STRATEGIC PLAN FOR THE FISCAL YEARS 2015/16 2019/20€¦ · KZN Department of Arts and Culture -...

KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 1

STRATEGIC PLAN

FOR THE FISCAL YEARS

2015/16 – 2019/20

PROVINCE OF KWAZULU-NATAL

FINAL – 8 JANUARY 2015


Published by the KZN Department of Arts and Culture

Heritage House

222 Jabu Ndlovu Street

Pietermaritzburg, 3201

Tel: +27 33 342 6300 / 264 3410

Fax: +27 33 342 1645

The Strategic Plan for the KZN Department of Arts and Culture is available on:

www.kzndac.gov.za

http://www.dac.gov.za/


TABLE OF CONTENTS

FOREWORD BY THE MEC: ARTS, CULTURE, SPORT AND RECREATION ..................................... 3

OFFICIAL SIGN-OFF .............................................................................................................................. 4

ACRONYMS AND ABBREVIATIONS ..................................................................................................... 7

PART A: STRATEGIC OVERVIEW ................................................................................................... 10

1. THE VISION OF THE KZN DEPARTMENT OF ARTS AND CULTURE ......................................... 10

2. THE MISSION OF THE KZN DEPARTMENT OF ARTS AND CULTURE ...................................... 11

3. THE VALUES OF THE KZN DEPARTMENT OF ARTS AND CULTURE ....................................... 11

4. THE LEGISLATIVE AND OTHER MANDATES OF THE KZN DEPARTMENT OF ARTS

AND CULTURE................................................................................................................................ 12

4.1. CONSTITUTIONAL MANDATE ............................................................................................... 12

4.2. LEGISLATIVE MANDATES ..................................................................................................... 14

4.2.1. Sector Specific Legislation .......................................................................................... 14

4.2.2. Public Sector Administration and Governance Legislation ......................................... 15

4.3. POLICY AND STRATEGY MANDATES .................................................................................. 15

4.4. RELEVANT COURT RULINGS ............................................................................................... 22

4.5. PLANNED POLICY INITIATIVES ............................................................................................ 23

5. SITUATIONAL ANALYSIS ............................................................................................................... 23

5.1. PERFORMANCE ENVIRONMENT .......................................................................................... 26

5.1.1. Political and Strategic Directives Informing 2015 - 2019 Planning ............................. 26

5.1.2. Environmental Factors Impacting on the Work of KZNDAC ....................................... 27

5.1.3. Key Successes and Challenges Informing 2015-2019 Planning ................................ 29

5.1.4. Stakeholder Considerations Informing 2015-2019 Planning ....................................... 36

5.1.5. Summary of Strategic Imperatives and Planning Focus Areas Arising from the

Analysis of the Performance Environment .................................................................. 37

5.2. ORGANISATIONAL ENVIRONMENT ...................................................................................... 40

5.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS ............................................... 40

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE KZN DEPARTMENT OF ARTS AND

CULTURE ........................................................................................................................................ 41

PART B: STRATEGIC OBJECTIVES................................................................................................ 46

7. PROGRAMME 1: ADMINISTRATION - STRATEGIC OBJECTIVES ............................................. 46

7.1. PROGRAMME 1: ADMINISTRATION - RESOURCE CONSIDERATIONS ........................... 47

7.2. PROGRAMME 1: ADMINISTRATION - RISK MANAGEMENT .............................................. 48


8. PROGRAMME 2: CULTURAL AFFAIRS - STRATEGIC OBJECTIVES ........................................ 50

8.1. PROGRAMME 2: CULTURAL AFFAIRS - RESOURCE CONSIDERATIONS ....................... 52

8.2. PROGRAMME 2: CULTURAL AFFAIRS - RISK MANAGEMENT ......................................... 54

9. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - STRATEGIC OBJECTIVES ............... 57

9.1. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - RESOURCE

CONSIDERATIONS ................................................................................................................. 58

9.2. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - RISK MANAGEMENT ................ 59

PART C: LINKS TO OTHER PLANS ................................................................................................. 60

10. LINKS TO LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS ........................... 60

11. CONDITIONAL GRANTS................................................................................................................ 65

12. PUBLIC ENTITIES REPORTING TO THE DEPARTMENT OF ARTS AND CULTURE ................ 66

13. PUBLIC-PRIVATE PARTNERSHIPS ............................................................................................. 67

14. MATERIALITY FRAMEWORK ........................................................................................................ 67


ACRONYMS AND ABBREVIATIONS

ACH Arts, Culture and Heritage

AG Auditor-General

ANC African National Congress

APP Annual Performance Plan

BBBEE Broad-based Black Economic Empowerment

CAC Community Art Centre

CATHSSETA Culture, Arts, Tourism, Hospitality and Sports Sectoral Education and Training Authority

CBO Community Based Organisation

CCI Cultural and Creative Industries

CEO Chief Executive Officer

DAC Department of Arts and Culture

DG Director-General

DORA Division of Revenue Act

DPME Department of Performance Monitoring and Evaluation in the Presidency

ENE Estimates of National Expenditure

FCS Framework for Cultural Statistics

FET Further Education and Training

GEYODI Gender, Youth and People with Disabilities

GM General Manager

GRAP Generally Recognised Accounting Practice

GWMES Government-Wide Monitoring and Evaluation System

HLT Human Language Technologies

HOD Head of Department

HRM Human Resource Management

ICT Information and Communication Technology

IGR Inter-Governmental Relations

IPAP Industrial Policy Action Plan

IR International Relations

KMO Key Measurable Objectives

KPA Key Performance Area

KZN KwaZulu-Natal

KZNDAC KwaZulu-Natal Department of Arts and Culture

LIASA Library and Information Association of South Africa


LHR Liberation Heritage Route

M&E Monitoring and Evaluation

MGE Mzansi Golden Economy Strategy

MOU / A Memorandum of Understanding / Agreement

MPAT Management Performance Assessment Tool

MSP Master Systems Plan

MTEF Medium Term Expenditure Framework

MTSF Medium Term Strategic Framework

NA National Archives

NAAIRS National Automated Archival Information Retrieval System

NACISA National Cultural Industries Skills Academy of South Africa

NARS National Archives and Records Service

NCHLT National Centre for Human Language Technologies

NCLIS National Council for Library and Information Services

NDP National Development Plan, Vision 2030

NEPF The National Evaluation Policy Framework

NFVSA National Film, Video and Sound Archives

NT National Treasury

OBA Outcomes-Based Approach

OBPA Outcomes-Based Planning Approach

PAIA Public Access to Information Act

PanSALB The Pan South African Language Board

PFMA Public Finance Management Act

PGDP Provincial Growth and Development Plan

PGDS Provincial Growth and Development Strategy

PPM&E Planning, Performance Monitoring and Evaluation

PSA Public Service Act

PWD Persons with Disabilities

RMC Records Management Capacity

RWP Revised White Paper on Arts, Culture and Heritage

SADC South African Development Community

SALA South African Literary Awards

SALPC South African Language Practitioners‟ Council

SAN Storage Area Network

SASQAF The South African Statistics Quality Framework

SCM Supply Chain Management


SDIP Service Delivery Improvement Plan

SEDA Small Enterprise Development Agency

SETA Sector Education and Training Authority

SIC Standard Industry Classification codes

SMART Specific, measureable, achievable, realistic and time bound

SMME Small, Medium and Micro Enterprises

SMS Senior Management Service

SONA State of the Nation Address

SOPA State of the Province Address

TIC Technical Implementation Committee

TMS Terminology Management System

UNESCO United Nations Educational, Scientific and Cultural Organisation

WSP Workplace Skills Plan


PART A: STRATEGIC OVERVIEW

2014 marked the historic milestone of 20 years of freedom and democracy in South Africa. It is

broadly acknowledged that South Africa is indeed a better place to live today, as compared to 20

years ago.

The 5th administration of the Republic of South Africa therefore takes office with a good sense of what

has been achieved and that government has done well and made inroads towards addressing

poverty, inequality and unemployment over the past 20 years. However, it is recognised and

appreciated that many challenges remain and that government must radically and fundamentally

change its approach if the electoral manifesto of 2014 is to be achieved. In the State of the Province

Address (SOPA) in June 2013, the Premier of KZN emphasised that failure is not an option and that

“in this era we will tackle unemployment in particular, which will logically impact on equality and

poverty”.

The National Development Plan (NDP), adopted by Cabinet in 2012, is the visionary blueprint of

government, and in fact business and society as collaborative partners; towards achieving the range

of socio-economic growth and development targets by 2030. Giving effect to this long range plan is a

series of Medium-Term Strategic Frameworks (MTSF‟s). 2014–2019 is the first of three such

Frameworks and identifies the critical actions to be prioritised for the first 5-years towards NDP, Vision

2030.

The KZN Provincial Government has aligned itself to this visionary roadmap through the identification

and articulation of seven provincial strategic goals / priorities as outlined in the KZN Provincial Growth

and Development Strategy and related Plan; setting the high-level tone and direction for planning by

provincial departments in KZN. It is within this strategic context and under the auspices of the

constitutional and legislative mandates of KZNDAC that the strategic posture of the Department has

been formulated.

1. THE VISION OF THE KZN DEPARTMENT OF ARTS AND CULTURE

A vision is an inspiring picture of a preferred future. Hence the vision and mission of the KZNDAC is

premised on the overall vision of the kind of Province we seek to create. The vision for the KZN

Provincial Government as articulated in the Provincial Growth and Development Strategy is as

follows:

“By 2030, KZN will be a prosperous province with a healthy, secure and skilled population, acting

as a gateway to Africa and the world.”

Further to this, the vision and mission of the KZNDAC is informed by the overall vision articulated in

Chapter 15 of the National Development Plan, in that we are working towards a country in 2030 in

which people will “be more conscious of the things they have in common than their differences”.

Inspired by the vision of the National DAC and the Arts, Culture and Heritage (ACH) sector, KZNDAC

then sets for itself the following vision:

“Prosperity and social cohesion through arts and culture”.


2. THE MISSION OF THE KZN DEPARTMENT OF ARTS AND CULTURE

In working towards the achievement of its vision, the KZN Department of Arts and Culture, defines its

mission as follows:

To provide integrated arts and culture services for the people of KwaZulu-Natal by:

Developing and promoting arts and culture in the Province and mainstreaming its role in

socio-economic development;

Supporting interventions to develop arts and culture capacity and capability in the Province;

Implementing social cohesion and moral regeneration programmes that contribute to the

transformation of society and nation-building;

Developing and promoting the previously marginalised languages and enhancing the

linguistic diversity of the Province; and

Collecting, preserving and providing archival, museum, library and other forms of information

resources.

3. THE VALUES OF THE KZN DEPARTMENT OF ARTS AND CULTURE

In turn, Values identify the principles for the conduct of the institution in carrying out its mission.

The values and principles that underpin the KZNDAC’s pursuit of its mission are predicated on the principles of Batho-Pele, and are:

Value What it means for KZNDAC in practice

Patriotism We strive to actively pursue opportunities to uplift the communities of KZN,

socially and economically, by challenging the status quo and implementing our

mandate with passion and dedication whilst remaining true to the values of loyal

service to the people.

We are proud of our heritage and committed to the radical transformation

agenda of the government of the day. We aim to address the needs of the

marginalised and impoverished and will use all available resources to elevate the

image of the Province as a significant cultural hub.

We demonstrate our commitment to the nation and the Province by participating

in all key government activities and events which we view as opportunities to

lobby for key programmes, to stimulate partnerships and to engage with

stakeholders about our desire and plans to move our nation and our Province

forward.

Ubuntu (Care

and Concern for

people)

Acknowledging cultural diversity in the Province and the needs of the citizens of

KZN, particularly the less fortunate, we work with care, empathy and kindness in

striving for a better life for all the people of our Province.

We focus on collaboration, working together as a cross-functional team and

sharing insights and expertise in order to achieve our goal of creating value in


Value What it means for KZNDAC in practice

the arts and culture sector in the Province.

We work hard at maintaining a safe and healthy work environment, protecting

our assets and scarce resources, developing our people and promoting a

healthy work / life balance.

Creativity We make listening and comprehending the needs of our stakeholders in the arts

and culture sector the foundation off of which to proactively innovate, through the

creation of new approaches to what we do and new products and services.

We understand the constraints of government, particularly the lack of resources

to pursue all programmes to the full. It is with this in mind that we proactively

focus on turning ideas into cutting edge, best in class and “outside the box” approaches and solutions.

Integrity We understand that our stakeholders value and seek openness, honesty,

consistency and fairness from us at KZNDAC. In order to achieve these ideals

we have adopted a mind-set of doing what is right and acting in good faith at all

times, and especially when nobody is watching.

We are committed to ethical behaviour and have a zero tolerance stance

towards corruption of any form in the arts and culture sector. Humility, justice

and honour underpin our behavioural standards.

We exercise care not to disclose confidential information.

Accountability Our accountability to the people of KZN is based on us providing them with high

quality services; cost effectively and with the least possible wastage.

We commit to keeping our promises, reporting accurately on our performance

and commitments, and taking ownership of the task to ensure that it is done

correctly the first time around.

We are driven by purpose and work tirelessly towards achieving our goals,

displaying a winning attitude to the achievement and reporting on results and

being held to account for our performance.

4. THE LEGISLATIVE AND OTHER MANDATES OF THE KZN DEPARTMENT OF ARTS AND CULTURE

The following are the specific constitutional and legislative mandates and policy directives that define

the parameters within which the KZN Department of Arts and Culture operates; and from which the

institution derives its mandate.

4.1. CONSTITUTIONAL MANDATE

The South African Constitution, Act 108 of 1996, states in its preamble: “We the people of South Africa … believe that South Africa belongs to all who live in it, united in our diversity”.

Chapter 2 of the

Constitution then further discusses the basic principles of human dignity, democracy, freedom,


non‐racialism, and non‐sexism. It is axiomatic and widely held that these statements extend to every

inhabitant of the country, both citizen and non‐citizen.

The Constitution is the supreme law of the Republic of South Africa and, along with the Bill of Rights,

forms the legal foundation of a democratic South Africa, sets out the rights and duties of its citizens

and defines the structure of the government. All laws of the country must be consistent with the

Constitution and it further requires that all spheres of government work together to address poverty,

underdevelopment, marginalisation of individuals and communities and other legacies of Apartheid

and discrimination. In this light, all Government Institutions, Entities, and Municipalities ultimately

derive their mandate from the Constitution.

