a n/a Support one programme: Big Fish/Script to Screen

Continue the partnership with Big Fish/Script to Screen project

Support 1 Script to Screen project and implement 1 film skills project





DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Number of jobs created during film skills training programme

CD 22 687 jobs created during film skills training programme

n/a n/a 120 jobs created during film skills training

120 jobs created during film skills training




Number of events and technical services initiatives supported

CD 23 3 events and technical services initiatives supported

n/a n/a 1 events and technical services initiative supported with South African Rodies Association (SARA)

n/a 1 events and technical services initiative supported (SARA)

1 events and technical services initiative supported (SARA)

1 new events and technical services initiative supported

Number of skilled beneficiaries in technical services

CD 24 45 young people skilled through SARA programme

n/a n/a n/a n/a 15 young people skilled through SARA programme

15 young people skilled through SARA programme

15 young people skilled through an event & technical service programme



DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Number of international cultural industries events and projects staged and supported

CD 25 9 international cultural industries events/projects supported

n/a n/a Two international events/projects staged/supported: Venice Biennale partner with Angola and Algeria

One international event staged in craft, film, fashion and visual arts: Olympics

3 international events/projects staged/supported: Venice Biennale partner with Angola and Algeria

3 events supported/staged/partnered in cultural industries

3 events supported/staged/partnered in cultural industries

Number of jobs created through international events/initiatives

CD 26 1 500 jobs created through international events and initiatives

n/a n/a 600 jobs created through international events/initiatives

600 jobs created through international events/initiatives




Improve the infrastructure of distribution channels for cultural industries products

Establish a National Art Bank (NAB)

NAB established CD 27 NAB established

n/a n/a Begin process of establishing an NAB for South Africa

NAB concept business plan produced Draft Cabinet memorandum Commence with transfer of National Arts Bank from City of Johannesburg

Cabinet mem-orandum on NAB approved

Finalise establishment of entity (NAB)

Commence with acquisition and leasing of art works



DAC strategic goal

Strategic objective





Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Establish a sourcing enterprise (SE)

SE established CD 28 SE established Finalise the concept document for the SE

Approve terms of reference (ToR) Advertise for appointment of a service provider for technical systems for the SE portal

Set up and launch SE portal

Investigate the physical enterprise

Evaluate the sourcing enterprise portal.

Develop and implement a dedicated academy to support scarce and critical skills in the creative sector

Functional National Cultural Industries Skills Academy (NaCISA)

NaCISA established

CD 29 NaCISA established

n/a n/a Business plan and concept document

Approve imple-mentation plan Commence legal process for establishment of NaCISA entity

Launch NaCISA project strategy Appoint board members

Construction of NaCISA physical building started

Launch of NaCISA

Develop a coherent and integrated research agenda and knowledge management system

Develop mechanism to collect and disseminate information on the creative sector

Cultural observatory mechanisms developed and approved

CD 30 Cultural observatory mechanisms developed and approved

n/a n/a Concept document for cultural observatory

Approved business plan for cultural observatory

Approved out-comes of the mapping stud-ies to guide the establishment of the cultural observatory

Cultural observatory established

Report on the operations of the cultural observatory

Approved framework for cultural statistics

CD 31 Functional framework for cultural statistics established by end March 2016

n/a n/a Concept document for cultural statistics

Framework for cultural statistics developed

Outcomes of the framework cultural statistics pilot

Framework for cultural statistics approved


PROGRAMME 4b: International relations


DAC strategic Goal



objective


indicatorCode

Three-year target

BaselineEstimated

performanceMedium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Job creation and Development, protection, preservation and promotion of arts, culture and heritage

Build key strategic relations aimed at exposing South African arts, culture and heritage to the international community

Build strategic partnerships for the benefit of the arts, culture and heritage sector

Number of continental events participated in

IR 1 12 major continental festivals

3 4 3 4 4 4 4

Number of international events participated in

IR 2 10 international events

3 3 3 4 4 3 3

Number of cultural programmes and activities supported towards servicing of agreements

IR 3 45 10 10 10 20 15 15 15

Number of meetings and events of regional organisations attended

IR 4 Six meetings and events attended

1 1 1 3 2 2 2

Build key strategic relations for broader SA government agenda

Number of continental solidarity and cohesion events participated in

IR 5 10 continental solidarity and cohesion events

1 1 1 2 4 3 3



DAC strategic Goal



objective


indicatorCode

Three-year target

BaselineEstimated


2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16


Harmonise international and domestic policies that seek to protect and promote arts, culture and heritage

Implement the Convention on Cultural Diversity

Number of workshops conducted on the Cultural Diversity Convention

IR 6 Nine workshops conducted on the Cultural Diversity Convention

n/a n/a n/a 5 3 3 3

Develop policies to guide the arts, culture and heritage sector on its international engagements

Cabinet approval and ratification of the Charter for African Cultural Renaissance

IR 7 Ratification of the Charter

n/a n/a n/a Signing of the Charter

Cabinet approval for ratification of the Charter

n/a n/a

Progress report on the imple-mentation of the Charter

IR 8 Two progress reports

n/a n/a n/a n/a n/a 1 1

DAC framework on overseas development assistance (ODA) developed and approved

IR 9 ODA framework approved by DAC

n/a n/a n/a Daft framework ODA framework approved by DAC

Development of guidelines

Develop DAC ODA booklet

DAC international relations (IR) policy developed and approved

IR 10 Approved IR policy

n/a n/a n/a Concept document

Consultation with relevant stakeholders

IR policy approved

Review of IR policy



DAC strategic Goal



objective


indicatorCode

Three-year target

BaselineEstimated


2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

World Intellectual Property Organisation (WIPO) treaty on audio-visual performances approved by Cabinet

IR 11 Cabinet approval for ratification

n/a n/a n/a n/a Workshop consultations with relevant stakeholders

Workshop consultations with relevant stakeholders

Cabinet processes









(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of cultural events supported

Performing Arts 18 cultural events supported

Quarterly 18 business plans for cultural events approved, submission and MoAs approved

Approval of business plans and four events supported

Six cultural events supported

Three cultural events supported

Five cultural events supported Prepare close-out reports

56 187 (MGE allocation)

Number of jobs created through cultural events

Performing Arts 18 000 short-term jobs

Quarterly 18 impact reports on cultural events

Approved data collection system

Reports on the supported events

Reports on the supported events

Monitor and collect data on number of jobs, consolidate data and produce close-out report

As above

Number of cultural programmes supporting national days and events

Performing Arts Seven cultural programmes supporting national days and events

Quarterly Seven reports on cultural programmes supporting national days and events

