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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 2
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 5
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
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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
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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
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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
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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
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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”.
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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
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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,
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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.
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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);
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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:
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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
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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
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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.
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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.
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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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 21
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 22
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;
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 23
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 24
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 25
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 26
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 27
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 28
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 29
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 30
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 31
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing
planning to 2019
writing Clubs, KZNPGNC,
KZNPLC, KWANILAFO.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 32
Successes to 2014 Challenges to 2014
Interventions to address
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 33
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing planning
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 34
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing planning
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 35
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing planning
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 36
Successes to 2014 Challenges to 2014
Interventions to address
challenges - informing planning
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;
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 37
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 38
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 39
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 40
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 41
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:
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 42
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:
Outcome 14: A diverse,
socially cohesive society with
a common national identity.
Secondary to Outcome 4:
Decent employment through
inclusive growth.
National DAC Strategic
Goal:
Goal 3: The development,
protection and preservation of
arts, culture and heritage.
Goal 6: Human capital
development in the arts,
culture and heritage sector.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 43
Strategic Outcome
Orientated Goal Goal Statement Description and focus of the Goal
Link to National and
Provincial Strategic
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:
Outcome 14: A diverse,
socially cohesive society with
a common national identity.
National DAC Strategic
Goal:
Goal 2: Nation building
through effective social
cohesion programme
implementation.
PGDS Priority:
Priority 2 and 3: Human
development and social
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:
Outcome 14: A diverse,
socially cohesive society with
a common national identity.
National DAC Strategic
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 44
Strategic Outcome
Orientated Goal Goal Statement Description and focus of the Goal
Link to National and
Provincial Strategic
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.
Goal 6: Human capital
development in the arts,
culture and heritage sector.
PGDS Priority:
Priority 2 and 3: Human
development and social
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 45
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 46
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 47
STRATEGIC OBJECTIVE
OBJECTIVE STATEMENT
5 Year Output to 2019
BASELINE
Current Year (2014/15) Performance Estimate
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
This objective seeks to:
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)
This objective seeks to:
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;
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 48
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,
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 49
Strategic Objective Associated Risk Control in place Mitigation needed
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 50
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).
The line-of-sight and contribution of Programme 2 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 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.
Which in turn links through to the MTSF, National Department and the PGDS.
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.
This objective seeks to:
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 51
STRATEGIC OBJECTIVE
OBJECTIVE STATEMENT
5 Year Output to 2019
BASELINE
Current Year (2014/15) Performance Estimate
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.
Which in turn links through to the MTSF, National Department and the PGDS.
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 52
STRATEGIC OBJECTIVE
OBJECTIVE STATEMENT
5 Year Output to 2019
BASELINE
Current Year (2014/15) Performance Estimate
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.
Which in turn links through to the MTSF, National Department and the PGDS.
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
The resourcing issues considered when developing the Programme 2 strategic objectives to 2019
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;
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 53
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 54
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:
Strategic Objective Associated Risk Control in place Mitigation needed
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 55
Strategic Objective Associated Risk Control in place Mitigation needed
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 56
Strategic Objective Associated Risk Control in place Mitigation needed
to implement the
transformation
initiatives.
compliance with the
signed MOAs.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 57
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.
The line-of-sight and contribution of Programme 3 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 4: Equitable access to quality library, information archive and museum services for the people of the Province.
Which in turn links through to the MTSF, National Department and the PGDS.
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.