The KZN Department of Arts and Culture (KZNDAC) therefore derives its primary mandate from the

Constitution of the Republic of South Africa, Act 108 of 1996, including from the Preamble and

Founding Provisions, and in particular:

1) Section 9(3)- Equality: “The state may not unfairly discriminate directly or indirectly against anyone on one or more grounds, including race, gender, sex, pregnancy, marital status,

ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief,

culture, language and birth”, and

a) Section 10- Human Dignity: “Everyone has inherent dignity and the right to have their dignity respected and protected”.

Read together, sections 9(3) and 10 orientate the inclusivity and transformational imperatives

of the work and focus of KZNDAC.

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

a) Freedom of the press and other media;

b) Freedom to receive or impart information or ideas;

c) Freedom of artistic creativity; and

d) Academic freedom and freedom of scientific research”.

As the Department responsible for the preservation and development of arts and culture,

section 16 (1) has direct relevance to the manner in which KZNDAC implements its

programmes.

3) Section 30- Language and Culture: “Everyone has the right to use the language and to participate in the cultural life of their choice, but no one exercising these rights may do so in a

manner inconsistent with any provision of the Bill of Rights”.

These are fundamental considerations for KZNDAC in developing and expanding inclusivity

and transformation across its programmes; language and culture being key responsibilities of

the Department.

4) Section 32(1)- Access to Information: “Everyone has the right of access to:

a) Any information held by the state; and

b) Any information that is held by another person and that is required for the exercise or

protection of any rights.


This provision has direct bearing on the work of KZNDAC as the Department responsible for

libraries and archives.

5) Schedule 5, Part A: “Functional areas of exclusive provincial legislative competence”, applicable to the arts and culture sector:

a) Archives other than national archives;

b) Libraries other than national libraries;

c) Museums other than national museums.

The assignment of these functions as a provincial competence gives credence to the drive to

provincialize these functions.

Within this broad constitutional context, the important role of arts and culture in shaping the Province‟s identity, its perception of itself and how it relates to the other spheres of government and the larger

ACH sector, is recognised.

4.2. LEGISLATIVE MANDATES

Whereas the Constitution provides the establishment mandate for the KZNDAC, a number of Acts

then further expand the specific roles and functions of the KZNDAC and inform its approach to the

implementation of its Constitutional mandate, namely and amongst others:

4.2.1. Sector Specific Legislation

Culture Promotions Act (No. 35 of 1983);

Cultural Affairs Act (No. 65 of 1989);

KwaZulu-Natal Parliamentary Official Languages Act (No. 10 of 1998);

KwaZulu-Natal Archives and Records Services Act (No. 8 of 2011);

KwaZulu Libraries Act (No. 18 of 1980);

National Language Policy Framework (2003);

Natal Provincial Museum Ordinance (No. 26 of 1973);

Natal Provincial Library Service Ordinance (No. 5 of 1952);

Pan South African Language Board Act (No. 59 of 1995);

Promotion of Access to Information Act (No. 2 of 2000);

South African Geographical Names Council Act (No. 118 of 1998);

South African Public Library and Information Services Bill (2012);

Use of Official Languages Act (No. 12 of 2012);


4.2.2. Public Sector Administration and Governance Legislation

Public Service Act (No. 103 of 1994), as amended, and Public Service Regulations;

Public Finance Management Act (No. 1 of 1999), as amended, and Treasury and DPME

Regulations and Policy Frameworks as published;

KZN Provincial Supply Chain Management Policy Framework (2006);

Promotion of Administrative Justice Act (No. 3 of 2000);

Promotion of Equality and Prevention of Unfair discrimination Act (No. 4 of 2000);

Skills Development Act (No. 97 of 1998);

Skills Development Levies Amendment Act (No. 24 of 2010);

Division of Revenue Act (No. 10 of 2014);

South African Qualifications Authority Act (No. 58 of 1995);

Protected Disclosures Act (No. 26 of 2000);

Prevention and Combating of Corrupt Activities Act (No. 12 of 2004);

Consumer Protection Act (No. 68 of 2008);

Labour Relations Act (No. 66 of 1995), as amended;

Basic Conditions of Employment Act (No. 75 of 1997);

Employment Equity Act (No. 55 of 1998), as amended;

Occupational Health and Safety Act (No. 85 of 1993);

Compensation for Occupational Injuries and Diseases Act (No. 130 of 1993);

Broad-Based Black Economic Empowerment Act (No. 53 of 2003), as amended;

Intergovernmental Relations Framework Act (No. 13 of 2005);

Preferential Procurement Policy Framework Act (No. 5 of 2000).

The abovementioned legislation is not exhaustive and it is recognised that KZNDAC must comply with

all national and provincial legislation, regulations, and policy directives, as well as Local By-Laws,

applicable to their functions.

The KZNDAC Head of Department, as Accounting Officer, is mandated to exercise oversight over the

Department‟s performance and compliance to the legislative environment. This entails administrative

leadership, planning, monitoring, coordination and delivery in accordance with the Public Service Act

(PSA), 1994 as amended, together with the regulations.

4.3. POLICY AND STRATEGY MANDATES

Where the relevant legislation prescribes what the KZNDAC must do, various policy and strategy

frameworks and directives serve to focus and prioritise the Department‟s work and effort. In its strategic planning processes it is then incumbent on the KZNDAC to examine the broader government

policy and strategy environment and articulate its aligned response. The key policies and strategic

frameworks informing this strategic plan are summarised below:


The National Development Plan, Vision 2030 outlines a long term vision and plan for the country,

cutting across all sectors of the state and society. By creating a virtuous cycle of growth and

development the principle objectives of the NDP are to eliminate poverty and sharply reduce

inequality by 2030. Key to the achievement of these objectives is the integration of planning and

greater policy coherence in government, focused on strengthening the capability of the people of

South Africa and of the country towards a situation in which South Africans will be more conscious of

that which they have in common, rather than the differences that separate them.

Inclusive growth and development, an active and united citizenry and a capable state are some of the

visionary elements of the NDP, Vision 2030. This implies that interventions need to facilitate an

experience by all South Africans that cut across the divisions of race, gender, and class; and

accordingly, a central focus of the NDP is on creating opportunities that equalise the life chances of

South Africans. The NDP calls for the promotion of social cohesion across society that is based on

respect and appreciation for constitutional values enshrined in the Constitution.

Chapter 15 of the National Development plan, Vision 2030, asserts that through nation-building

and social cohesion, both as an end-state and as a facilitator; the Arts, Culture and Heritage Sector is

a powerful driver of creating a sense of inclusiveness and encouraging interaction between South

Africans from different social backgrounds; and importantly, mobilising active and responsible

citizenry. Furthermore, the NDP highlights that the economic value and contribution of the Arts,

Culture and Heritage Sector is increasingly recognised; and that strategies must be developed and

implemented to exploit its potential on a global scale.

The 2014–2019 National Medium-Term Strategic Framework and the 14 Government Outcomes,

aligned to the 15 chapters of the NDP, is the first MTSF to follow the adoption of the NDP in

September 2012 and is Government‟s strategic plan for the 2014–2019 electoral term.

The MTSF identifies the critical actions to be undertaken during 2014–2019 to place the country on a

positive trajectory towards the achievement of the 2030 vision. It further identifies indicators and

targets to be achieved in the period. Departmental strategic plans must then contain and unpack

relevant MTSF commitments in support of the MTSF‟s aim to ensure policy coherence, alignment and

coordination across government.

The MTSF 2014–2019, aligned to the NDP and the priorities of the electoral mandate of the 5th

administration of a democratic government, has two over-arching themes – radical economic

transformation and improving service delivery, structured around 14 priority outcomes, made up of the

12 outcomes of the previous administration, as well as two new outcomes, as listed in the table below:

Number Outcome

ONE Quality Basic Education

TWO A long and healthy life for all South Africans

THREE All people in South Africa are and feel safe

FOUR Decent employment through inclusive growth

FIVE A skilled and capable workforce to support an inclusive growth path

SIX An efficient, competitive and responsive economic infrastructure network


Number Outcome

SEVEN Vibrant, equitable, sustainable rural communities contributing towards food security

for all

EIGHT Sustainable human settlements and improved quality of household life

NINE Responsive, accountable, effective and efficient local government

TEN Protect and enhance our environmental assets and natural resources

ELEVEN Create a better South Africa and contribute to a better Africa and a better world

TWELVE An efficient, effective and development-oriented public service

THIRTEEN A comprehensive, responsive and sustainable social protection system

FOURTEEN A diverse, socially cohesive society with a common national identity

The KZN Provincial Growth and Development Strategy (PGDS) and the Provincial Growth and

Development Plan (PSDP) as emphasised during the KZN Premier‟s State of the Province Address on 26 June 2014, together represent KZN Province‟s alignment to the NDP, Vision 2030 and MTSF 2014–2019. Based on a detailed situational analysis of the KZN Province and considering alignment,

integration and coordination across sectors and all spheres of government, the PGDS provides the

vision and strategic framework for provincial growth and development and the PGDP provides the

mechanisms and plans to get there.

The various priorities of the Province have been consolidated into 7 (seven) provincial strategic goal

priorities. The alignment to the MTSF and the focus of each goal is reflected in the table below.

National MTSF 2014–2019

alignment (abbreviated)

Provincial Strategic Goal

/ Priority

Focus of the Strategic Goal /

Priority

4: Decent employment

7: Sustainable rural

communities

1. Job Creation Agricultural development, industrial

development through trade and

investment, government-led job

creation programmes, SMME,

entrepreneurial and youth

development

1: Quality basic education

5: A skilled and capable

workforce

2. Human Resource

Development

Early childhood development,

primary and secondary education,

skills development, youth skills

development and life-long learning

2: A long and healthy life for

all

3: Safety and security

13: Social protection

3. Human & Community

Development

Poverty alleviation & social welfare,

health, food security, sustainable

human settlements, safety and

security, social capital


National MTSF 2014–2019

alignment (abbreviated)

Provincial Strategic Goal

/ Priority

Focus of the Strategic Goal /

Priority

14: Social cohesion and

nation building

6: Infrastructure

development

4. Strategic

Infrastructure

Development of harbours, ports,

roads, rail networks, ICT

infrastructure, water resource

management and supply, energy

production and supply

10: Environment and natural

resources

5. Environmental

Sustainability

Productive use of land, alternative

energy, biodiversity management,

climate change mitigation

9: Effective local

government

12: Development-oriented

public service

6. Governance and

Policy

Policy and strategy coordination and

IGR, building government capacity,

fraud and corruption elimination,

effective governance

8: Human settlements

development

7. Spatial Equity Spatial concentration, planning and

integrated land management

In terms of the above national and provincial strategic alignment, KZNDAC specifically contributes to

the following provincial strategic goals / priorities:

Provincial Goal /

Priority Overview of the contribution of KZNDAC

1. Job Creation Protecting, preserving, promoting and developing arts and culture; and

advancing the socio-economic inclusivity and contribution of the sector.

Community arts, establishment of incubators, capital ventures, focus on

training and entrepreneurship, the role of arts and culture in Africa,

development of local content, local markets and exports markets.

Entrepreneurial development and support and job creation interventions.

Initiatives to increase the number of people accessing museums, theatres,

festivals and other arts and culture resources.

Developing and enhancing the physical and non-physical infrastructure

necessary to support the development and preservation activities in the

sector, so as to further contribute to the growth of the sector.

2. Human

Resource

Development

Ensuring an efficient, effective and development-oriented sector through

driving human resource policy and strategy that serves to attract, develop

and retain the best possible skills and harness the productive energies of

all sector employees.

Sectoral bursary schemes and partnerships with CATHSSETA and other

academic Institutions are highlighted.


Provincial Goal /

Priority Overview of the contribution of KZNDAC

The establishment of a functional Provincial Arts and Culture Academy.

3. Human and

Community

Development

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

Strengthen work on social cohesion through community conversations;

Social Cohesion Advocates and the effective implementation of Provincial

Summits.

Ensure visibility of social cohesion and nation building actions and

activities at all levels of society and through the media.

Implement key strategic interventions and actions that will rally key sectors

and institutions around the social cohesion and nation building, as well as

the moral regeneration, agenda.

Entrench linguistic diversity in a manner that facilitates equitable cultural

expression by citizens and communities.

More citizens to have access to information and literacy development for

the creation of an empowered reading society in the Province.

Enable communities to gain access to knowledge and information that will

improve their social, economic and political situation.

The provision of community libraries, ICT and other services to the

communities without access.

The preservation of archival heritage and the proper care of public

records.

Transform the museum sector so that our diverse cultures are identified,

preserved, conserved, protected and appreciated by all citizens of the

Province.

4. Strategic

Infrastructure

Direct and focused attention to rural areas for the establishment of

libraries, community arts centres, museums and other arts and culture

infrastructure.

ICT infrastructure in libraries, museums, archives and arts centres.

5. Governance

and Policy

Driving a shared vision and common strategic priorities for the Province‟s arts and culture sector through effective strategic leadership, to ensure

effective implementation of the electoral mandate.

Ensuring sound governance and the enhanced integration of systems and

processes, by strengthening internal controls and financial systems within

and across the sector.

Rendering effective administrative services to create an enabling and

supportive environment, both horizontally and vertically, for the delivery of

the core business of the Department.

Fostering strong intergovernmental, international and stakeholder

relationships to advance the arts and culture agenda of the Province.


It is further noted that the National Department of Arts and Culture has been delegated the

responsibility to lead and coordinate the delivery of the outputs of Outcome 14: A diverse, socially

cohesive society with a common national identity. An important priority for the Province is to

contribute significantly, and in collaboration with the National Department of Arts and Culture, to the

achievement of the social cohesion and nation building outputs espoused in the outcome. The

following strategy is then of particular relevance to the KZNDAC.

A National Strategy for Developing an Inclusive and a Cohesive South African Society (2012),

driven by the National DAC, is intergovernmental in focus and cross-sectoral in design, aimed at

articulating measurable social cohesion programmes at all levels of social and public life in South

Africa which facilitate the building of a unified, caring and proud society. A number of

recommendations are put forward to effectively deal with the challenges of the prevailing South

African society, including amongst others:

The integration of social cohesion and nation building in economic and social development,

not as a stand-alone initiative;

The creation of awareness and the mobilisation of communities through community

conversations;

The expansion of existing DAC campaigns to promote public participation and change;

The recognition of outstanding contributors to social cohesion and nation building;

The development of a social cohesion and nation building project manual and toolkit to be

used and applied by practitioners;

Research for effective planning and monitoring by research institutions in the areas of social

cohesion and nation building;

That 5-year national social cohesion report back summits be convened.

The role of KZNDAC is to ensure that applicable and relevant initiatives find expression in this

strategic plan and, particularly, in the performance planning of the Department.