Obtain approvals to support cultural projects Hold consultations with relevant stakeholders Support two national days/months with a cultural programme

Support three national days/months with cultural programmes

Support one national day/month with cultural programme

Support one national day/month

1 500 (Programme 2 budget)

Number of touring projects supported

Cultural Development

17 touring projects supported

Annually 17 touring projects supported

Obtain approval to implement Touring Venture i.e. Obtain proposals from earmarked institutions

Process transfer of funds for proposed projects

Reports on supported touring projects

Reports on supported touring projects

24 000 (MGE allocation)

Number jobs created through touring programme


765 jobs created through touring programme

Quarterly Copies of signed contracts of jobs created through 17 institutions

100 jobs created through touring projects




As above







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of sector strategies and implementation plans approved

Multimedia, Multi- Discipline and Performing Arts

Seven cultural industry sector strategies and implementation plans approved

Quarterly Progress reports, minutes of meetings

Process to appoint the service providers to produce sector strategies and implementation plans for completion by 30 June 2014

Service provider to produce sector strategies and implementation plans to be appointed by 30 September 2013

Strategies and implementation plans for the sectors finalised by 30 December 2013

Strategies and implementation plans for the sectors approved by Executive Management Team by 30 March 2014

5 800

One Cultural Industries Growth Strategy (CIGS) reviewed


One CIGS reviewed Annually Report of CIGS review

Process to appoint the service providers to conduct CIGS review by 30 June 2014

Service providers to conduct CIGS review to be appointed by 30 September 2013

Draft report of CGIS review submitted to DAC by 30 December 2013

Final report on CIGS review presented to EMT by 30 March 2014

R1 000

Number of programmes to support a culture of reading

Multi-Disciplinary National Book Week (NBW) programmes supported and staged in four provinces by 30 March 2014

Quarterly Annual NBW reports and minutes of meetings

Stakeholder engagement on the upcoming NBW and necessary approvals Budget and plans by 30 June 2013

NBW programmes staged by 30 September 2013

Draft report on the staging of NBW by December 2013

Final NBW reports Start strategic planning for the next NBW by 30 March 2014

3 000(MGE budget)

Number of jobs created during NBW

Multi-Disciplinary 120 jobs created during NBW

Annually n/a n/a 120 jobs created during NBW

n/a n/a As above

South African Literary Awards (SALA) hosted and writers recognised for their contribution

Multi-Disciplinary SALA hosted and a total of 120 writers recognised and 200 jobs created

Quarterly Correspondence, media statements and newspaper clippings

Call for entries sent out in the public domain via the media by 30 June 2013

Selection and adjudication of entries by 30 September 2013

Hosting of the awards by 30 December 2013

Presentation and review of the report of the SALA awards by 30 March 2014

3 400 (Cultural Events)

Number of jobs created during SALA

Multi-Disciplinary 1 050 jobs created Annually Proposal, MOA submissions and report

n/a n/a 200 new jobs created

1 050 As above







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of music sector initiatives supported for skills development and promotion

Multi-Disciplinary One music capacity-building programme supported for AIRCO, 30 March 2014

Quarterly Reports and approved documentation and contracts on AIRCO

AIRCO strategic plan developed and submitted by 30 June 2013

AIRCO plans approved by the accounting officer and contracts finalised by 30 September 2013

AIRCO programme implemented and status report finalised by 30 December 2013

Submission of final report on AIRCO capacity-building programme to DAC by 30 March 2014

700

Number of jobs created during AIRCO

Multi-Disciplinary 10 jobs created during AIRCO road shows

Annually Reports and approved documentation and contracts on AIRCO

n/a n/a 10 jobs created during AIRCO programme

n/a As above

Number of Moshito conferences staged

Multi-Disciplinary Stage one Moshito music conference and exhibition

Quarterly Reports and approved documentation and contracts on Moshito

DDG approval of Moshito partnership and support, and logistics by June 2013

Hosting Moshito 2013 music conference, exhibition and live performances by September 2013

Project management team reviews Moshito 2013 Draft report by 30 December 2013

Submission of final report on Moshito to DAC by 30 March 2014

2 475

Number of jobs created during Moshito conference

Multi-Disciplinary 180 jobs created during Moshito conference

Annually Reports and approved documentation and contracts on Moshito

n/a 180 jobs created during Moshito conference

n/a n/a As above

Number of visual arts skills development programmes implemented

Multi-Media One skills training programme on visual arts administration implemented by 30 March 2014

Quarterly Reports and approved documentation and contracts on visual arts training programme

Prepare necessary approvals, call for stakeholders to implement the visual arts skills training programme by 30 June 2013

Conclude contract arrangements with service provider to implement the visual art skills programme by 30 September 2013

Monitor and evaluate visual art training programme by 30 December 2013

Collate and submit report on the visual arts skills training programme by 30 March 2014

300

Number of beneficiaries trained in visual arts programme

Multi-Media 10 beneficiaries trained in visual arts programme

Annually Reports and approved documentation and contracts on visual arts training programme

n/a n/a n/a 10 beneficiaries trained in visual arts programme

As above







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of skills development and promotion programmes supported in the design sector

Multi-Media Three programmes: partner with Emerging Creatives(EC) and Young Simulcast (YS), support Thuthuka Jewellery and Modilla Design projects by end March 2014

Quarterly Reports and approved documentation and contracts on Thuthuka, Modilla and Emerging Creatives and YS projects

Prepare necessary approvals for the support of Thuthuka and Modilla projects by 30 June 2013

Conclude contract arrangements and payment process for Thuthuka Jewellery and Modilla projects by 30 September 2013

Progress report on Thuthuka Jewellery and Modilla projects by 30 December 2013

Submission of Thuthuka and Modilla project report and implementation of EC and YS project by 30 March 2014

3 300

Number of entrepreneurs supported in design programmes

Multi-Media 1 800 entrepreneurs supported in design programmes

Annually Reports and approved documentation and contracts on Thuthuka, Modilla and Emerging Creatives and YS projects

598 entrepreneurs supported for Emerging Creatives project

n/a n/a 1 202 entrepreneurs supported in Thutuka Jewellery and Modilla Design programmes

As above

Number of business manuals developed and distributed

Multi-Disciplinary Develop and distribute 2 000 business manuals by 30 March 2014