This objective seeks to:
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 58
STRATEGIC OBJECTIVE
OBJECTIVE STATEMENT
5 Year Output to 2019
BASELINE
Current Year (2014/15) Performance Estimate
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
The resourcing issues considered when developing the Programme 3 strategic objectives to 2019
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;
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 59
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:
Strategic Objective Associated Risk Control in place Mitigation needed
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 60
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
2012/06/01 2014/10/01 Library and Archive
0 18500 17500 - - -
Construction of library Umkhanyakude Jozini [Ingwavuma]
Library Building
2014/07/01 2015/12/01 Library and Archive
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 -
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 61
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
Archive
Construction of library Umkhanyakude Jozini [Manyiseni]
Library Building
2014/09/01 2015/12/01 Library and Archive
0 21 000 - 6 000 6 300 700
Construction of library Amajuba Newcastle [Charlestown]
Library Building
2014/07/01 2015/11/01 Library and Archive
0 10 000 - 2 000 2 000 -
Construction of library Zululand eDumbe [Bilanyoni]
Library Building
2014/09/01 2015/12/01 Library and Archive
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
2014/10/01 2017/03/01 Library and Archive
0 60 000 - 21 200 22 000 11000
Construction of library Ugu Umuziwabantu [Harding]
Library Building
2016/10/01 2018/05/01 Library and Archive
0 20 000 - - - -
Construction of library Umgungundlovu Msunduzi (Vulindlela)
Library Building
2016/07/01 2018/02/01 Library and Archive
0 12 000 - - - -
Construction of library Ilembe Ndwedwe Library Building
2016/07/01 2018/02/01 Library and Archive
0 12 000 - - - -
Construction of library Sisonke Buhlebezwe (Highflats)
Library Building
2016/07/01 2018/02/01 Library and Archive
0 12 000 - - - -
Construction of library Umzimyathi Msinga [Msinga Top]
Library Building
2016/07/01 2018/02/01 Library and Archive
0 12 000 - - - -
Construction of a library Amajuba Newcastle [Dannhauser]
Library Building
2016/07/01 2018/02/01 Library and Archive
0 12 000 - - - 5000
Construction of library Umkhanyakude Mtubatuba [Dukuduku]
Library Building
2016/07/01 2018/02/01 Library and Archive
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 - - -
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 62
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
Upgrade of library Umgungundlovu Mpofana [Bruntville]
Library Building
2014/10/01 2016/02/01 Library and Archive
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
2015/10/01 2018/07/01 Library and Archive
0 35 000 - 2 000 10 000 19700
Upgrade of library Amajuba Utrecht Library Building
2014/11/01 2015/09/01 Library and Archive
0 2 500 - 500 - -
Upgrade of library eThekwini eThekwini [Adams College]
Library Building
2014/07/01 2014/11/01 Library and Archive
0 600 - - - -
Upgrade of library uThungulu Kwa Mbonambi Library Building
2014/10/01 2015/05/01 Library and Archive
0 3 000 - 500 - -
Upgrade of library uThungulu Umlalazi [Mtunzini]
Library Building
2014/07/01 2015/02/01 Library and Archive
0 600 - 500 - -
Construction of library
Hibiscus Coast [KwaXolo]
Library Building
2015/01/01 2017/05/01 Library and Archive
0 6 000 - 1 000 3 000 -
Total: 63 700 58 300 38 400
Library building projects
Upgrade of library Sisonke Umzimkhulu Library Building
2015/04/01 2016/10/01 Library and Archive
0 4 000 - - - -
Upgrade of library Umgungundlovu Umngeni [Howick]
Library Building
2014/09/01 2015/02/01 Library and Archive
0 - - 1 000 -
Construction of library Umkhanyakude Jozini [Mkuze] Library Building
2017/08/01 2019/03/01 Library and Archive
0 12 000 - - -
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 63
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
Upgrade of library Zululand Abaqulusi [Bhekuzulu]
Library Building
2017/06/01 2019/06/01 Library and Archive
0 12 000 - - -
Upgrade of library [modular]
Umgungundlovu Mkhambathini [Maqongqo]
Library Building
2014/10/01 2015/03/01 Library and Archive
0 3 000 - - 2 000 -
Construction of library Ugu Hibiscus Coast [Nzimakwe]
Library Building
2015/01/01 2017/05/01 Library and Archive
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 64
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
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 65
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
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 66
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.
KZN Department of Arts and Culture - Strategic Plan 2015–2019 Page 67
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.