The Mzansi Golden Economy (MGE) Strategy (2011) elucidates the value of the sector beyond the

“soft” measures, which may typify general understanding and highlight its tangible economic benefits.

The MGE Strategy further articulates the fact that although the sector has historically contributed to

economic growth, this contribution is nowhere near reaching its full potential. This is a crucial point as

the country continues to face the triple challenge of high levels of poverty, unemployment and

inequality exacerbated by the extended global economic recession and South Africa‟s below-par

growth rates over the past 5-years.

The ANC, in its economic policy: Ready to Govern: ANC Policy Guidelines for a Democratic South

Africa, emphasises that “the central goal of the ANC‟s economic policy is to create a strong, dynamic and balanced economy that will be directed towards…creating productive employment opportunities

at a living wage…and initiating growth and development to improve the quality of life for all South Africans, especially the poor.” The radical transformation agenda of this 5th

term of government

carries this policy stance forward. It is then expected of all spheres of government to contribute to

creating an enabling environment for job creation, growth and development.

The National DAC and the Sector, including provincial arts and culture departments, adopted the

Mzansi Golden Economy Strategy following a National Consultative Summit in April 2011. Significant

in the evolution of the policy intent of the ACH Sector is the added focus on economic empowerment.


This is an important inclusion in that it elevates the contribution of the ACH Sector beyond what may

be seen as a “nice to have” to it being recognised as:

i) A significant contributor to economic growth of the country, and to the economic

empowerment of people participating in the sector;

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

and

iii) A sector that plays a critical role in driving the transformation of South African society towards

greater social cohesion and nation building.

The adoption of the MGE strategy by KZNDAC represents an opportunity for the Department to

contribute significantly to the socio-economic upliftment of the people of KZN operating in the ACH

space and to ultimately impact on the GDP of the Province.

The Industrial Policy Action Plan (IPAP) is an iterative and annual process that is enhanced year-

on-year. It is located within the broader framework provided by the National Industrial Policy

Framework (NIPF), which was adopted by government in 2007. The NIPF provides the more general

industrial policy framework for IPAP and serves as the blueprint for government‟s collaborative engagement with its social partners from business, labour, and civil society.

Additionally, IPAP supports the programmatic approach of the New Growth Path (NGP) (2008) and is

one of the key pillars of that document. In more recent iterations, IPAP is also informed by the vision

set out for South Africa‟s development, provided by the National Development Plan (NDP).

The Industrial Policy Action Plan (IPAP3: 2013–2016) discusses the ACH Sector under Cluster 2:

“scaled-up and broadened interventions in existing IPAP Sectors”; where it specifically highlights the “strengthening of linkages between cultural industries and tourism” as a priority economic value chain with large growth and labour absorptive potential. It is noted that over the last 5 years the creative

industry and craft sector has shown an average growth of 8%, “which is attributed to growth in tourism and the impact of interventions in the sector.”

As an example of one of the many sectors of the DAC's ambit, the IPAP notes “the crafts sector is a strategic sector because it has the ability to contribute to economic growth and impact on local

(particularly rural) economies and human resource development”. It can also provide innovation and

design skills to other sectors such as clothing and textiles, furniture and jewellery. The music sector is

another subsector of the ACH space specifically identified by IPAP as having the potential to make

significant contributions to growth and employment as South Africa has a competitive capability in

musical production.

The White Paper on Arts, Culture and Heritage (1996) and the Draft Revised White Paper on

Arts, Culture and Heritage (Draft 2013):

The White Paper on Arts, Culture and Heritage (1996) identifies the prime roles of national and

provincial government as being:

“to develop policy which ensures the survival and development of all art forms and genres, cultural diversity with mutual respect and tolerance, heritage recognition and advancement,

education in arts and culture, universal access to funding, equitable human resource

development policies, and the promotion of literature and cultural industries”.

These are defined as „the minimum standards‟ to which policy and implementation by both national

and provincial government should abide.


To date, the ACH landscape has been shaped by the 1996 White Paper on Arts and Culture, which

sought to bring about the transformation of ACH and redress the legacy of Apartheid in the sector.

However, one of the fundamental principles of the 1996 White Paper was an “arms-length” approach that sought not to interfere with the independence of the sector by government. However, it is

common knowledge that the ACH Sector has not transformed to the levels expected and that

government needs to play a much more interventionist role in bringing about this transformation.

In this light, a review of the White Paper was initiated in 2005 and a Draft Revised White Paper on

Arts and Culture (RWP) was completed early in 2013 and is currently undergoing a consultation

process. While not approved and therefore not as yet policy, KZNDAC needs to be aware of what the

Revised White Paper entails and be ready to implement the policy directives once the approval

process has been finalised.

A host of other sector-specific policies and strategies exist for acknowledgement and

consideration in the planning process; including importantly the Provincial Spatial Economic

Development Strategy; and the KZN Social Cohesion and Moral Regeneration Strategy.

In summary, under the umbrella of the NDP, Vision 2030 and led by the MTSF-aligned PGDS, the

MGE strategy, the White Paper on ACH and in support of the initiatives and sectoral leadership of the

National DAC, KZNDAC will increasingly seek to support a number of emergent shifts in the arts and

culture sector, acknowledging that such shifts have the potential to increase the growth and

development of the sector in KZN. Some important considerations include:

i) The recognition that a number of inadequacies in the policy and regulatory environment need

to be addressed to strengthen governance in the sector, increase investment and improve

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

undertaken through the policy review process by National DAC provides an important basis

for doing so, and is fully supported by KZNDAC;

ii) The need for consultation and collaboration, since the Department is fully aware that it can

only achieve its vision through cooperation with a range of public and private sector

institutions and stakeholders. The implementation of the Mzansi Golden Economy Strategy

and relevant outcomes of the PGDS are examples of how KZNDAC intends to mobilise the

resources of all stakeholders in the sector;

iii) The increasing recognition that arts, culture, and heritage is not only social in nature, but is

contributing significantly to the growth of the economy. Entrepreneurship, the growth of new

business models, product development and the associated infrastructure, and the growth of

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

industries and need support through high impact development programmes.

4.4. RELEVANT COURT RULINGS

A number of court rulings have impacted on the ACH sector in recent years, many of which have

already found expression in the policy environment of the sector. The following upcoming court

applications are being handled at a national level and have not as yet been concluded, but are worthy

of noting and consideration by KZNDAC upon finalisation of the court cases:

i) Issues pertaining to the translation of laws into all official languages;

ii) The requirement to take legislative and other measures to regulate and monitor the use of

official languages by both the national and the provincial government;


iii) Issues pertaining to entrenching the cultural rights espoused in the constitution;

iv) “Machado Case” dealing with matters pertaining to geographical naming.

4.5. PLANNED POLICY INITIATIVES

Future policy work will focus on creating the conditions for supporting economic development and

building of social capital through leveraging initiatives and actions in arts and culture development and

promotion; support for linguistic diversity; and preservation for access to information. All these

initiatives will require investment in supporting infrastructure, developing human capital, and

partnerships and collaboration, as well as information management. KZNDAC policy and strategy

initiatives to be pursued over the planning period include:

i) The review of the KZN Cultural Industries Growth Strategy;

ii) Implementation of the KZN Language Bill, once passed into law;

iii) The rationalisation of existing legislation with the following:

KwaZulu-Natal Library Services Bill;

KwaZulu-Natal Museums Services Bill;

KwaZulu-Natal Arts and Culture Council Bill.

The approval of the Revised White Paper on Arts, Culture and Heritage will also foreground a sizable

amount of legislative review, to ensure alignment and relevancy of legislation with the policy.

KZNDAC will follow the lead of National DAC in this regard.

5. SITUATIONAL ANALYSIS

The Global Outlook

The IMF, in its World Economic Outlook (WEO) report of October 2014 asserts that, despite setbacks,

an uneven global economic recovery continues. Although the global growth forecast for 2014 has

been revised downwards by 0.4% to 3.3% as compared to the April 2014 outlook, the growth

trajectory remains positive, with global growth expected to reach 3.8% in 2015.

Indications are that much of the impetus for growth is coming from the advanced economies, led by

the United States and the United Kingdom in particular; with China still growing at a steady 7.5% and

India expected to recover to a growth rate of 5%. The report highlights that there is increased volatility

in emerging economies and dampened investment weighing down on growth.

Emerging Markets, SADC and South Africa

Emerging economies, on average, will see growth of around 4.4% in 2014, rising to 5% in 2015.

However, the warning is that economies faced with relatively high inflation will need to further tighten

monetary policy. A further pointer is that policymakers must ensure lower budget deficits. Both these

factors are very relevant to South Africa; a country largely viewed to be underperforming from an

economic perspective. This is reflective when considering a forecast growth rate of 1.4% for South

Africa in 2014 (revised downwards from the 2.3% outlook in April 2014), against the Sub Saharan

average forecast of 5.1% (revised upwards by 0.1%). The forecast for 2015 is not much different. As it


stands, South Africa‟s growth forecast for 2015 is 2.3% against the Sub Saharan average forecast of 5.8%.

South Africa, as a member of BRICS, and a dominant market player in the SADC region, is ranked as

the world‟s richest country in terms of its mineral reserves (Citigroup Bank, 2013), worth an estimated US$2.5 trillion. South Africa is the world‟s largest producer of platinum, chrome, vanadium and manganese and the third largest gold miner (having been the largest not too long ago). With this in

mind, and a planned investment of over R300 billion in the medium-term towards expanding and

improving its ports, railways and fuel pipelines; South Africa, world renowned for its unique historical

political transformation process, is genuinely an attractive investment destination, notwithstanding its

many challenges around stubbornly high unemployment levels, inflation rates tending upwards, a

volatile labour market, ratings downgrades and overall negative business sentiment.

KZN Provincial Dynamics

It is within this challenging global, regional and South African economic climate that the KZN Province

operates. As the second most populous province in South Africa with 20% (10.2 million) of the

population and a forecast growth rate of 3% in 2014 and 3.5% in 2015, the Province contributes 17%

to the Gross-Value Add (GVA) of the country. In the SOPA of June 2014, the Premier of KZN

intimated that although nominal growth has occurred over the past 10-years, in real terms the

provincial growth rate has not been bold enough to impact significantly on unemployment and

therefore poverty alleviation; particularly considering that 37% of the provincial population consists of

the youth. Programmatic alignment to this sector of the population is therefore an important

component of the strategy of KZNDAC.

Based on Census 2011, the breakdown of the total KZN population of 10,267,300 people is as

follows:

Population

Group Number Percentage

% Increase /

Decrease

African 8,912,921 86.8% +1.7%

Indian 756,991 7.4% -0.8%

White 428,842 4.2% -1%

Coloured 141,376 1.4% -0.2%

Other 27,170 0.3% -

A population trend of particular interest, indicated above, is the net decrease in the population size of

the Indian, White and Coloured population groups, whilst there has been an increase of 1.7% in the

size of the African group when comparing to the previous census. IsiZulu is by far the most spoken

language, spoken by 7.9 million people. Other languages spoken include English (1.4 million);

isiXhosa (0.34 million); Afrikaans (0.16 million) and isiNdebele (0.11 million).

eThekwini is by far the most populated area with 3.4 million (33.9%) of the population, followed by

uMgungundlovu, uThungulu and Zululand, each with more than 8% of the population. The least

populous regions are uMzinyathi, Harry Gwala, Ilembe and Amajuba, with Harry Gwala being the

smallest with just over 350,000 of the population.


Acknowledged by all as the backbone to socio-economic development, there are still areas in the

province with a high percentage of people who have not attended school, particularly, Msinga,

Umhlabuyalingana and Jozini. The levels of education across the regions and wards also vary

significantly, requiring support and improvements by way of access to libraries, information, early

childhood development and other interventions, which the KZNDAC is well placed to provide in

collaboration with other stakeholders and government departments.

The Social Sector Analysis and Operation Sukuma Sakhe acknowledges that there are challenges

that confront the province in three distinct areas, i.e. quality of life, social necessities and social

relations. There is the burden of diseases, high levels of mortality and decreased life expectancy that

impacts on the quality of life of not only the youth but older persons. The KZN Provincial Government

response to these challenges entails, amongst others, the Operation Sukuma Sakhe service delivery

model. The Departments‟ contribution to the model is through War Room Intervention Package‟s

(WRIP), aimed at assisting various population segments with arts and culture resources and services,

ranging from music instruments, nation building initiatives and mobile library units. Youth

ambassadors are being used to assist the Department with these ward-based interventions.

The above population dynamics and social conditions provide important input when considering the

equitable distribution of arts and culture resources, spanning infrastructure development;

entrepreneurial development, educational programmes and initiatives and the like, unpacked in later

sections of this Strategic Plan.

The largest contributor to economic growth in the province comes from the tertiary sector. However,

due to its physical characteristics and location, the Province is well positioned to capitalise on

agriculture, mineral beneficiation, manufacturing, tourism, freight and logistics and the financial

services sector. Recent job losses in the agricultural sector, youth unemployment and sluggish black

economic empowerment are further challenges as are poverty, food insecurity, substance abuse and

criminality.

The service delivery environment in the Province is marked by historical inequalities across race and

geographical location (rural-urban with conspicuous inequities even within the urban residential areas-

especially in infrastructure). Added to this are burning questions of unemployment and

underdevelopment. Arts and culture is therefore positioned to transcend their original definition and

become instruments of economic development, thereby facilitating the generation of livelihoods and

contributing to poverty reduction. Importantly, arts and culture must also facilitate redress of past

imbalances by developing marginalised indigenous arts and culture genres, libraries, archives and

museums.

Furthermore, the tourism sector and the arts and culture sectors are naturally interwoven, and cultural

tourism is expected to grow substantially in the period to 2030. In this regard, the arts and culture

sector must align its plans, programmes and resources allocation with the strategic posture and intent

of the tourism sector, especially as the cultural tourism sector is critical to the strategy of growing and

widening the provincial economy. As part of the tourism offering, museums and other heritage

institutions and sites have reflected an increase in the number of visitor entries, and this is linked to

the number of tourist arrivals to the province. Tourists visit museums, heritage institutions and sites

just to get an overview of the culture and the people of the Province. Tourists visit the province for the

cultural, artistic and natural experiences that, to a large extent, are unique to KZN. It is the general

view that funding allocated to the Arts and Culture sectors needs to increase so that it can sufficiently

complement activities in the tourism sector.