Annually Project progress reports and business manuals developed

Develop ToR and obtain DG’s project and budget approval

Production of training content and manuals

Distribution of 1 000 manuals

Distribution of 1 000 manuals and project evaluation by 30 March 2014

300

Number of film skills training programmes supported

Multi-Media Support one Script-to- Screen project and one skills project

Quarterly Reports and approved documentation and contracts for Script-to- Screen and film project

Obtain necessary approval for (Script-to-Screen and film skills project)

Conclude contract arrangements and payment process (Script-to-Screen and film skills project)

Progress reports (Script-to-Screen and film skills project)

Final Reports (Script-to-Screen and film skills project)

1 500

Number of jobs created during film skills training programmes

Multi-Media 197 jobs created during film skills training

Annually Reports, approved documentation and contracts on Script-to- Screen project

n/a n/a n/a 197 jobs created during film skills training

As above







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of events and technical services initiatives supported

Multi-Disciplinary One event and technical services initiative supported (SARA)

Quarterly Reports and approved documentation and contracts on SARA project

Proposal from SARA received, approved, first payment transferred Implementation commenced by 30 June 2013

SARA training programme started by 30 September 2013

Beneficiary progress report received by 30 December 2013

Beneficiary final report received 30 March 2014

1 000

Number of skilled beneficiaries in technical services

Multi-Disciplinary 15 young people skilled through SARA programme

Annually Reports and approved documentation and contracts on SARA project

n/a n/a n/a 15 young people skilled through SARA programme

As above

Number of international creative industries events and projects staged and supported

Multi-Disciplinary and Multi -Media

Three international events/projects staged/supported: Venice Biennale partner with Angola and Algeria

Quarterly Reports and approved documentation and contracts

Stage Venice Biennale Identify events to be staged/supported/ partnered Prepare necessary approvals by 30 June 2013

Conclude contract arrangements and payment process for stakeholders and partners by 30 September 2013

Two international events staged by 30 December 2013

Collate and submit report on the international events by 30 March 2014

10 000 (MGE)

Number of jobs created through international events/initiatives

Multi-Disciplinary and Multi -Media

500 jobs created through international events/ initiatives

Quarterly Reports and approved documentation and contracts

50 jobs created through international events

n/a 300 jobs created through international events

150 jobs created through international events

National Art Bank (NAB) established

Multi-Media Cabinet memorandum on NAB approved and legal entity established

Monthly Cabinet memorandum approved

Submit cabinet memorandum to cluster, NCOP and National Assembly for approval

Start process of securing space for the NAB

Start of process of registering legal entity

Finalise legal requirements for establishment of the NAB

3 000(MGE)

Establish a sourcing enterprise (SE)


Set up the technical platform for the SE portal and launch by 30 March 2014

Monthly Documents, reports and technical systems

Conclude the appointment of service providers for the webmaster, marketing and operations services by 30 June 2013

Approve work plan of the Sourcing Enterprise by Executive Team Management by 30 September 2013

Progress report on setting up of SE portal by 30 December 2013

Launch the SE portal by 30 March 2014

9 500(MGE)







(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

NaCISA established Multi-Disciplinary Launch of NaCISA project strategy and appointment of board members by 30 March 2014

Quarterly Documents and reports

Process to appoint board members commenced and core consultants contract renewed by 30 June 2013

Appointment of board members completed by 30 September 2013

Secure strategic partnerships and submit report on NaCISA activities by 30 December 2013

Launch NaCISA project strategy and inaugurate board members by 30 March 2014

10 000(MGE)

Cultural observatory mechanisms established and approved

Multi-Disciplinary Establish operational cultural observatory with the outcomes of the mapping studies by the end of March 2014

Quarterly Reports, minutes and attendance registers

Policy advisory committee and research management team appointed by the end of June 2013

Programme for mapping of cultural industries developed by the end of September 2013

Progress mapping exercise by the end of December 2013

Operational cultural observatory established with the outcomes of the mapping studies by the end of March 2014

10 000(MGE)

Approved framework for cultural statistics

Multi-Disciplinary A framework for cultural statistics to be developed by the end of March 2014

Quarterly Reports, meetings and minutes

Consultant to develop the framework to be appointed by end June 2013

Draft concept and classification framework for cultural statistics developed by the end of September 2013

National consultation on the framework for cultural statistics held by the end of December 2013

Framework on cultural statistics approved by 30 March 2014

700


International relations



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Number of continental events participated in

Africa and Middle East

Four events Quarterly Submissions and reports

Approval for participation in all four events

2 1 1 5 000

Number of international events participated in

Bilateral Unit Four events Quarterly Submissions and reports

1 1 1 One event and reports

2 000

Number of cultural programmes and activities supported towards servicing of agreements

Bilateral Unit and Africa and Middle East

15 programmes and activities

Quarterly Submissions and reports

3 4 4 4 4 400

Number of meetings and events of regional organisations attended

Bilateral Unit Two meetings and events


1 1 2 000

Number of continental solidarity and cohesion events participated in

Africa and Middle East

Four continental solidarity and cohesion events


2 2 Reports on events 4 700

Number of workshops conducted on the Cultural Diversity Convention

Multilaterals and Resourcing

Three workshops Quarterly Submissions and reports

1 1 1 Reports on workshops

800

Cabinet approval and ratification of the Charter for African Cultural Renaissance

Africa and the Middle East

Cabinet approval Quarterly Charter approved First draft of the implementation framework

Cabinet approval for ratification of Charter

Workshop the Charter and the implementation framework

Final report on the workshop

1 500



indicator





(R’000)2013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

DAC Framework on ODA developed and approved


DAC ODA framework approved


Consultations Consultations Consultations Approval of the DAC ODA Framework

800

DAC IR policy developed and approved

CDIR Consultation with relevant stakeholders

Quarterly Workshop reports 1 1 1 1 500

World Intellectual Property Organisation (WIPO) treaty on audio-visual performances approved by Cabinet


Workshop consultations with relevant stakeholders


1 1 1 Reports on workshops

1 500




Audited outcome

(R’000)


(R’000)Medium-term expenditure estimate (R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

Cultural Development 44 506 21 819 44 330 121 865 182 831 233 553 244 136

Investing in Culture 39 071 88 605 51 523

International Cooperation 35 858 28 439 25 234 37 063 39 065 41 649 43 740

Total 119 435 138 863 121 087 158 928 221 896 275 202 287 876






Non-profit institutions - -

Households 51 536 95 381 63 857 36 063 18 952 19 983 20 902



Payments for financial assets 91 161 3 - - - -

Total 119 435 138 863 121 087 158 928 221 896 275 202 287 876


10.3 Key risks

PROGRAMME 04 (a)- CuLTuRAL dEVELOPMEnT



CD29 Goal 2- Human Capacity Development

Develop and implement a dedicated academy to support scarce and critical skills in the creative sector

Cycle Time Risk: Similar initiatives or projects run parallel at programme level

1. Consulting firm appointed to draft the Business Plan.

1. Review project deliverables to align to the revised timelines 2. Table and implement approved Business Plan 3. Establish a Board of Directors 4. Register the legal entity ( Nacisa) 5. Appoint and establish a Reference Group 6. Host three (3) Colloquium at Departmental, Sectorial, and Inter-governmental

High

CD28 Goal 1- Job Creation Improve the infrastructure as distribution channels for the creative Industries products

Industry Risk Changes in opportunities and threats, capabilities of competitor, affecting the organization’s industry and long-term viability.