It is within this broader provincial socio-economic climate that KZNDAC finds itself at the beginning of

the 5 year electoral period, 2014–2019. The arts, culture and heritage sector is in itself a dynamic

sector, and therefore needs to adapt and flex in response to its mandate and ever changing


environment. Key factors that have been identified as shaping the KZN arts, culture and heritage

sector include, but are not limited to:

i) Promoting the talent and innovation of artists;

ii) Technology, and information and communication technology (ICT) in particular;

iii) Socio-economic development through arts and culture;

iv) Mitigating changing consumption and disposable income patterns;

v) Balancing competition for scarce fiscal resources, with increasing the delivery of services;

vi) Promoting collaboration and strengthening the interdependence of the sector.

Of particular relevance to this strategic plan is the concurrent strategic planning process being

undertaken by the National DAC. Noteworthy, is the focus of National DAC‟s planning around the transformation of the ACH Sector; leading MTSF 2014–2019 Outcome 14 and mainstreaming the

Mzansi Golden Economy Strategy (2011) into sectoral programmes. A range of sectoral indicators are

also being finalised for adoption throughout the sector, including at a provincial level.

The KZNDAC is therefore challenged to become a major role-player in the Province, impacting on the

ACH sector whilst increasing its contribution to the socio-economic growth and development of the

Province through creative and innovative approaches to arts and culture development.

This brief macro-contextual perspective sets the tone for the critical review of KZNDAC and the sector

in the Province, in relation to its performance and organisational environment, and supports the

framing of strategic imperatives which influence the content of the 2015-2019 Strategic Plan and

ultimately will drive success for the period of this plan.

5.1. PERFORMANCE ENVIRONMENT

Through a process of strategic engagement with the broad KZNDAC team, a thorough analysis of the

performance environment was conducted using a variety of tools, including SWOT, PESTEL and

Stakeholder Analyses. The range of issues arising from the analysis is summarised here and

consolidated at the end of this section in the form of critical strategic imperatives and focus areas to

inform Part B of the Strategic Plan.

5.1.1. Political and Strategic Directives Informing 2015 - 2019 Planning

Expanding on the policy and strategic mandates highlighted earlier, there are a number of specific

policy and strategic priorities to be considered in the planning of KZNDAC, as communicated by the

MEC and HOD. The overriding directive from the political leadership is that it is no longer business as

usual, with the overwhelmingly strong message being the need for radical socio-economic

transformation aimed at eliminating the scourges of poverty, unemployment and inequality as put

forward by the NDP, Vision 2030, and provincialized by the KZN PGDS and PGDP.

For KZNDAC this means:

Promoting social cohesion and integration in the province and educating people on national

symbols and identity.


Creating job opportunities in the sector and protecting the intellectual property of artists. The

training of artists on how to register their work and in business management skills are

supportive to economic development of the sector.

A funding model for arts and culture is required in order to ensure the equitable distribution of

funds and the funding of Arts Centres.

Developing a business case for the creative industries to thrive and to increasingly contribute

to the economy of the province.

Reintroducing arts in schools, therefore the need to engage with the Department of Education

and FET institutions to roll out bursaries for the sector and to ensure fully equipped Arts

Centres in all districts.

KZNDAC to be the authoritative voice on language issues in the province, and to ensure the

promotion and development of indigenous languages.

Research to be undertaken on the development of one common language derived from the

indigenous languages of the province.

Libraries and museums to be accessible to all, a long term ward-based approach to be

actively pursued.

The centralisation of provincial archives and the implementation of awareness campaigns on

archives and museums.

An intensification of the oral history programme.

The finalisation, approval and allocation of funding for the development of a provincial Arts

Academy.

A plan of action is required for the repatriation of KZN artefacts and archives from around the

country and globally.

The adoption of a compassionate approach towards the downtrodden and the implementation

of tailor-made improvement programmes. The provincial Operation Sukuma Sakhe (OSS)

service delivery intervention model is to be respected and utilised. Turnaround times for

service delivery are to be adhered to, including the 3-days turnaround commitment to respond

to service requests / issues. A professional response is required.

In light of the economic and budgetary challenges faced by the province there is a need to

ensure careful planning and the optimal and prioritised utilisation of available funding. The

prudent usage of funds and the elimination of wastage are prerequisites for effective budget

management over the planning period.

The effective management of people and assets; and ensuring compliance with applicable

legislation should underpin the work of KZNDAC.

5.1.2. Environmental Factors Impacting on the Work of KZNDAC

A number of factors in the operating environment impact on the work of the KZNDAC, presenting both

challenges and opportunities. Under the ambit of the KZNDAC‟s mandate and the legislative and policy environment described earlier, it is important to understand the effect of these factors on the


ability of the Department to perform optimally, whilst also informing planning decisions related to

trade-off‟s and the resultant prioritisation of interventions and programmes, and associated

resourcing, innovation and performance risks.

The key environmental factors impacting on the work of KZNDAC are as follows:

A sluggish economy and budgetary constraints placing a strain on the scope and extent

of service provision, stakeholder expectations not being met and challenging the Department

to prioritise its budget allocation, to develop strategic partnerships, to up-skill staff and to

improve operational efficiencies.

High unemployment, particularly amongst black youth, women and people with

disabilities in the ACH sector challenging the arts and culture sector to create an enabling

environment for job creation and to contribute to the socio-economic growth and development

of the province by stimulating and growing the cultural industries, marketing and facilitating

the implementation of the MGE strategy and driving cultural tourism through collaborative

partnerships.

A society divided along the lines of race, class, space and gender, with lives still shaped

by the social, psychological and geographical elements of the pre-democracy era, requiring a

concerted and focused effort in driving programmes on social cohesion, nation building and

inclusive citizenry development and rural development through the creation of platforms for

interaction between difference racial groups, community conversations, youth camps and

various inter-cultural initiatives.

Limited access to information by the majority of the population, further disempowering

the historically disadvantaged, setting the tone for the Department to undertake initiatives to

improve accessibility to information through a balance of modern and traditional

communication channels, with an enhanced focus on the use of technology and internet

accessibility.

Lack of access to arts and culture services that meet the needs of the majority of the

population, requiring a concerted effort by the Department to improve its coverage of

products and services through infrastructure development, content development, audience

development and the stimulation of arts and culture as a viable career at school and FET

level.

The impact of technological change, requiring investment in hardware and broadband

connectivity and internet access at libraries and other ACH facilities.

Infrastructure challenges – maintenance of existing and development of new, requiring

of KZNDAC to develop and implement effective infrastructure and assets management

policies and strategies, aligned to budget, and aimed at expanding ACH provision in areas of

need, particularly in rural areas, whilst effectively maintaining existing infrastructure. The

challenge is to establish arts centres, libraries and museums that are accessible by all

communities in the Province,

A lack of ACH skills development and training opportunities for the majority of South

Africans, including women, the youth and ACH Managers, requires of KZNDAC to work

closely with FET Institutions, SETA‟s and the private sector to develop and grow the pool of arts and culture practitioners in the ACH Sector.


Gaps in the legislative environment pertaining to ACH, particularly in KZN Province,

demands of KZNDAC to allocate the necessary resources to the finalisation of critical

legislation and the implementation thereof.

Slow transformation of the ACH Sector in the province, requiring a programme of action

to expand and make accessible arts and culture resources, on an equitable basis, across the

sector, particularly to the historically disadvantaged.

Disgruntled communities, service delivery protests, persistent unemployment in the sector and a

socially divided citizenry are some of the realities to be faced if the above factors are not adequately

addressed. The current situation is however challenging, in that the needs and expectations of

stakeholders in the sector far outweigh the scarce resources that the Department has at its disposal to

address the needs and expectations.

5.1.3. Key Successes and Challenges Informing 2015-2019 Planning

In consideration of the above policy directives and environmental challenges, the current situation

prevalent in the operating environment of KZNDAC is described by the following key successes,

challenges and recommended interventions for consideration in the planning process for 2015-2019:

Successes to 2014 Challenges to 2014

Interventions to address

challenges - informing

planning to 2019

Performing Arts Promotion

The successful hosting of a

number of events, campaigns

and programmes, including the

provincial choral competition, the

anti-music piracy campaign, the

cultural exchange programme,

various performing artists‟ events

in all districts and district talent

search programmes.

Lack of Cultural Exchange

Programme Policy.

Develop and gain approval for

Cultural Exchange Programme

Policy.

Performing Arts Development

28 arts organisations work-

shopped in financial literacy.

Performing arts skills

development workshops

conducted in all districts.

A lack of budget and capacity. Budget prioritisation.

Visual Arts and Craft Promotion

Hosting of flea-market during

2014 Royal Reed Ceremony.

Visual arts and crafts exhibitions

held in all districts.

Crafters and visual artists from

southern region participated in

the art in the park exhibition held

Limited selling power of the

Crafts.

Shortage of budget to roll out

training to all districts.

Budget prioritisation for training

of Crafters.





planning to 2019

in Pietermaritzburg.

Training programme offered in

three districts through Africa

Ignite.

Social Cohesion and Nation Building

Hosted Provincial Intercultural

Youth Camp at Sweetdale

(Margate) and Regional/ Districts

Camps.

Presented papers on Cultural

Diversity at Multi-racial Schools

in Ethekwini; Men‟s Forum in Ugu and Harry Gwala District.

Hosted the following events as

part of the inclusive celebration/

commemoration: Freedom Day,

Africa Day, Heritage Day,

Isivivane/ Pre Women's Day

Celebration and multicultural

projects in most Districts.

Hosted Community dialogues in

all Districts as a build-up towards

Provincial Social Cohesion

Summit.

Limited capacity of the campsite

and shortage of funds.

Shortage of budget to host the

provincial social cohesion

summit.

Seek collaborative partners and

sponsors for the summit.

Budget reprioritisation

Behavioural Change Programme/ Anti-social ill’s Campaigns

Hosted Royal Reed Dance

Ceremony preceded by build-up

programmes; provincial maidens

and matrons workshops and

district build up projects.

Hosted Provincial Arts and

Culture Inmates Festival.

Limited budget for transport and

other resources

An intensified focus on the

development of strategic

partnerships and collaborations

to drive ACH programmes.

Cultural Institutions, Art Centres and Funded Organisations

42 organisations funded through

Grant in Aid and others through

Transfer Payment

A lack of funding. Partnerships, fund raising and

donations.

Support to Arts and Culture Structures

On- going support to the

following structures was

provided; KZNACC, FCAC, Arts

and Culture forums, Matrons and

Maidens both at Provincial and

District level, Committee of

Cultural Experts , Reading and

Limited funding resources. Support to be provided in relation

to the budget prioritisation

process.

Seek sponsors and funding

partners.





planning to 2019

writing Clubs, KZNPGNC,

KZNPLC, KWANILAFO.




challenges - informing planning

to 2019

Operation Sukuma Sakhe

Participated in OSS at PTT,

DTT, LTT and WTT.

Started implementing WRIP

through establishment of reading

and writing clubs, family tree

projects, provision of resources

such as musical instruments for

Performing Art training and

MLU‟s.

Branded a number of War rooms

in various Districts as part of

Visual Arts Training and

Promotion.

Shortage of funds to roll out the

WRIP programme.

Intensified utilisation of WRIP

programme.

The establishment of youth

ambassadors to support the

rollout of the WRIP‟s.

Review of geographical place names

40 Geographical Names have

been reviewed by the

KZNPGNC.

Lack of researchers to conduct

the necessary research to

inform Geographical Naming.

No provincial legislation on

Geographical Naming.

Insufficient budget allocated,

hampering the effective

performance of both the

KwaZulu-Natal Provincial

Geographical Names

Committee (KZNPGNC) and the

Directorate.

Structural and organisational

design and capacitation for

optimal resource allocation based

on the priorities of the

Department.

Corpus Planning

Economics and Accounting term

lists have been standardised.

Inadequate budget for Literature

& Terminology Development.

Budget exhausted after two

stakeholder meetings for corpus

planning, making it difficult to

finalise and distribute completed

term lists in one financial year.

Align budget to strategic priorities.

Status Planning

Developed Language Policies for

11 government institutions.

Rolled out the KZN Provincial

Language Policy to 17

government institutions.

Developed a draft strategy on

the promotion of indigenous

Lack of strategy on the

development and promotion of

indigenous languages.

Finalise and gain approval for the

strategy on the promotion of

indigenous languages.





to 2019

languages.

Literature Development and Promotion

54 functional Reading and

Writing Clubs have been

established throughout KZN.

Writing material distributed to all

Reading and Writing Clubs.

The Literature Exhibition was

successfully held with prizes

being awarded to 9 winners of

the Children‟s Book Competition worth R90,000.

Winning manuscripts have not

been published for the past two

years due to a lack of

sponsorship from the

Publishers.

Sponsorships to be actively

pursued.

Translation, Interpreting and Editing

International Translation Day

Celebration (Symposium) was a

huge success. The event was

hosted in the form of a two-day

symposium wherein the following

resolutions were taken:

To host a Provincial

Language Indaba/ Imbizo;

and

To embark on language

awareness campaigns to

inform the public, including

schools of standardised

terminology so they can give

inputs.

Collaborated with the

Department of Education in

hosting the Provincial Youth

Festival. Prizes were provided to

49 schools in the form of book

vouchers worth R70, 000.

Requests for translation, editing

and interpreting received at the

last minute, making it difficult to

meet deadlines

Changing of the date of the

festival on two occasions by the

Department of Education made

planning difficult

The development and

communication of turnaround

times for translation, editing and

interpreting services.

Provincial Language Bill

Final Draft bill tabled to the

Legislature and presented to the

Portfolio Committee.

Provincial Language Bill has

caused delays for the Bill to be

tabled by the MEC at the

Legislature as a result of such

has lapsed and the process will

start de novo.

Application of resources for the

conclusion of the Provincial

Languages Bill and its

implementation.

Libraries

Rapid infrastructure of new

libraries of high standard to

Poor physical maintenance of

library buildings.

Build a minimum of 5 new

libraries per annum to expand





to 2019

increase access since 1994.

Pioneering ICT expansion in

libraries.

Innovative projects to keep up-

to-date and relevant (ECD,

gaming, eBooks, education

support, storytelling, blind

services, e-learning kiosks and

web access).

Promotion of reading through

Mobile Libraries and projects

creates good image of services.

Province with the largest funding

to address Schedule 5A function.

Inability to keep up with demand

for new services.

Image by many that libraries are

obsolete.

Exclusive legislative

competency: lack of funds.

Insufficient capacity to monitor

funding transfers to

municipalities.

Emphasis on use of libraries

primarily for education and poor

reading culture for pleasure

amongst the youth.

Lack of provincial libraries

policy and legislation.

Down grading of qualified

professional librarian posts.

access.

Prioritisation of budget for

maintenance, at minimum to

address basic maintenance

needs.

To upgrade internet access in

terms of hardware and bandwidth

in all libraries.

Ongoing implementation of

projects in the areas of ECD,

gaming, eBooks, education

support, storytelling, blind

services, e-learning kiosks and

web access.

Phased in implementation of the

process to provincialize libraries,

based on developed plan.

Continue with the innovative

projects to stimulate interest in

libraries.

Finalise Libraries policy for

promulgation of new legislation.

Review of the job grades of

librarians, aligned to strategy and

structural design.

Archives

Pro-active Records Management

services to clients. Formation of

KRIMDIOF.

Established Oral History Unit.

Nation Building projects

[passports, document boxes,

flags, promotion etc.].

Establishment of preservation

and conservation unit.

Digitisation [scanning] of records.

All repositories full. No records

since 1990.

Appalling physical condition of 2

repositories.

No space for staff or extension.

Lack of web access to digitised

archives and lack of direction on

national database.

Oral History recordings

transcribed to print but lack of

capacity to edit and publish.

No database of Oral History

recordings.

Poor access to training and

development of staff.

Create reliable database

catalogues of assets for Archives.

Develop and finalise digitisation

strategy for Archives and

implement.

Extend Oral History unit and

programmes, prioritisation of

funding for editing and publishing.

Publish and catalogue Oral

History recordings.

Develop strategy for the sourcing

and returning of relevant archive

material from countries incl.

Zambia, Senegal, Mozambique,

Russia, UK etc. pertaining to

apartheid era and exiles.

Liaise with tertiary institutions

regarding professional training for

curators and archivists and offer





to 2019

bursaries [develop skills base].

Museums

Effective and skilled exhibition

design unit and researchers.

New Collection space for

exhibition of artefacts.

Time Travel projects.

Mobile Museum Services.

Awareness and outreach

programmes at schools.

Professional preservation and

conservation unit.

Lack of comprehensive

database of assets and values.

Slow digitisation process.

Poor or inappropriate staffing in

Museums and lack of qualified

Curators and skills in the sector.

Inadequate funding to address

Constitutional mandate.

Need for Curator skills within

organisation to provide

professional support to

museums for transformation of

sector.

Poor funding for infrastructure

and maintenance of museums.

Demand for Museums to be

established

Ensure development of museums

at Isandlwana, Education

Museum and Sports Museum in

Durban. Research events of

Ncome. Continue repatriation of

artefacts pertaining to our

provincial history.

Finalise Museums policy for

promulgation of new legislation.

Create reliable database

catalogues of assets for

Museums.

Develop and finalise digitisation

strategy for Museums and

implement.

Administration

Most policies, frameworks, plans

and strategies to guide the

operations of KZNDAC and drive

compliance are in place.

Most structures are operational,

including SDEEC, Relocation

Task Team, and Occupational

Health and Safety Unit.

Provision of legal administrative

and advisory services,

management of litigation

matters, contract management,

security services and special

requests in accordance with

committed turnaround times.

Establishment of a Monitoring

and Evaluation sub directorate.

Efficient and skilled personnel

working well as a team.

Deadlines met.

An updated asset register.

A lack of human and financial

resources, impeding on the

ability of the Department to

implement its strategies and

plans.

Not fully visible at district level –

Coterminous district offices.

Delays in the implementation of

Infrastructure projects resulting

in under-spending of budget

and EPWP allocation.

The implementation of the IT

Governance Framework is

behind schedule due to a lack

of capacity and budget.

Delays in the promulgation of

legislation i.e. KZN Languages

Bill (lapsed) & KZN Arts and

Culture Council Bill.

Delay with the publication of

subordinate legislation in the

Government Gazette due to the

DAC outstanding debt with

Government printers.

Business process re-engineering

and organisational structure

alignment with strategy.

Budget prioritisation and the

elimination of wastage.

Training and up-skilling of staff.

Finalisation of engagements with

all role players for relocation of

staff to district offices.

Implement recommendations of

the office space audit report.

Improved project management

and planning processes,

particularly SCM processes.

Development of a project plan

and schedule in line with budget

availability.

Prioritisation of funding to finalise

the legislative process.

Negotiation of a debt settlement

with the Government Printers and

the payment of the settlement

amount.

Finalise and gain approval of the





to 2019

Security Policy not approved.

Above average levels of

absenteeism.

Reliance on manual tracking

systems, presenting problems

related to data integrity and

accuracy.

Procurement delays and SCM

compliance concerns due to last

minute requests from user

departments within a rigid SCM

system.

Asset management and control

and the losses of assets.

Security Policy.

The development and

implementation of an

absenteeism management plan.

Budget required for the

procurement of an automated

tracking system.

The strict enforcement of the

annual procurement plan and the

communication of the SCM policy.

Strict controls to be implemented

with regular asset verification

audits.

5.1.4. Stakeholder Considerations Informing 2015-2019 Planning

As part of the strategic planning evaluation and analysis process, a full stakeholder analysis was

conducted, the salient features of which are summarised below:

Externally, key stakeholders include communities, suppliers, trade unions, other government

departments, FET institutions, schools, the media, collection agencies such as SAMRO, artists, Arts

and Culture Institutions, NGO‟s, Lotto, Language Structures, LIASA, amongst others.

Key programmes and interventions required to meet the expectations of these stakeholders include:

Community outreach campaigns;

Payment of suppliers within legislated timeframes;

Active participation in intergovernmental relations forums and processes;

Ensuring effective arts at schools education programmes;

Effective communication using a variety of media to inform, educate and promote the various

arts and culture programmes and initiatives;

Performance monitoring and evaluation, oversight programmes and the assessment of the

levels of satisfaction with the work of the KZNDAC;

Improving the business management, financial literacy and entrepreneurial skills of artists;

Effective corporate governance and the running of an efficient and responsive Department,

positioned to serve the needs of the arts and culture sector;

The development of well-conceived business cases targeting sponsorships, donations and

partnerships with national and international stakeholders;


The identification of priority skills required by the sector and the implementation of capacity

building programmes, as well as working with Academia towards the development of a pool of

arts and culture practitioners.

Internally, key stakeholders include the Executive Authority, Portfolio Committee, staff and

management.

Key programmes and interventions required to meet the expectations of these stakeholders include:

A commitment to executing the political mandate and priorities of government;

Sound corporate governance and the attainment of a clean audit outcome;

The provision of leadership and strategic direction, and the establishment of a performance-

oriented culture;

Staff and management training and development;

Collaborations, partnerships, funding and optimal and fair budget allocation, based on agreed

strategic priorities;

An optimally designed and capacitated organisational structure.

5.1.5. Summary of Strategic Imperatives and Planning Focus Areas Arising from the

Analysis of the Performance Environment

Based on the above situational analysis, the following key considerations require management

intervention over the planning period, aimed at stimulating ongoing motivation and related action

towards implementation of the strategic plan, understanding that the context is one of radical

transformation; doing things differently to achieve markedly improved outcomes.

In the area of enhancing its core service delivery, KZNDAC must attend to the following

strategic imperatives, for inclusion in its programme response and planning:

i) Change the perception of arts and culture as an aesthetic, luxury service rather than a

necessity, through extensive lobbying and public relations campaigns, the development of

products and services that are attractive to a broad spectrum of stakeholders, innovative and

relevant educational programmes targeting the youth and the utilisation of War Room

Intervention Packages.

ii) The active pursuit of collaborative partnerships and sponsorships to expand the delivery of

the various arts and culture programmes, including national and international donor funding.

iii) Proactively contribute to the prevention of service delivery protests in the province through

regular customer satisfaction evaluation, monitoring and feedback, and effective stakeholder

consultations.

iv) The visible promotion of cultural diversity, social cohesion, national identity and moral

regeneration through regular and structured dialogues, Social Cohesion Advocates, the

implementation of Provincial summits and the lobbying of sectoral partners in support of the

social cohesion and moral regeneration drive.


v) Further the drive towards multi-linguism and the implementation of programmes that promote

and expand the use of indigenous languages, as well as sign-language to cater for the deaf.

The allocation of resources to implement the KZN Language Bill needs to be prioritised over

the planning period.

vi) Advance the socio-economic contribution of the sector through entrepreneurial development,

the establishment of incubators and cooperatives, the protection of the intellectual property of

artists and the creation of more platforms for artists to display their talent and earn a living. An

alignment to the provincial master tourism plan will advance cultural tourism and further

enhance the sector‟s contribution to socio-economic development, as will the implementation

of the cultural industries growth strategy.

vii) The development of markets, content and initiatives to increase the number of people

accessing museums, theatres, festivals and other arts and culture facilities and resources.

viii) To improve and standardise the quality of scope of libraries and museums services by

actively pursuing the provincialisation of libraries and museums, as per constitutional

mandate and the development of capacity to monitor the effective utilisation of conditional

grants provided to municipalities.

ix) Transformation of the sector and the enhancement of access to arts and culture resources

and opportunities through equitable funding and human resource allocations to existing

infrastructure and the development of new infrastructure and services in areas of need,

including rural communities. This includes:

a) The development of community libraries;

b) The development of arts centres;

c) The establishment of museums in culturally relevant areas which commemorate and

educate on important events of the past, as well as the establishment of speciality and

thematic museums;

d) The transformation of existing museums to better portray the diverse cultures of the

province.

x) To expand access to information and literacy development through the provision of

community libraries, ICT services, reading and writing clubs and early childhood development

programmes.

xi) The preservation of archival heritage through the proper care of public records, the

centralisation of archives and a focus on the oral history programme.

xii) The accelerated rollout of the geographic names programme through the allocation of

research capacity and funding. This is a key contributor to building an inclusive society.

To support and enable the delivery of its core services, KZNDAC must attend to the following

strategic imperatives aimed at optimising operations, the management of resources and the

development of human capital in the Department and the sector:

i) The implementation of sound governance processes, internal controls and financial

management systems. Where possible and aligned to budget availability, to implement

modern, automated financial tracking systems for improved data integrity and efficiency.


ii) Support the organisation and its various arts and culture facilities, with effective ICT systems,

processes and support. This includes the mandatory implementation of the ICT Governance

Framework which requires a budget re-prioritisation and capacitation.

iii) Strengthen the research capability of the organisation to inform decision-making whilst

building on the performance monitoring and evaluation capabilities recently established.

iv) The prioritisation of efforts and available resources towards the development and finalisation

of legislation, strategies and plans in support of the programmes of the organisation.

v) Develop and implement a comprehensive asset management policy and related strategies to

inform decision-making around maintenance, disposals, renewals and acquisitions. Ensure

stringent asset verification controls are instituted.

vi) Develop and communicate an infrastructure master plan spanning the planning period,

considering the provincial spatial development priorities, ACH sector needs, budget

availability, supply chain management processes and implementation capacity. Annual

infrastructure development plans, procurement plans, project management schedules and

deliverables are to be expertly developed, communicated and reported on, with a view to

ensuring optimal capital budget spend and high-quality facilities delivered timeously.

vii) Contemporary records management electronic work flow systems are to be implemented to

aid in improving turnaround times. The sourcing of the necessary expertise and the requisite

budget allocation are however constraints to be overcome.

viii) Organisational design and the capacitation thereof are to be informed by this strategic plan,

based on budget prioritisation and alignment to objectives and deliverables.

ix) Human capital development within the Department, as well as the sector as a whole, is

regarded as pivotal to growing the sector, creating jobs and ensuring the future sustainability

of the arts and culture resources. Interventions are required to attract, develop and retain the

best skills and to mobilise the skills and knowledge-base of all sector employees. The

development and construction of a Provincial Arts Academy is a key developmental

intervention to be realised within the period of this strategic plan.

x) Working with institutions of higher learning and the National DAC (National Skills Academy –

NACISA) to develop scarce skills and to stimulate interest in careers in arts and culture by

way of curriculum development, career counselling and workshops and facilitating skills

development programmes for budding artists and other ACH professionals is to be actively

pursued.

xi) Youth development in arts and culture, particularly, is to be facilitated through the provision of

learnerships, bursaries and internships and the linking of artists with ABET Centres. The

utilisation of shorter-term job creation and skills development programmes such as the EPWP

are to be extensively rolled out.

xii) In order to reverse the trend of artists migrating to other provinces for career development

reasons, the Department will focus on improving existing infrastructure, for example,

recording studios; facilitating the provision of mentorship programmes by artists; and the

promotion of the usage of local artists at government functions.


5.2. ORGANISATIONAL ENVIRONMENT

The Department has developed a service delivery model and aligned organisational structure that will

give operational expression to its political, legal, policy and strategic mandates. In this regard, the

Department intends to improve its overall organisational capability by implementing its proposed

structure, which is intended to ensure that the Department is underpinned by and aligned with its

mandate. In this regard, the structure has been aligned to the available budget. As at July 2014, the

staff establishment comprises of 438 filled positions. The plan is to fill all critical posts over the MTEF.

The organisational environment will further be strengthened through the implementation of

management and organisational development interventions and change management programmes

that will support the organisational structure. This will include improving the efficacy of the strategic

and operational management of the Department and defining its core competency framework.

Provision of human capital with necessary skills will thereafter be prioritised, and the Department will

continue to provide ongoing professional development to its employees in order to ensure

development of individual talent for better individual and team contribution to the improvement of the

delivery machinery of the Department.

Furthermore, the Department is currently reviewing its policies, processes and systems to optimise

individual and organisational performance, as well as improving systems of compliance and controls.

The strategic capability of the Department will also be enhanced by investing in service delivery

enablers including systems, processes and technology.

The Department also aims to strengthen its research capabilities with the establishment of a fully-

fledged research unit that will be responsible for guiding of policy matters.

It is also evident that certain duplication and overlap of mandate and function exists between the

various entities operating in the sector in the Province. There is an acknowledgement that little, if any,

coordination and cooperation exists between entities operating in the same space, which is evident

from the disparity reflected in the strategic planning documentation of the various entities. There is

clearly an opportunity for increased collaboration between the institutions operating in the sector; and

KZNDAC could fulfil a coordinating and facilitating role in this regard, and must be capacitated to do

so.

In this regard and although at National level, the provincial implications of the Draft Revised White

Paper may have institutional and organisational implications for KZNDAC in the period to 2019; as the

RWP proposes a streamlined structure for the ACH space that, if approved, will require a fundamental

shift in the above legislative environment that will be both intricate and lengthy; and will involve not

only the legislative shifts mentioned, but also the dissolution of certain existing structures that find

their origin in current legislation.