1. Business Plan developed 2. Approved budget and service provider to develop the portal

1. Appoint a service provider that will set up the Portal to be advertised soon.

Medium

CD4 Goal 1- Job Creation Support the implementation of projects aimed at job creation

Alignment Risk Poor alignment by the Provincial government to the Departments objectives and strategies

1. Business Plans solicited and received from Provincial Departments

Position paper to be presented at TIC for approval and define alignment (24 000 000 Touring Venture and R56 000 000 for Cultural Events)

Medium

CD12 Goal 1- Job Creation Support programmes in the cultural industries

Cycle Time and Access Risk Delayed delivery of agreed targets due to external inefficiencies. Lack of access by Department’s stakeholders to external resourced agencies

Draft Stakeholder Engagement and Communication Policy developed

1. Formalize partnerships through Memorandum of Understanding ( e.g DTI) 2. Finalize Stakeholder Engagement and Communication Policy

Medium

CD6 Goal 5-Development, protection, preservation ,promotion of Arts ,Culture heritage

Develop coherent and integrated five year sector-specific strategies and implementation plans aligned to macro-policy interventions

Competition Risk: ( Similar initiatives addressed by other Departments)

1. Reprioritised policy work 2. On-going Consultations with partnering Departments

Partner with other Departments Review of current policies

Medium




CD30 Goal 5-Development, protection, preservation ,promotion of Arts ,Culture heritage

Develop a coherent and integrated research agenda and knowledge management system

Alignment Risk Failure to align business process objectives with enterprise-wide strategies.

1. Draft Business Plan developed 2. Budget for the Cultural Observatory already approved

1. Appoint the Policy Advisory Committee 2. Appoint the Research Task Team 2.1 Five (5) year Research Agenda to be developed 2.2 Define outputs for Cultural Observatory 3. Table the Business Plan for approval

Medium

CD27 Goal 1- Job Creation Improve the infrastructure as distribution channels for the creative Industries products

Cycle Time Risk

Delayed delivery of the set targets due to inefficiencies.

Business Plan for the Art Bank in place 1. Request City of Johannesburg to transfer or elevate the Provincial Art bank to a National entity

2. Information sessions ( MinMec, TAC, and at Cluster level) to be rolled out

3. Stakeholders Departments to be consulted to support the Artbank

4. Appoint a Task Team for the Artbank

Medium


PROGRAMME 4 (b) - International Co-operation


CURRENT INTERNAL CONTROLS PLANNED MITIGATION RISK MAGNITUDE

IR1 Goal 5-Development,

protection,

preservation,

promotion of Arts

,Culture heritage

Building key strategic

relations aimed at exposing

South African arts, culture

and heritage to the

international community

Efficiency Risk:

-Projects planned not fully

implemented.

-Indefinite postponement of

events.

Unspent voted funds

Defer the implementation of projects 1. Re-prioritise events in the continent

and/or defer projects

2. Consult with SA Mission abroad in the

affected country.

Medium

IR3 Goal 1- Job Creation Building key strategic



and heritage to the


Contract Commitment Risk

Delay in signing Programme of

Corporation and Agreements .

Rescheduling signing ceremonies. 1. Engage partners to fast track process

and target multilateral meetings for

signing.

2. Request Foreign representatives

in SA to sign off on behalf of the

government and vice versa

Medium


protection,

preservation,

promotion of Arts,

Culture heritage

Building key strategic



and heritage to the


Partnering Risk:

Non servicing of international

agreements/partnerships

Engaging partners on implementing

partnerships.

1. High level official/ Diplomatic

interventions

Medium


protection,

preservation,

promotion of Arts,

Culture heritage

Harmonise international and

domestic policies that seeks

to protect and promote Arts,

Culture and Heritage

Cycle Time Risk:

Late submission of the Country

Report to Unesco

Dates for political schedule confirmed

and a revised consultation process with

focus groups finalized

Implementation as per revised schedule Medium


11. PROGRAMME 5: hERITAGE PROMOTIOn

This programme aims to develop and monitor the implementation of policy, legislation and strategic programmes for the identification, conservation and promotion of cultural

heritage for socio-economic development. The programme supports the following DAC goals:


Goal 2: Human capital development




DAC strategic goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Governance and accountability

Provide policy leadership for effective and efficient management of South Africa’s heritage and heraldry

Develop national policy and legislative frameworks

National Museums Policy developed and approved by minister and Cabinet

HPRD 1 1 Discussion document developed

- Draft policy developed and costed

Policy approved by minister and Cabinet

National Living Heritage Policy approved by minister and Cabinet

HPRD 2 1 National Living Heritage Policy developed

Draft policy costed


National Policy on Underwater Cultural Heritage approved by minister and Cabinet

HPRD 3 1 National Underwater Cultural Heritage Policy developed

Draft policy costed




DAC strategic goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

National Policy on the Digitisation of Heritage Resources approved by minister and Cabinet

HPRD 4 1 National Policy on the Digitisation of Heritage Resources developed

Draft policy costed


White Paper on Digitisation of Heritage Resources policy approved by Parliament

National Heritage Human Resources Development Strategy approved by minister and Cabinet

HPRD 5 1 Heritage Human Resources Development Strategy developed

Draft strategy costed

Strategy approved by minister and Cabinet

Cultural Laws Third Amendment Bill promulgated

HPRD 6 1 Cultural Laws Third Amendment Bill developed

Draft Bill Bill enacted into law

Strengthen and support projects in heritage institutions

Number of projects supported

HPRD 7 6 2 2 2 Two projects supported (Costing of the South African Heritage Resources Agency (SAHRA) Act on the Liberation Heritage Route)

Two projects supported (Costing of the SAHRA Act on the Liberation Heritage Route)

Two projects implemented

Two projects implemented



DAC strategic goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16


Transform South Africa’s heritage and heraldry landscape through targeted programmes