5.3. DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

As required by Chapter 5 of the National Treasury regulations related to Strategic Planning, as

amended (2010), the KZN Department of Arts and Culture engaged in the following process to

develop its 2015–2019 strategic plan in alignment with the National Development Plan and Medium

Term Strategic Framework 2014–2019 (MTSF):

i) Participation in the National Department‟s Strategic Planning process held at Birchwood,

Gauteng, from 29/7/2014 to 1/8/2014, which also considered the inputs arising from a series

of sector-wide stakeholder engagements held around the country in June / July 2014.


ii) The KZNDAC strategic planning retreat was held over a two day period from 18/12/2014 to

19/12/2014. The purpose of which was to:

Appreciate the strategic context of the role and work of KZNDAC and the broader arts and

culture sector in the Province;

Assess and respond to shifts in the environment, in particular, to consider and mainstream

key policy frameworks pertaining to the priorities and focus for 2015–2019;

Assess and respond to shifts in the sectoral delivery environment towards the

development of a KZNDAC Strategic Plan for the planning period;

Critically review and develop the strategic framework and architecture of KZNDAC and the

sector it leads, in particular, the vision, mission, values and strategic goals of the sector.

iii) As part of the process, alignment to the 5-year Sector Indicators defined by the National

Department was a key consideration.

iv) Prepare first, second and final drafts of the 2015–2019 Strategic Plan and similar drafts of the

aligned 2015/16 Annual Performance Plan – as per Treasury Framework requirements and

associated timelines.

v) Submission of Final versions of Strategic Plan and 2015/16 Annual Performance Plan to

Treasury in January 2015.

In all of the above, it was critical to ensure the integration of the imperatives of the National

Development Plan, the Outcome 14 Medium Term Strategic Framework, the Revised White Paper on

Arts Culture and Heritage, the Mzansi Golden Economy Strategy, the Provincial Growth and

Development Strategy and Plan; and other policies and legislation; into the Strategic Plan and Annual

Performance Plan.

In the drafting of this Strategy Plan, particular care was taken in the finalisation of the outcomes

oriented goals and programme strategic objectives to ensure that they meet the SMART principle of

specific, measurable, achievable, realistic and time bound.

6. STRATEGIC OUTCOME ORIENTED GOALS OF THE KZN DEPARTMENT OF ARTS AND CULTURE

The KwaZulu-Natal Department of Arts and Culture Strategic Framework then identifies longer-term

strategic goals which will guide its focus and effort in the period 2015–2019.

Individually, each goal represents an aspiration of the KZN Department of Arts and Culture as it

pursues its mission (aim). Collectively, the goals define the full range of KZNDAC‟s role and focus.

The attainment of each goal will require KZNDAC specific focus as well as, importantly, support and

collaboration from both internal and external stakeholders.

The four (4) Strategic Outcome Orientated Goals will enable the KZN Department of Arts and Culture

to effectively focus and prioritise their options in delivering on its mandate; and are elaborated upon in

the table below, informed by balanced strategy logic in their framing:


Strategic Outcome

Orientated Goal Goal Statement Description and focus of the Goal

Link to National and

Provincial Strategic

Frameworks

1. Sound corporate

governance and the

achievement of

service delivery

outcomes

Driving greater policy

and planning

coherence and

ensuring the effective

utilisation and

leveraging of resources

towards the

achievement of the

Provincial Arts and

Culture sector‟s development

outcomes.

Driving a shared vision and common

strategic priorities for the Province‟s arts and culture sector through

effective strategic leadership, to

ensure effective implementation of

the electoral mandate.

Strengthening research, strategic

analysis, policy development and

monitoring and evaluation

capabilities to realise the policy

priorities and political imperatives of

the fifth administration.

Ensuring sound governance and the

enhanced integration of systems and

processes, by strengthening internal

controls and financial systems within

and across the sector.

Rendering effective administrative

services to create an enabling and

supportive environment, both

horizontally and vertically, for the

delivery of the core business of the

Department.

Fostering strong intergovernmental,

international and stakeholder

relationships to advance the arts and

culture agenda of the Province.

Ensuring an efficient, effective and

development oriented sector through

driving human resource policy and

strategy that serves to attract,

develop and retain the best possible

skills and harness the productive

energies of all sector employees.

NDP and MTSF:

Outcome 14: A diverse,

socially cohesive society with

a common national identity.

Secondary to Outcome 12: An

efficient, effective and

development-oriented public

service.

National DAC Strategic

Goal:

Goal 1: A transformed,

coherent and development

focussed sector.

Goal 4: Sound financial

management and fiscal

discipline.

Goal 5: Sound governance

and modernised systems and

processes.

Goal 6: Human capital

development in the arts,

culture and heritage sector.

PGDS Priority:

Priority 6: Policy and

Governance.

2. Support to

emerging

entrepreneurs in

the arts and culture

sectors so as to

contribute towards

the creation of

sustainable

livelihoods for the

people of KwaZulu-

Natal

Creating the capacity

for arts and culture

practitioners and

administrators to

become increasingly

self-sustainable so as

to mitigate the

challenges between the

first and second

economies.

Protecting, preserving, promoting

and developing arts and culture; and

advancing the socio-economic

inclusivity and contribution of the

sector.

Entrepreneurial development and

support and job creation

interventions.

Initiatives to increase the number of

people accessing museums,

theatres, festivals and other arts and

culture resources.

Developing and enhancing the

physical and non-physical

infrastructure necessary to support

the development and preservation

activities in the sector so as to

NDP and MTSF:




Secondary to Outcome 4:

Decent employment through

inclusive growth.


Goal:

Goal 3: The development,

protection and preservation of

arts, culture and heritage.





Strategic Outcome




Frameworks

further contribute to the growth of

the sector.

Sectoral bursary schemes and

partnerships with CATHSSETA and

other academic Institutions are

highlighted.

The establishment of a functional

Provincial Arts and Culture

Academy.

Servicing existing commitments; and

making provision for new priorities

including community arts,

establishment of incubators, capital

ventures, focus on training and

entrepreneurship, the role of arts

and culture in Africa, development of

local content, local markets and

exports markets.

PGDS Priority:

Priority 1: Job Creation and

Economic development.

Priority 2 and 3: Human

development and social

capital.

Priority 4: Strategic

Infrastructure.

3. Social

transformation and

development

through support to

the arts and culture

sectors in the

Province

Leading the Province in

issues related to social

cohesion, nation

building, moral

regeneration and

redress with regards to

respect for and use of

official languages and

multilingualism in the

Province.

Lead the Province in the nation

building and social cohesion

agenda.

Strengthen work on social cohesion

through community conversations;

Social Cohesion Advocates and the

effective implementation of

Provincial summits.

Ensure visibility of social cohesion

and nation building actions and

activities at all levels of society and

through the media.

Implement key strategic

interventions and actions that will

rally key sectors and institutions

around the social cohesion and

nation building, as well as moral

regeneration, agenda.

Entrench linguistic diversity in a

manner that facilitates equitable

cultural expression by citizens and

communities.

NDP and MTSF:





Goal:

Goal 2: Nation building

through effective social

cohesion programme

implementation.

PGDS Priority:



capital.

4. Equitable access to

quality library,

information archive

and museum

services for the

people of the

Province

Promoting access to

community based

public library and

information, archives

and museum services

and that are relevant to

the needs of all people

in the Province.

The rendering of

archival and records

management services

that provide for: the

acquisition and

documentation of public

records and non-public

More citizens to have access to

information and literacy development

for the creation of an empowered

reading society in the Province.

The provision of community libraries,

ICT and other services to the

communities without access.

Direct and focused attention to rural

areas for the establishment of

libraries.

Enable communities to gain access

to knowledge and information that

will improve their social, economic

NDP and MTSF:





Goal:

Goal 1: A transformed,

coherent and development

focussed sector.

Goal 3: The development,

protection and preservation of

arts, culture and heritage.

Goal 5: Sound governance


Strategic Outcome




Frameworks

records of national

and/or provincial

significance.

and political situation.

The preservation of archival heritage

and the proper care of public

records.

Transform the museum sector so

that our diverse cultures are

identified, preserved, conserved,

protected and appreciated by all

citizens of the Province.

and modernised systems and

processes.




PGDS Priority:



capital.

Priority 4: Strategic

Infrastructure.

The Strategic Goals of the KZNDAC reflected above are crafted in response to the priorities and

strategic intent, and are therefore pitched at a sector-wide level. In other words, numerous KZNDAC

Institutions, Operating Divisions and/or Branches, as well as stakeholders, will contribute to their

achievement.

In turn, each of the 4 Strategic Goals have then been unpacked into Strategic Objectives which define

the key result areas or elements which constitute that strategic goal. The focus is on ensuring that the

specified goals are therefore specific and measurable.

The following table reflects a snapshot of the full KZNDAC tactical framework for the period to 2019

and sketches the Strategic Objectives (key result areas) per Strategic Goal and the responsible

Budget Programme for each Objective. These will be further unpacked in Part B of this document;

and will also be broken down to indicators, milestones, baselines and targets in the Annual

Performance Plans over the period.

Strategic Outcome

Orientated Goal Strategic Objectives per Strategic Goal

Responsible

Budget

Programme

1. Sound corporate

governance and the

achievement of service

delivery outcomes

1.1. Ensuring an effective policy and internal control

environment.

1

1.2. The leveraging of stakeholder engagements and

partnerships in support of the DAC mandate.

1

1.3. The effective management of the organisation and

its resources.

1

2. Support to emerging

entrepreneurs in the

arts and culture sectors

so as to contribute

towards the creation of

sustainable livelihoods

for the people of

KwaZulu-Natal

2.1. The implementation of interventions that grow the

arts and culture industry in KZN, contributing to job

creation and poverty alleviation.

2

2.2. The implementation of interventions that advance

artistic disciplines into viable industries.

2

3. Social transformation

and development

3.1. The implementation of interventions that enhance

social cohesion and inclusion in the Province.

2


Strategic Outcome

Orientated Goal Strategic Objectives per Strategic Goal

Responsible

Budget

Programme

through support to the

arts and culture sectors

in the Province

3.2. The implementation of interventions that promote

multilingualism, redress past linguistic imbalances

and develop previously marginalised languages in

the Province.

2

4. Equitable access to

quality library,

information archive and

museum services for

the people of the

Province

4.1. The oversight of the provincial museum landscape

to drive the transformation agenda.

2

4.2. The provision of library and information services

that are free, equitable and accessible.

3

4.3. The provision of archival and records management

services for records of national and provincial

significance.

3


PART B: STRATEGIC OBJECTIVES

The KZNDAC tactical scorecard then reflects a continued focus on the alignment and integration of

the business of KZNDAC with its mandate, vision, mission and values; and through its effective

implementation, KZNDAC will progress towards becoming a centre of excellence that services

effectively the needs of all its stakeholders across the sector.

The following sections then discuss each of the four Budget Programmes and their Strategic

Objectives individually.

7. PROGRAMME 1: ADMINISTRATION - STRATEGIC OBJECTIVES

The programme is responsible for the provision of effective management and administration of the

Department and to ensure effective and efficient use of financial and human resources.

The transversal focus of the Administration Programme means that the Programme indirectly

supports delivery of all four of the KZNDAC Strategic Goals, but the Programme specifically leads

delivery of Strategic Goal 1, namely:

Goal 1: Sound corporate governance and the achievement of service delivery outcomes.

The Administration Programme is constituted by the following sub-programmes/ branches:

i) Office of the MEC;

ii) Corporate Services; including:

Administration Services

Corporate Governance

Financial Management (Office of the CFO)

The line-of-sight and contribution of Programme 1 to the Strategic Goals is then reflected in the

programme level Strategic Objectives outlined in the table below. This logic framework then informs

the development of the Programme performance metrics reflected in the Annual Performance Plans.

STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT

5 Year Output to 2019

BASELINE

Current Year (2014/15) Performance Estimate

JUSTIFICATION

Link to Strategic Goal 1: Sound corporate governance and the achievement of service delivery outcomes.

Which in turn links through to the MTSF, National Department and the PGDS.

1.1 Ensuring an effective policy and internal control environment.

A clean Annual Audit outcome for the previous financial year, for both financial and non-financial information.

An unqualified Annual Audit outcome for the previous financial year, for both financial and non-financial information.

This objective seeks to:

Drive a shared vision and common strategic priorities for the Province‟s arts and culture sector through effective strategic leadership, to ensure effective implementation of the electoral mandate.

Ensure sound governance and the enhanced integration of systems and processes, by strengthening internal


STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

controls and financial systems within the Department and across the sector.

Promote the principles of high standards of professional ethics and corporate governance.

1.2 The leveraging of stakeholder engagements and partnerships in support of the DAC mandate.

10 Collaborative projects arising from partnerships/ MoU's

New Indicator – baseline to be established in 2014/15


Foster strong intergovernmental, international and stakeholder relationships to advance the arts and culture agenda of the Province.

Leverage strategic partnerships and collaborations to broaden the resource base and capabilities of the Department.

1.3 The effective management of the organisation and its resources.

100% (32 of 32) MPAT Standards assessed at level 4 (2018/19 MPAT)

15% (5 of 32) MPAT Standards assessed at level 3 or above (2013/14 MPAT)


Strengthen management performance as assessed by the 4 Pillars of the MPAT – Strategic Management, Governance and Accountability, Financial Management, and Human Resources Management.

Ensure an enabling and supportive environment, both horizontally and vertically, for the delivery of the core business of the Department.

Strengthen the efficiency, effectiveness and utilisation of resources that is responsive and entrenches a climate focused on people‟s needs.

7.1. PROGRAMME 1: ADMINISTRATION - RESOURCE CONSIDERATIONS

The resourcing issues considered when developing the Programme 1 strategic objectives to 2019

include:

Strengthen the integration and synergy of projects, thus creating a single window of delivery

through effective and efficient use of resources;

Strengthen the spatial referencing of all programmes and projects to a Local Municipality and

ward level that are aligned to the PGDP;

Implement the regionalisation project towards single service delivery units;

Continue the overall effective coordination, monitoring and evaluation of performance

programmes;

Regularly evaluate performance against set plans and conduct programme evaluations;

Implement the Risk Management Strategy and monitor the operational risk plan in place to

curb the risk appetite. Provision of regular risk management reports;

Ensure Museums are focusing on the legislative requirements of GRAP 103 in the accounting

of their assets;


Strengthening of service delivery agreements with delivery agents, organisations and cultural

institutions and effective monitoring and evaluation mechanisms;

Development of the business continuity plan for the Department;

Ensure the full management of contracts in line with contract management plan;

Strengthen the development of partnerships and improve alignment between the different

tiers of government, and strengthen cooperative, international and intergovernmental

relations:

− Strategic partnerships with publishing and media houses to be up-scaled in order to

assist the literary development sector in the Province;

− Establishment of arts forums and multicultural forums;

− Establishment of the Arts Academy in collaboration with the Department of Education;

− Partnership with Ilifa Labantwana to roll out ECD initiatives- toy library collections in all

libraries;

− Digitization of records in partnership with the Genealogical Society of Utah;

− District and Local Municipalities in the Province on the roll out of arts, culture, library,

museums and archive services;

− Tertiary institutions within the Province of KwaZulu-Natal on matters pertaining to

language issues, etc.