Develop and implement legacy projects

Number of legacy projects developed

HID 1 9 1 4 2 3 4

Standardise and publish geographical names

Number of Government Gazettes published on geographical names

LH1 9 4 4 3 3 Three Government Gazettes published

Three Government Gazettes published

Three Government Gazettes published

To conduct provincial consultation on the intangible cultural heritage audit

Number of provincial consultation on the intangible cultural heritage audit

LH2 1 0 0 Audit report on the intangible cultural heritage

Concept document and research report finalised

Eight ( 8) provincial workshop held

Compilations of Tentative lists for submission to the UNESCO

Implementation of the National Policy on Living Heritage

Establish strategic partnerships to leverage resources for maximum impact of programmes

Support and strengthen the African World Heritage Fund (AWHF)

Annual financial support and number of programmes supported

HID 2 R1 million paid to the AWHF

R1 million One world heritage programme supported



Establish strategic partnerships through various collaborative initiatives

Number of joint programmes

HID 3 2 1 1 Interdepart-mental meet-ings for MOU and joint pro-grammes

MOU signed

Two joint programmes developed

One joint programme implemented

One joint programme implemented

Human Capital Development

Build capacity and enhance skills base to strengthen the management of the heritage sector

Award bursaries towards heritage studies


HPRD 8 125 (cumulative)

31 65 106 120 125



DAC strategic goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16


Promote national identity, nation-building and social cohesion through heritage and heraldry programmes

Host national days and historic events

Number of national days hosted

LH 3 9 3 3 3 3 3 3 3

Number of historic events hosted

LH4 3 1 1 1 1 1 1

Popularise primary national symbols

Number of flags installed

H1 7 500 - - 3 000 3 000 2 500 2 500 2 500

Number of research reports on the recognition levels and knowledge of primary national symbols

H2 1 1

Number of handheld flags distributed

H3 300 000 200 000 400 000 100 000 250 000 100 000 100 000 100 000

Number of workshops on national symbols held

H4 15 14 12 17 7 5 5 5



DAC strategic goal



objective


indicator



Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

National Order Award Ceremony coordinated

H5 3 2 1 1 2 1 1 1

Number of exhibitions on national symbols hosted

H6 9 5 4 6 5 3 3 3

Number of heraldic rep-resentations registered

H7 120 35 26 23 32 40 40 40

Number of register drawings painted

H9 120 10 12 12 20 40 40 40

Job creation Create jobs in heritage and heraldry

Create 12 500 indirect temporary jobs in heritage and heraldry by March 2016

Number of job opportunities in heritage and heraldry

.

HP 1 12 500 6 000 6 000 6 000 6 750 4 164 4 167 4 167




Operational Plan For 2013/14


indicator





(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

National Museums Policy developed and approved by minister and Cabinet

Heritage Policy Research and Development

Draft policy developed and costed

Quarterly Draft policy and minutes of meetings with panel of experts

Draft policy developed by 30 June 2013

Appointment of a service provider to conduct a cost analysis by 30 September 2013

Costing of Policy completed by 31 December 2013

Draft Policy developed and costed by 31 March 2014

1 230

National Living Heritage Policy approved by minister and Cabinet



Quarterly Ministerial submission and Cabinet minutes

Policy submitted to minister for approval by 30 June 2013

Policy submitted to Cabinet for approval by 30 September 2013

Presentation of policy to relevant portfolio committees by 31 December 2013

Policy approved by Minister and Cabinet by 31 March 2014

n/a

National Policy on Underwater Cultural Heritage approved by minister and Cabinet




Policy submitted to minister for approval by 30 June 2013

Policy submitted to Cabinet for approval by 30 September 2013

Presentation of policy to relevant portfolio committees by 31 December 2013

Policy approved by Minister and Cabinet by 31 March 2014

n/a

National Policy on the Digitisation of Heritage Resources approved by minister and Cabinet


Policy submitted to Cabinet for approval and presented to the relevant portfolio committees


Finalisation of Cabinet memorandum by 30 June 2013

Policy submitted to minister for approval by 30 September 2013

Policy submitted to Cabinet for approval by 31 December 2013

Presentation of policy to relevant portfolio committees by 31 March 2014

n/a




indicator





(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

National Heritage Human Resources Development Strategy approved by minister and Cabinet


Strategy submitted to Cabinet for approval and presented to the relevant portfolio committees


Finalisation of Cabinet memorandum by 30 June 2013

Strategy submitted to minister for approval by 30 September 2013

Strategy submitted to Cabinet for approval by 31 December 2013

Presentation of strategy to relevant portfolio committees by 31 March 2014

n/a

Cultural Laws Third Amendment Bill promulgated


Bill enacted into law and Cultural Laws Third Amendment Act published in the Government Gazette

Quarterly Cultural Laws Third Amendment Act published in Government Gazette

Research and finalisation of amendments by 30 June 2013

Submission of Bill to the minister and Cabinet for approval by 30 September 2013

Submission of Bill to Parliament for enactment into law by 31 December 2013

Bill enacted into law and Cultural Laws Third Amendment Act gazetted by 31 March 2014

500

Number of projects supported

Heritage Institutional Development

Two programmes (Costing of SAHRA Act completed and approved) Approval of Liberation Heritage Route (LHR) research and costed business plan

Quarterly Reports and minutes of meetings

Sign Service Level Agreement (SLA) with the appointed service provider Monitor performance of the service provider for the SAHRA Act

Facilitate LHR technical committee meeting

Final project report for the SAHRA Act received from service provider

Facilitate of Liberation Heritage Route ( LHR) inter-ministerial committee meeting

Final project report submitted to DAC for approval

Submit LHR for Cabinet approval

Final project report approved by DAC

Cabinet approval obtained for LHR costed business plan

1 000

Number of legacy projects developed


Two − OR Tambo and the Union Building Project, which includes the Nelson Mandela statue and the Union Building centenary

Quarterly Photographs, reports, physical structures, minutes of meetings, SLAs and submissions

OR Tambo: approval of plans for the OR Tambo Interpretative Centre

OR Tambo: appointment of the contractor for the OR Tambo Interpretative Centre

OR Tambo: earth works and superstructure completed

OR Tambo: Interpretative Centre completed

63 000

Union Buildings: Mandela Statue − Cabinet memorandum approved and sculptor appointed

Union Buildings: Mandela Statue − wax model completed

Union Buildings: Mandela Statue − casting into bronze

Union Buildings: Mandela Statue − installation

14 000

Centenary: appointment of an events company

Centenary: events plan developed and budget approved

Centenary: appointment of all service providers

Centenary: event held

Budgeted for under Day of Reconciliation




indicator





(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of Government Gazettes published on geographical names

Living Heritage Three Government Gazettes published

Quarterly Published Government Gazette

One Government Gazette published



Consolidation of published Government Gazettes for annual report

8 090

Number of provincial consultation held on the intangible cultural heritage audit .

Living Heritage Eight ( 8) provincial workshop held

Quarterly Report on workshops

Provincial Consultation in Limpopo and Mpumalanga

Provincial Consultation in Free- State and North West

Provincial Consultation in KwaZulu Natal and Eastern Cape

Provincial Consultation in Northern Cape and Western Cape

1000

Annual financial support and number of programmes supported


R1 million

One world heritage programme supported

Quarterly Allocation letter, publication and submission communicating the DAC evaluation of the strategic plan

Service provider appointed for the publication of the outcomes of the 40th anniversary of the World Heritage Convention

Once-off transfer of R1 million

One world heritage programme supported (approval for 40th anniversary final publication obtained)

Published 40th anniversary report

Distributed to stakeholders

International immunity status for the fund obtained

Review DAC support for the fund and identify areas of continued support

1 000

Number of joint programmes


Two joint programmes developed

Quarterly Project plans and minutes of meetings

Intradepartmental meeting convened to identify joint projects and set up DAC steering committee

Interdepartmental meeting to discuss joint projects and set up joint steering committee

Approval for joint projects obtained from the steering committee

Launch of approved joint projects

500



106 Bi-annually MOUs with universities and letters of award to students

Transfer funds to universities by 30 June 2013

Call for bursary applications

Selection interviews for new bursary recipients

Awarding of new bursaries and renewal of existing bursaries by 31 March 2014

4.500




indicator





(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

Number of national days hosted

Living Heritage 3 Quarterly Submissions, minutes, steering committee meetings and reports on each commemorative day

Freedom Day celebrated 27 April 2012

Heritage Day celebrated 24 September 2012

Day of Reconciliation celebrated 16 December 2012

2 3000

Number of historic events hosted

Living Heritage 1 Quarterly Submissions, minutes, steering committee meetings and a report on Mandela Day

Mandela Day hosted on 18 July 2013

3 000

Number of flags installed

Heraldry 2 500 Quarterly Installation stubs and project exit report

Initiate the procurement process and appoint service providers

900 900 700 6 000

Number of research reports on the recognition levels and knowledge of primary national symbols

Heraldry 1 Quarterly Signed-off research report and documented research findings

Initiate the procurement process and appoint service providers

Submit the first research project status report

Submit the second research project status report

Submit the research project exit report with findings

500

Number of handheld flags distributed

Heraldry 100 000 Quarterly Records in the heraldry assets book for collections and courier stubs for those sent Letters of request and acknowledgement

30 000 20 000 30 000 20 000 500

Number of workshops on national symbols held

Heraldry 5 Quarterly Workshop reports, invitations and letters of acknowledgement

1 1 2 1 150




indicator





(R’000)

2013/142013/14

Q12013/14

Q22013/14

Q32013/14

Q4

National Order Award Ceremony coordinated

Heraldry 1 Quarterly Pproject exit report and visual documentation of the event from Government Communication and Information System (GCIS)

1 500

Number of exhibitions on national symbols hosted

Heraldry 3 Quarterly Project exit reports and letters of acknowledgement

1 1 1 - R200

Number of heraldic representations registered

Heraldry 40 Quarterly Heraldic register 10 10 10 10 50

Number of register drawings painted

Heraldry 40 Quarterly Register drawings 10 10 10 10 30

Number of jobs opportunities in heritage and heraldry

Heritage Promotion 4 164 Quarterly Reports 1 041 2 082 1 041 23 000



Heritage Promotion

Audited outcome (R’000)


(R’000)


(R’000)

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

Promotion of Heritage 52 002 40 139 50 874 65 031 69 283 74 733 78 445

Heritage Institutions 533 140 501 392 382 465 401 404 424 031 450 751 472 075

South African Heritage Resources Agency 33 845 36 204 85 526 41 037 43 666 46 417 48 552

South African Geographical Names Council 5 609 1 849 6 388 7 668 8 090 8 575 8 969

Capital Works of Heritage Institutions 178 656 136 822 165 301 230 075 289 512 305 083 319 117

Total 803 252 716 406 690 554 745 215 834 582 885 559 927 158







Non-profit institutions 216 232 246 259 273 289 302

Households 14 805 11 888 11 289 10 994 12 867 14 614 15 286



Payments for financial assets 2 - 7 - - - -

Total 803 252 716 406 690 554 745 215 834 582 885 559 927 158


11.3 Key risk

APP REF STATEGIC GOAL STRATEGIC OBJECTIVES RISK CATEGORY AND DESCRIPTION


HID1 Goal 5-Development, protection, preservation, promotion of Arts ,Culture heritage

Transform South Africa’s heritage and heraldry landscape

Cycle Time Risk: Extended scope through unplanned projects (additional and complex activities) preventing the delivery of approved projects on time.

1. Re-alignment of project plans to revise Departmental Strategic Goals 2. Terms of Reference already in place for the identification and appointment of service providers

1. Develop long-term plans for legacy projects over the MTEF period 2.Environmental applications need to be completed early on in the project life-cycle.

High

HID2 Goal 5-Development, protection, preservation, promotion of Arts ,Culture heritage

Establish strategic partnerships to leverage resources for maximum impact of programmes

Contract Commitment Risk: DAC not fulfilling its obligation as stated in the agreement with UNESCO

1. A request to National Treasury to assist DAC to meet its obligations has been forwarded 2. Internal support from International Relations in seeking funds

DG to meet to seek funding from other Departments ( Tourism, Basic Education, Environmental Affairs and Treasury and DIRCO) to seek additional financial support

High

LH1 Goal 5-Development, protection, preservation ,promotion of Arts ,Culture heritage

Transform South Africa’s heritage and heraldry landscape

Partnership Risk: Lack of awareness and support of standardisation initiatives from municipalities

1. National workshops conducted for provincial officials responsible for geographical names. 2. Four provinces ( KZN, EC, Gauteng and Limpopo) consultation and capacity building was done

Capacity building and workshops planned for official responsible for geographical names in all municipalities.