Overall improvement in planning, coordination and implementation of transfers to libraries,

museums, arts organisations and cultural institutions, as well as Grants to Arts and Culture

institutions;

Ensure that gender equity and disability targets are achieved.

7.2. PROGRAMME 1: ADMINISTRATION - RISK MANAGEMENT

The key risks identified that may affect the realisation of the strategic objectives stated for this

programme are as follows:

Strategic Objective Associated Risk Control in place Mitigation needed

1. Ensuring an

effective policy and

internal control

environment.

Out-dated policies and

poor systems of internal

control.

Policies are

developed and

reviewed on annual

bases.

Systems of internal

controls are

assessed by

Internal Audit Unit

on annual basis.

Management to ensure

that all activities are

guided and aligned to

relevant policies.

Weak research capacity

and capability

Need to strengthen

and integrate

Strengthen research,

strategic analysis,



research capacity

and capability in

areas like:

Museums, Archives,

Corporate Services

etc.

policy development

and monitoring and

evaluation capabilities

to realise the policy

priorities and political

imperatives

The establishment of

a fully-fledged

research unit that

will be responsible

for guiding of policy

matters

2. The leveraging of

stakeholder

engagements and

partnerships in

support of the DAC

mandate.

Inability to achieve DAC

mandate due to

dependency on external

stakeholders.

Signed Memoranda

of Understanding

are in place.

Stakeholder

Meetings are

scheduled and held.

Monitor the adherence

to the terms of signed

Memoranda of

Understanding.

3. The effective

management of the

organisation and its

resources.

Inappropriately

capacitated and un-

resourced organisation.

Skills development

Plan is in place.

Critical and

budgeted posts are

filled.

Submissions are

made to Treasury

for additional

funding.

Engage Parliamentary

Committees for support

to source additional

funding from Provincial

Treasury.


8. PROGRAMME 2: CULTURAL AFFAIRS - STRATEGIC OBJECTIVES

The programme is responsible for the coordination and implementation of projects, initiatives and

interventions in the arts, culture, museums and language services aimed at creating an environment

conducive to the celebration, nourishment and growth of these sectors in the Province.

The Cultural Affairs Programme supports delivery against the following KZNDAC Strategic Goals:

Goal 2: Support to emerging entrepreneurs in the arts and culture sectors so as to

contribute towards the creation of sustainable livelihoods for the people of

KwaZulu-Natal;

Goal 3: Social transformation and development through support to the arts and culture

sectors in the Province; and

Goal 4: Equitable access to quality library, information archive and museum services for

the people of the Province.

The Cultural Affairs Programme has been organised to carry out its work according to the following

sub-programmes/ branches:

i) Arts and Culture (including Regional office Management);

ii) Language Services;

iii) Museum Services; (Note: While Museum Services is budgeted for under Programme 2, in

KZN’s instance the strategic posture and performance focus aligns well with the strategic

intent and Objectives of Programme 3).




STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

Link to Strategic Goal 2: Support to emerging entrepreneurs in the arts and culture sectors so as to contribute towards the creation of sustainable livelihoods for the people of KwaZulu-Natal.


2.1. The implementation of interventions that grow the arts and culture industry in KZN, contributing to job creation and poverty alleviation.

Increase in the percentage contribution of the A&C sector to provincial GDP.

New indicator – a study to establish the baseline contribution of the A&C sector to provincial GDP will be commissioned in 2016/17.


Create marketing opportunities for developing emerging and professional artists and cultural practitioners to showcase their products and services.

Strengthen support to Cooperatives and SMMEs in the sector.

Increase in participation of those in the second economy into the first economies.

Human capital development to be advanced through arts and culture.

Servicing existing commitments; and making provision for new priorities


STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

including community arts, establishment of incubators, capital ventures, focus on training and entrepreneurship, the role of arts and culture in Africa, development of local content, local markets and exports markets.

2.2. The implementation of interventions that advance artistic disciplines into viable industries.

39 arts and culture institutions supported for economic growth per annum.

33 arts and culture institutions supported for economic growth per annum.

This objective seeks to implement interventions focussed on:

Support to arts and culture institutions to grow their ability to create jobs and be sustainable through Grants in Aid, sponsorships, etc.

Protecting, preserving, promoting and developing arts and culture; and advancing the socio-economic inclusivity and contribution of the sector.

Initiatives to increase the number of people accessing museums, theatres, festivals and other arts and culture resources.

Developing and enhancing the physical and non-physical infrastructure necessary to support the development and preservation activities in the sector so as to further contribute to the growth of the sector.

The establishment of a functional Provincial Arts and Culture Academy.

Strengthen sectoral bursary schemes and partnerships with CATHSSETA and other academic Institutions are highlighted.

Link to Strategic Goal 3: Social transformation and development through support to the arts and culture sectors in the Province.


3.1. The implementation of interventions that enhance social cohesion and inclusion in the Province, Country and the Continent with emphasis on Africa Agenda 2063.

4 Social Cohesion interventions implemented per annum.

2 Social Cohesion interventions implemented per annum.

This objective seeks to implement four interventions towards:

Strengthen the implementation of projects focusing on the promotion of the values inherent in national public holidays and national symbols.

Innovate and strengthen the programmes surrounding the hosting of significant days in the cultural calendar.

Support National Programmes such as Social Cohesion Advocates and the Quadrennial Social Cohesion Summit.

Strengthen the implementation of Moral Regeneration and Behavioural Change programmes.

3.2. The implementation of interventions that promote multilingualism, redress past linguistic imbalances and

9 Indigenous language development interventions implemented per annum.

9 Indigenous language development interventions implemented per annum.

This objective seeks to implement nine interventions towards:

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

Support coordinating structures in the language space.


STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

develop previously marginalised languages in the Province, Country and the Continent with emphasis on Africa Agenda 2063.

Support the translation of documents.

Offer interpretation services.

Offer document editing services.

Coordinate provincial Status planning programmes.

Coordinate provincial Corpus planning programmes.

Implement multilingualism promotion programmes.

Strengthen capacity building initiatives in the language space.

3.3. The improvement of the Quality of Education in the Arts, Culture & Heritage (ACH) Sector

52 schools where arts, culture and heritage programs were rolled out

This objective seeks to implement the improvement of quality of art, culture and heritage education through

Supporting art, culture and heritage programme in schools.

Link to Strategic Goal 4: Equitable access to quality library, information archive and museum services for the people of the Province.


4.1. The oversight of the provincial museum landscape to drive the transformation agenda.

10 museums where transformation initiatives have been implemented

New indicator – transformation initiatives previously of generalised nature and not in particular earmarked museums.

This objective seeks to implement oversight and transformation initiatives in provincial museums towards:

Transforming the museum sector so that our diverse cultures are identified, preserved, conserved, protected and appreciated by all citizens of the Province.

Publishing information and knowledge based on a sound and transformed research agenda.

Ensuring museums are increasingly accessible and meaningful to all people of the Province.

Strengthening the relevance and contribution of provincial museums into the future.

8.1. PROGRAMME 2: CULTURAL AFFAIRS - RESOURCE CONSIDERATIONS


include:

Provision of platform and market for visual artists; crafters and performers to showcase and

display their products and performances at locally organised events;

Implementation of the Provincial Creative Industry Strategy and the Moral Regeneration and

Social Cohesion strategy;


Facilitation for the establishment and thereafter support of Cooperatives within the arts and

culture sectors;

Support (financial and non-financial) to SMME‟s within the Province;

Provision of Grants in Aid to arts and culture nongovernmental organizations;

Construction of community art centres in areas outside the Metro with a target of one

community art centre per district municipality beyond the MTEF;

Focus on exposure to the arts and culture sectors throughout the education system, whereby

the identification and development of talent, the influencing of greater choices of career-

pathing and encouraging the development and appreciation for the arts through a rigorous

audience development programme;

Training programmes on performing and visual arts & crafts aligned to corridor development

routes (focus on product design, pricing, costing, business plan development, etc.);

Provision of learnerships / bursaries/ internships both in arts and culture;

Implementation of the EPWP programme in the construction of community libraries, museums

and art centres will strengthen human capital development;

Artists and crafters will be invited to participate in identification of practitioners that will play a

role in development and promotion of creative industry;

Implementation of projects towards developing and promoting indigenous music, dance and

musical instruments focusing on those genres that haven‟t received attention in the past.

Celebration of calendar events such as Freedom Day, Heritage Day, Reed Dance, First Fruit

Ceremony, King Shaka Day, Africa Day Commemorations, International Museums day etc.;

Conducting advocacy and training programmes for both youth and communities in order to

increase awareness of the importance of safeguarding our heritage and its tangible and

intangible resources;

Advancing social cohesion and nation building through various strategic interventions

including the promotion of national symbols;

The KZN Provincial Geographical Naming Committee will continue reviewing names for

recommendation to the Provincial Cabinet;

Implementation of in school cultural programme as part of the behavioural change campaign;

Implementation of moral regeneration programme;

Priority will be given to the promotion and development of literature and terminology;

The international mother tongue and translation days will be the key event hosted by this

directorate;

Reading and writing clubs in respect of both the war room package and correctional centres

will continue to be established;

Literature development through the identification of budding writers, literature writing

workshops, competitions and formation of writing clubs. Books are to be sold and authors to


enjoy royalties and promotional opportunities. This programme is done in partnership with

publishing companies, district municipalities, etc.;

Up-scaling of freelance language practitioners to provide interpreting, including sign language

& braille services;

Outsourcing translation and interpreting services. Job opportunities for freelance translators

and interpreters, particularly for IsiXhosa, Afrikaans, Sign Language and consecutive

interpreting in the combination of English / Isizulu will be expanded.

The museum service will construct one museum per annum. With additional funding, more

museums will be constructed;

Provincial Museum Services is currently supporting 42 affiliated museums. Grants are

disbursed to the affiliated museums and professional assistance is rendered in enhancing

museum displays;

Involve communities in museum work as there are many untold South African stories. Such

stories need to be told through oral history and IKS;

Social cohesion and human capital development to be promoted through the museum

services;

Museum Services will focus on the development of at least 4 new Time Travels in neglected

museums, so as to forge partnerships with local schools;

Implement the mobile museums to target rural areas and places that have no access to

museums. It will also be a resource tool for learners;

Museum Services will continue with the digitization of artefacts for their preservation and ease

of access;

Increase ICT to museums in the Province over the MTEF.

8.2. PROGRAMME 2: CULTURAL AFFAIRS – RISK MANAGEMENT

The key risks that may affect the realisation of the strategic objectives stated for this programme are

as follows:


2.1. The

implementation of

interventions that

grow the arts and

culture industry in

KZN, contributing

to job creation

and poverty

alleviation.

Inability to sustain arts

and culture industry in

KZN that would

contribute to job creation

and poverty alleviation.

Transfer payments

are paid to arts and

culture organisations.

Business plans are

submitted and

scrutinised to ensure

alignment with DAC

objectives.

Strengthen the

monitoring and

evaluation mechanism

to ensure that grants are

applied for intended

purposes.



2.2. The

implementation of

interventions that

advance artistic

disciplines into

viable industries.

Inability to advance the

artistic disciplines into

viable industries.

Grants-in-Aid are paid

to arts and culture

organisations.

Business plans are

submitted and

scrutinised to ensure

alignment with DAC

objectives.

Strengthen the

monitoring and

evaluation mechanism

to ensure that grants are

applied for intended

purposes.

3.1. The

implementation of

interventions that

enhance social

cohesion and

inclusion in the

Province, Country

and the Continent

with emphasis on

Africa Agenda

2063.

Ineffective interventions

that enhance social

cohesion and inclusion

in the Province.

Provincial Strategy on

Social Cohesion is in

place.

District and Provincial

social cohesion

programmes are

organised and

implemented by DAC.

Market and promote

participation of all

racial groups in social

cohesion events.

Conduct surveys to

measure the impact of

the social cohesion

programmes.

3.2. The

implementation of

interventions that

promote

multilingualism,

redress past

linguistic

imbalances and

develop

previously

marginalised

languages in the

Province, Country

and the Continent

with emphasis on

Africa Agenda

2063.

Inability to promote

multilingualism, redress

past linguistic

imbalances in the

Province.

Provincial Language

Policy is in place.

Provincial

departments are

assisted to develop

own Language

policies.

Provide additional

capacity within DAC to

implement the

Language policy.

Fast track the

Provincial Language

Bill to enforce the

usage of and by

previously

marginalised

languages.

3.3. The improvement

of the Quality of

Education in the

Arts, Culture &

Heritage (ACH)

Sector

4.1. The oversight of

the provincial

museum

landscape to drive

the transformation

agenda,

Inability to transform

provincial museum

landscape due to

resistance by some

museums.

Workshops are

conducted to

museums as

transformation

initiatives.

Transfer payments

are made to museums

Enforce the

transformation agenda

through the signing of

Memorandum of

Agreement‟s.

Monitor the

implementation and



to implement the

transformation

initiatives.

compliance with the

signed MOAs.


9. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - STRATEGIC OBJECTIVES

The programme is responsible for the development and provision of library and information services,

as well as archive services.

The Library and Archives Services Programme supports delivery against the following KZNDAC

Strategic Goal:

Goal 4: Equitable access to quality library, information archive and museum services for

the people of the Province.

The Library and Archives Services Programme has been organised to carry out its work according to

the following sub-programmes/ branches:

i) Library Services;

ii) Archive Services.




STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

Link to Strategic Goal 4: Equitable access to quality library, information archive and museum services for the people of the Province.


4.2. The provision of library and information services that are free, equitable and accessible.

192 Library and information services institutions supported annually.

178 Library and information services institutions supported annually.

This objective seeks to implement interventions focussed on:

Support to provincial library and information services institutions to provide services that are free, equitable and accessible.

The provision of community libraries, ICT and other services to the communities without access.

Direct and focused attention to rural areas for the establishment of libraries.

Enable the South African society to gain access to knowledge and information that will improve their socio-economic situation.

Human capital development to be advanced in the library and information services space.