High

HP1 Goal 1- Job Creation Create jobs in the heritage and heraldry sector

Measurement Risk: External factors influence the job creation target set

1. Budget with targeted numbers per project already approved

1. Develop a job creation strategy 2. Quarterly monitoring of targets met by each project

High


12. PROGRAMME 6: nATIOnAL ARChIVES And LIBRARy SERVICES

The aim of this programme is to develop the archival and information resources of South Africa and in so doing to strengthen good governance through full and open access

to such resources. This programme supports the following DAC goals:


Goal 5: Development, protection and preservation of arts, culture and heritage


DAC Strategic

Goal

Programme Strategic Objective

Programme Measureable

Objective


indicator

Code 3 Year Target Baseline Estimated performance

Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Access to information

Regulate the management of records across the public service

Identify, acquire and preserve records and materials of national significance with enduring value

Number Oral history projects conducted

NA 1 9 Oral history projects conducted by March 2016

3 4 4 3 3 3 3

Number of Library materials purchased by provinces

LPC 1 1 200 000 library purchased by provinces by March 2016

345 194 656 205 343 887 525 000 350 000 400 000450 000

Implement preventive and curative interventions to safeguard archival and library materials

Number of collections inventories compiled

NA 2 3 collections inventories compiled by March 2016

1 2 2 2 1 1 1



DAC Strategic

Goal

Programme Strategic Objective

Programme Measureable

Objective


indicator

Code 3 Year Target Baseline Estimated performance

Medium-term targets

2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

.

Number of audio-visual formats inventoried

NA 3 1200 audio-visual formats inventoried by 31 March 2016

8802 9310 5524 1500 400 400 400

Promote the existence and use of archival and library resources/services

Number of Archival outreach programmes presented

NA 4 12 Archival Outreach programmes presented by March 2016

4 6 6 6 4 4 4

number of Oral History Conferences workshops/seminars organised

NA 5 3 Oral History Conferences workshops/seminars organised by 31 March 2016

1 1 1 1 1 1 1

Development, protection preservation and promotion of arts, culture and heritage

Provide adequate and modern infrastructure for archives and libraries

Acquire and implement technologies to enhance preservation, promotion and access to archival and library services

National Archives Digitisation strategy approved and implemented

NA 6 National Archives Digitisation strategy approved and implemented by 31 March 2016

- - - - Approved by Act CD/NA Digitisation Strategy by 31 March 2014

1 Digitisation Project Initiated

1 Digitisation Project Implemented

Number of new libraries built

LPC 2 51 new libraries built by March 2016

7 10 13 15 16 17 18

Number of Libraries upgraded

LPC3 135 libraries to be upgraded by 31 March 2016

43 56 51 50 40 45 50






indicator


Annual Target Reporting Frequency

Means of Verification

Quarterly Targets 2013/14 Annual Budget

R’0002013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Number Oral history projects conducted

National Archives 3 Quarterly Minutes, submissions, reports

- 1 1 1 R 150 000

Number of library materials purchased by provinces

Library Policy and Coordination

350 000 Quarterly Quarterly reports 20 000 40 000 90 000 200 000 Grant funding R60m

Number of collections inventories compiled

National Archives ( Reading Room )

1Inventory Quarterly (progress) Register Progress report on arrangement and description

Progress report on arrangement and description

Progress report on arrangement and description

Completion of 1 Inventory

All work will be done internally and o extra resources will be required

Number of audio visual formats Inventoried

NFVSA 400 Monthly/quarterly/annually

Inventory/Registers 100 100 100 100 All work will be done internally and no extra resources will be required

Number of Archival outreach programmes presented

National Archives ( Repository )

4 Quarterly Minutes, submissions, reports

1 1 1 1 R 848 000

number of Oral History Conference/workshops/seminars organised

National Archives ( Repository )

1 Quarterly Minutes, submissions, reports

Organised planning meeting with the provincial archives, draw venue specifications

Appoint a service provider for the venue

1 Oral History Conference hosted

Conference evaluation and drafting of a conference report

R 804 000

National Archives Digitisation strategy approved and implemented

National Archives ( Preservation )

Strategy Approved and one project initiated

Quarterly Monthly Reports Progress report on the approval process

Completed strategy document

Approval of the National Archives Digitisation strategy by the Act. CD/NA by 31 Dec ember 2013

Implementation of 1 digitisation project by 31 March 2014

l work will be done internally and o extra resources will be required

Number of new libraries built


16 Quarterly Quarterly reports 0 0 2 14 Grand Funding R157 156m




indicator


Annual Target Reporting Frequency

Means of Verification

Quarterly Targets 2013/14 Annual Budget

R’0002013/14

2013/14 Q1

2013/14 Q2

2013/14 Q3

2013/14 Q4

Number of libraries upgraded


40 Quarterly Quarterly reports 0 5 10 25 R33 772 m



National Archives and Library Services

Audited outcome



R thousand 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16

Subprogrammes

National Archive Services 51 647 46 271 44 439 50 249 51 813 60 817 64 556

National Library Services 70 448 71 030 87 475 88 503 91 874 107 484 115 995

Community Library Services 440 600 462 445 569 934 564 574 597 786 1 016 210 1 340 562

Capital Works of Libraries - - 20 018 98 350 40 000 50 000 52 300

Total 562 695 579 746 721 866 801 676 781 473 1 234 511 1 573 413





Transfers and subsidies 512 953 534 139 677 563 751 632 731 099 1 175 211 1 510 444

Provinces and municipalities 440 600 462 445 569 934 564 574 597 786 1 016 210 1 340 562



Households 1 905 664 136 205 1 439 1 517 1 587

Payments for capital assets 1 468 1 575 31 889 - - -

Machinery and equipment 1 468 1 575 31 889 - - -

Payments for financial assets 406 37 20 - - - -

Total 562 695 579 746 721 866 801 676 781 473 1 234 511 1 573 413


12.3 Key risks

APP REF STRATEGIC GOALS STRATEGIC OBJECTIVES RISK CATEGORY AND DESCRIPTION


NA1 Access to information 1.1 Regulate the management of records across the public service

Customer Wants Risk Inability to accept records transfers from client offices for archival purposes ( including audio visual collections)

1. HVAC (Heating, Ventilation and Air-conditioning -Fires , Security and Shelving)- WCS048495 Project awarded; Old Library Building revamping project 2. Private storage companies are recommended to clients as an interim measure.

1. Usage of upgraded strong-rooms (mobile and compact) 2. Usage the Old Library for storage purposes

High


Compliance (Regulatory and other) Risk Lack of proper record keeping practices by Governmental bodies

1. Memorandum of Understanding between AG SA and the National Archives; posting of updated records management manuals and guideline on the revamped Archives website; updated NAAIRS.