4.3. The provision of archival and records management services for records of national

120 Governmental bodies in the Province receiving diverse records management services.

110 Governmental bodies in the Province receiving diverse records management services.


Provide archival and records management services that provide for: the acquisition and documentation of public records and non-public records of national and/or provincial significance.


STRATEGIC OBJECTIVE

OBJECTIVE STATEMENT


BASELINE


JUSTIFICATION

and provincial significance.

21 600 linear metres of archival holdings (growth restricted by lack of additional archival accommodation).

21 600 linear metres of archival holdings.

The preservation of archival heritage and the proper care of public records.

Budget dependant, the establishment of increased archival space and the renovation and upgrading of current archives.

9.1. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - RESOURCE

CONSIDERATIONS


include:

The improvement of public library access to all communities by building, upgrading and

automating public libraries as well as developing and sustaining a reading culture;

− Transformation of urban and rural community library infrastructure, facilities and services

(primarily targeting previously disadvantaged communities) through a recapitalised

programme at provincial level in support of local government;

− New libraries to be completed are Nkungumathe Study Library and Ndumo Library with

extensions to the Port Shepstone Library and upgrading of accommodation in

KwaMbonambi and Ntambanana to provide small satellite services. New libraries will be

constructed in Manyiseni, Ingwavuma, Charlestown, Bilanyoni, Imbali, Port Shepstone

and upgrading and extension work at Bruntville Library in Mpofana Municipality. Funding

towards the establishment of the Durban City mega library will be provided to the

eThekwini Municipality;

− The Conditional Grant funding will be used to build 5 new libraries per annum and for the

connecting of all libraries to internet. A portion of the funds will be used for the purchase

of outreach vehicles for 5 large public library clusters;

− Seven more mini libraries for the blind will be established in cooperation with the SA

Library for the Blind;

The provincialisation of libraries in Umkhanyakude District will be finalised and second phase

implementation will be consulted at further sites;

As part of war room intervention package, library units will be established and attached to

community halls;

To enable South African society to gain access to knowledge and information that will improve

their socio-economic situation Library Services will continue to provide library materials and

services to 178 affiliated public libraries;

Extensive training of library assistants in public libraries is planned to continue beyond

2015/16;

The Records Management Policy will be issued which will assist and give guidance to

governmental bodies over the MTEF;


Archive Services will continue in the digitization of documents for their preservation and ease

of access. The Digitisation Strategy for Archives will be implemented in 2015/16 and the

action plan to roll out the Archives Act will be put in place;

Additional war rooms will be provided with personal archive memory boxes for the

communities they serve;

Free internet access at cafés established in rural libraries with staff to teach public in ICT

skills (employment of youth as cyber cadets at the Internet Cafés in the public libraries to

assist users with basic computer skills allowing them to use computers and access the

internet);

Oral history will expand and produce transcriptions of oral history interviews for publication.

9.2. PROGRAMME 3: LIBRARY AND ARCHIVE SERVICES - RISK MANAGEMENT

The key risks that may affect the realisation of the strategic objectives stated for this programme are

as follows:


4.2. The provision of

library and

information

services that are

free, equitable

and accessible.

Inability to provide free,

equitable and accessible

library and information

services to people of

KZN.

New libraries are

erected in rural and

previously

disadvantaged

communities.

Internet Cyber-

cadets have been

installed in public

libraries.

Transfer payments

are made to support

public libraries.

Conduct regular

stakeholder meetings

and identify other areas

that are still in need of

library and information

services.

4.3. The provision of

archival and

records

management

services for

records of

national and

provincial

significance.

Poor record

management for records

of national and

provincial significance.

Filing systems for

provincial

departments are

developed.

Workshops on

records

management are

conducted to

provincial

departments.

Monitor the

implementation and

adherence with

approved filing

systems.

Insufficient and

inadequate storage

space for archival

records.

Sourcing of additional

and alternative

accommodation for

archives.

Prioritise budget in this

area for resolution of

this risk.


PART C: LINKS TO OTHER PLANS

10. LINKS TO LONG-TERM INFRASTRUCTURE AND OTHER CAPITAL PLANS

The KwaZulu-Natal Department of Arts and Culture long term infrastructure and other capital infrastructure plans outline the infrastructure investment needs

for the next 10, 20 or even 30 years. The projects outlined amplify the intention of the Department to implement projects covered by the period of the current

strategic plan (2015–2019).

Project Name

Region

Municipality / Region

Type of Infrastructure

Project Duration Budget Programme

name

EPWP budget

for current

financial year

Total project

cost

Payments to date from

previous years

2015/16 2016/17 2017/18

Date: Start Date: finish R thousand

Provincialisation building projects

Upgrade of Regional Library Depot

Umzimyathi Endumeni Library Depot 2014/02/01 2015/12/01 Library and Archive

0 4 000 0 2 000 - -

Upgrade of Regional Library Depot

eThekwini eThekwini Library Depot 2014/02/01 2015/12/01 Library and Archive

0 3 500 0 2 000 - -

Upgrade of Library Head Office

Umgungundlovu Msunduzi Service Centre 2014/10/01 2015/04/01 Library and Archive

0 2 500 0 1 000 - -

Total: 5 000 0 0

Conditional grant projects

Construction of a library Uthungulu Nkandla [Nkungumathe]

Library Building

2013/01/01 2014/10/01 Library and Archive

0 6200 4000 - - - -

Construction of a library Ilembe Maphumulo Library Building


0 18500 17500 - - -

Construction of library Umkhanyakude Jozini [Ingwavuma]

Library Building


0 20 000 - 11 000 3 000 -

Construction of library Ugu Vulamehlo Library Building 2014/01/20 2015/10/01 Library and 0 23 000 1 000 8 000 4 000 -


Project Name

Region




name

EPWP budget

for current

financial year

Total project

cost


previous years

2015/16 2016/17 2017/18


Archive

Construction of library Umkhanyakude Jozini [Manyiseni]

Library Building


0 21 000 - 6 000 6 300 700

Construction of library Amajuba Newcastle [Charlestown]

Library Building


0 10 000 - 2 000 2 000 -

Construction of library Zululand eDumbe [Bilanyoni]

Library Building


0 17 000 - 8 000 6 000 2000

Construction of library Umgungundlovu Umshwathi [Mpolweni]

Library Building

201/6/10/01 2018/02/01 Library and Archive

0 12 000 - - - -

Construction of library Umgungundlovu Msunduzi [Imbali]

Library Building


0 60 000 - 21 200 22 000 11000

Construction of library Ugu Umuziwabantu [Harding]

Library Building


0 20 000 - - - -

Construction of library Umgungundlovu Msunduzi (Vulindlela)

Library Building


0 12 000 - - - -

Construction of library Ilembe Ndwedwe Library Building


0 12 000 - - - -

Construction of library Sisonke Buhlebezwe (Highflats)

Library Building


0 12 000 - - - -

Construction of library Umzimyathi Msinga [Msinga Top]

Library Building


0 12 000 - - - -

Construction of a library Amajuba Newcastle [Dannhauser]

Library Building


0 12 000 - - - 5000

Construction of library Umkhanyakude Mtubatuba [Dukuduku]

Library Building


0 7 000 - - - -

Construction of library Umkhanyakude Jozini[Ndumo] Library Building 2012/10/01 2014/10/01 Library and Archive

0 18 000 14 000 - - -


Project Name

Region




name

EPWP budget

for current

financial year

Total project

cost


previous years

2015/16 2016/17 2017/18


Upgrade of library Umgungundlovu Mpofana [Bruntville]

Library Building


0 7 000 - 3 000 2 000 -

Upgrade of library Uthukela Umtshezi [Estcourt]

Library Building

2014/09/01 201503/01 Library and Archive

0 800 - - - -

Upgrade of library (NEW Construct)

Ugu Hibiscus Coast [Port Shep]

Library Building


0 35 000 - 2 000 10 000 19700

Upgrade of library Amajuba Utrecht Library Building


0 2 500 - 500 - -

Upgrade of library eThekwini eThekwini [Adams College]

Library Building


0 600 - - - -

Upgrade of library uThungulu Kwa Mbonambi Library Building


0 3 000 - 500 - -

Upgrade of library uThungulu Umlalazi [Mtunzini]

Library Building


0 600 - 500 - -

Construction of library

Hibiscus Coast [KwaXolo]

Library Building


0 6 000 - 1 000 3 000 -

Total: 63 700 58 300 38 400

Library building projects

Upgrade of library Sisonke Umzimkhulu Library Building


0 4 000 - - - -

Upgrade of library Umgungundlovu Umngeni [Howick]

Library Building


0 - - 1 000 -

Construction of library Umkhanyakude Jozini [Mkuze] Library Building


0 12 000 - - -


Project Name

Region




name

EPWP budget

for current

financial year

Total project

cost


previous years

2015/16 2016/17 2017/18


Upgrade of library Zululand Abaqulusi [Bhekuzulu]

Library Building


0 12 000 - - -

Upgrade of library [modular]

Umgungundlovu Mkhambathini [Maqongqo]

Library Building


0 3 000 - - 2 000 -

Construction of library Ugu Hibiscus Coast [Nzimakwe]

Library Building


0 7 000 - - 3 691 5 000

Total 0 6 691 5 000

Arts and culture projects

Upgrade of art centre Uthungulu Uthungulu (Mhlathuze)

Art Centre 2014/01/06 31/11/2014 Cultural Affairs 0 20 000 - - - -

Upgrade of art centre Mbazwana Mkhanyakude (Mhlabuyalingana)

Art Centre 2014/01/06 31/08/2014 Cultural Affairs 0 4 000 - - - -

Construction of Clermont Art Centre

Metro Art Centre

0 - - 1 500 1 500 1500

Construction of Howick Art Centre

Mgungundlovu Art Centre

0 - - 1 500 1 500 1500

Upgrade of art centre Osizweni Arts Centre

Amajuba (Newcastle)

Art Centre 2015/01/01 2015/01/06 Cultural Affairs 0 1 200 - 1 000 - -

Renovations to Skinner Camp

Mgungundlovu Mgungundlovu Camp Site 2014/07/01 31/07/2015 Cultural Affairs 0 3 800 - 1 279 - -

Total 5 279 3 000 3 000

Museum projects

Construction of museum Ugu Maritime Museum

Museum 2014/11/01 2016/03/01 Cultural affairs 0 10 961 - 7 000 3 961 -

Construction of museum Isandlwana Museum 0 - - - 3598


Project Name

Region




name

EPWP budget

for current

financial year

Total project

cost


previous years

2015/16 2016/17 2017/18


Total 7 000 3 961 3 598

Other

Arts and Culture Academy 5 500 3 500 33500

Total 5 500 3 500 33 500

Museum - infrastructure transfers

Royal Tembe - - 250

Total 0 0 250

Library Services - Infrastructure transfers

Ethekweni -mega library 30 000 30 000 30000

Total 30 000 30 000 30 000

Infrastructure construction 86 479 75 452 83 498

Infrastructure transfers 30 000 30 000 30 250

Total 116 479 105 452 113 748

Upgrades 10 500 5 000

Rehabilitation 1 279

New 74 700 70 452 83 498


11. CONDITIONAL GRANTS

The Department of Arts and Culture is in receipt of a conditional grant. Indicated below are the details

pertaining to the grant that will be continued through the period of this Strategic Plan 2015-2019:

Name of

grant

Community Library Services Grant.

Purpose The purpose of this Grant is to enable communities to gain access to knowledge

and information that will improve their socio-economic status.

Performance

indicators

As per the list of performance indicators highlighted in Part B of the Annual

Performance Plans for Programme 3.

Continuation The grant programme is to be continued during the period covered by the Strategic

Plan (2015 – 2019).

Motivation The implementation of the Community Library Services Conditional Grant should

continue through the period of the Strategic Plan to 2019. It enables communities

to gain access to knowledge and information that would definitely improve their

socio-economic status. While the Department is expanding its infrastructure

capacity to build new libraries, mobile library buses have been introduced to

promote services to remote rural areas where there are no libraries in the short

term. More internet cafés must be installed in libraries and staffed by computer

library assistants (cyber cadets) who will contribute towards developing a computer

literate and informed nation through ICT. With skills training from cyber cadets, the

communities will be in a better position to leverage opportunities for employment

and human development.

The Conditional Grant in respect of the Recapitalisation of Community Libraries is prioritised and

channelled towards improving rural and urban community access to the information gateway. The

Department‟s Business Plan includes the installation and provision of computers to libraries.

Memorandum of Agreements have been signed with municipalities for installing cybercafés with

personnel being employed as cyber cadets over the MTEF. More internet cafés will be installed in

libraries and staffed by computer library assistants (cyber cadets). These facilities provide free access

to Information Communication Technology (ICT) and internet for the public, with skills training from

cyber cadets. From 2014/15 improved connectivity and bandwidth will be provided to these services.

The migration from the PALS system to an upgraded SLIMS system will be continued to affiliated

libraries and thus have a spatial reference of 176 libraries across the Province of KwaZulu-Natal. The

strategy of addressing the unfunded mandate has commenced in a phased-in approach with the

transfer of funds. The pilot project in uMkhanyakude District to test full provincialisation is still in place

with libraries in 5 local municipalities to be absorbed into provincial structures


Provincialisation

12. PUBLIC ENTITIES REPORTING TO THE DEPARTMENT OF ARTS AND CULTURE

The KwaZulu-Natal Department of Arts and Culture is only responsible for the transfer of funds to the

Playhouse Company, a national entity since its establishment; and co-funding will continue from 2015-

2019.


Name of

public entity Mandate Outputs

Current annual

budget

(R thousand)

Date of

next

evaluation

Playhouse

Company

The Playhouse

Company is a

cultural institution

promulgated under

the Cultural

Institutions Act (Act

No. 119 of 1998).

Its primary mandate

is to develop and

promote artistic

works that are

representative of

the diverse South

African artistic and

cultural heritage.

The Playhouse

Company is a non-

profit institution

committed to ensuring

development of artists

through nurturing local

talent and skills and

providing cultural

entertainment.

R7,445m January

2015

2010/11 2011/12 2012/13 2013/14 2013/14 2014/15 2015/16 2016/17

Audited Audited Unaudited Budget Adjusted Budget Budget Budget

6 096 6 401 6 721 4 755 7 057 7 445 7 787 8 183Playhouse Company

R(000)

Summary of departmental transfers to public entities listed in terms of Schedule 3 of the PFMA

13. PUBLIC-PRIVATE PARTNERSHIPS

There are no public-private partnerships managed by the Department.

14. MATERIALITY FRAMEWORK

In terms of Treasury Regulations; it is hereby stated that the KwaZulu-Natal Department of Arts and

Culture has a Materiality Framework in place.

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