1. AGSA to include records management compliance in their audit scope on a National scale. 2. Regulatory requirements to be communicated through NARSA website.

High

NA6 Access to information 1.2 Provide adequate and modern infrastructure for archives and libraries

Technological Innovation Risk Possible delays in the roll out of digitisation at the National Archives

1. A pilot was conducted with the Nelson Mandela Centre for Memory for digitising the Rivonia trial (transfer of skills and training) 2. National Archives Digitisation Strategy developed (draft)

1. Finalise, approve and implement the National Archives Digitisation Strategy 2. Acquire audio-visual and digitisation equipment 3. Submit revised procurement plan for National Archives

High


Infrastructure Risk Inadequate IT equipment for capturing and preserving information

1. NAAIRS and Archives website currently being upgraded 2. Task Team ( ( National Archives, ICT, and SITA) established ,Archives and SITA working on new initiatives to implement to implement the new NAAIRS plan.

1. Submit procurement plans of required equipment and systems.

High

LPC2; LPC3 Access to information Provide adequate and modern infrastructure for libraries

Outsourcing Risk

Late appointments of contractors

The DAC facilitates the business plans from all the provinces and monitors timelines and expenditure of the project ( at national level, TIC and Min-Mec)

1. Quarterly learning networks to be conducted with Provinces to improve performance

2. Bilateral with province on specific challenges by province, with the Technical Assistance Unit.

3. Allow 5% of grant funds for capacity building at Provincial level.

4. Conduct an evaluation of all projects and consolidate a report to National Treasury by Jul y each year.

High


13. COndITIOnAL GRAnTS

Name of Grant Community Library Service Grant

Purpose The purpose of the grant is to transform urban and rural community library infrastructure, facilities and services (primarily targeting

previously disadvantaged communities) through a recapitalized programme at provincial level in support of local government and national

initiatives

Performance Indicator Number of libraries structures established or upgraded;

In the financial period 2011-2012, the community libraries structures were established or upgraded as follows;

13 new libraries as at 30 March 2012

56 existing libraries were upgraded

Number of library material purchased

343 887 library materials purchased

Continuation The grant will be continued during the MTEF period. Provincial allocations for the MTEF have been finalised by National Treasury

Motivation The disparities in service provision across provinces have not yet been addressed. This grant is intended to address backlogs that have

accumulated over the years as a result of past discriminatory practices.


14. PuBLIC EnTITIES

Name of Public Entity Enabling Legislation Output Budget Allocation

2013/14 (‘000)

Arts Institutions

Artscape Cultural Institutions Act no 119 of 1998 Staging of productions 47 821

Market Theatre Foundation Cultural Institutions Act no 119 of 1998 Staging of productions 26 196

National Arts Council (NAC) National Arts Council Act no 56 of 1997 Grant-making to Artists and Arts Communities 87 554

Performing Arts Centre of the Free State Cultural Institutions Act no 119 of 1998 Staging of productions 35 487

KZN Playhouse Company Cultural Institutions Act no 119 of 1998 Staging of productions 40 570

The South African State Theatre Cultural Institutions Act no 119 of 1998 Staging of productions 42 393

Windybrow Cultural Institutions Act No. 119 of 1998 Staging of productions 10 082

National Film and Video Foundation

National Film and Video Foundation –

Development of local film industry

National Film and Video Foundation

Act No 73 of 1997

Funding for the film and video Industry.

Mandate to spearhead the equitable growth

and development of the South African film and

video industry.

105 223

Heritage Institutions

Die Afrikaanse Taalmuseum – Paarl Constitutional mandates; Legislative

mandates; Cultural Institutions

Act No 119 of 1998

Collections, conservation, research of the

collections, design relevant exhibitions, which

will support the institution in its outreach,

educational and public programmes

4 963

Freedom Park – Pretoria Constitutional mandates:

Legislative mandates Cultural Institutions

Act No 119 of 1998



will support the institutions in its outreach,


66 372



2013/14 (‘000)

Iziko Museums - Cape Town Constitutional mandates:


Act No 1 19 of 1998





61 515

Luthuli Museum – Stanger Constitutional mandates :


Act No 1 19 of 1998





7 465

KwaZulu-Natal Museum – Pietermaritzburg Constitutional mandates:

Legislative mandates

Cultural Institutions

Act No 1 19 of 1998





16 359

National Heritage Council (NHC) Constitutional mandates:

Legislative mandates National Heritage

Council Act 1999

The core function of the NHC is set out in the

NHC Act. These core functions inform the

day to day operations of the organisation and

will therefore be pre - eminent in the strategic

initiatives and their related objective

52 714

National Museum – Bloemfontein Constitutional mandates:


Act No 119 of 1998





38 415

Nelson Mandela Museum – Mthatha Constitutional mandates :


Act No 1 19 of 1998





18 900



2013/14 (‘000)

Robben Island Museum – Cape Town Constitutional mandates :


Act No 119 of 1998





61 586

South African Heritage

Resources Agency ( SAHRA)

Constitutional mandates :

Legislative mandates National Heritage

Resources Act of 1999

Deliver Heritage Conservation and

Management as legislated

(NHRA, No. 25 of 1999)

Maximise the performance and effectiveness

of SAHRA management and employees

Implement good corporate governance

43 666

The National English Literary

Museum – Grahamstown

Constitutional mandates Legislative mandates

Cultural Institutions Act No 119, 1998





8 148

Voortrekker/Msunduzi

Museum – Pietermaritzburg

Constitutional mandates


Act No 119, 1998.





11 236

War Museum of the Boer

Republics – Bloemfontein



Act No 119, 1998





8 022

William Humphreys Art

Gallery – Kimberly



Act No 1 19, 1998





5 613



2013/14 (‘000)

Ditsong Museum – Pretoria Constitutional mandates :


Act No 1 19 of 1998





62 450

Libraries

National Library of South

Africa

National Library of South Africa Act,

Act No. 92 of 1998

The core functions and strategies are

legislated by the Act, i.e. to collect, record,

preserve and make available the national

documentary heritage and to promote an

awareness and appreciation thereof, by

fostering information literacy, and by facilitating

access to the country’s information resources

68 117

South African Library for the Blind The South African Library for the Blind Act,

Act No. 91 of 1998

The core functions and strategies are

legislated by the Act, i.e. 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

15 626

Constitutional Institutions

The Pan South African Language Board

(PANSALB)

Pan South African Language Board

Act No. 59 of 1995

Promote multi-lingualism in South Africa 78 180


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