annual performance plan app 2019-20 25 june 2019 f… · cultural diversity (2001), the convention...

Laying The Foundation For Greatness

AnnualPerformance

Plan2019|2020

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Annual Performance Plan 2019|2020

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Department of Arts and Culture


Physical address: Sechaba House

202 Madiba Street

Pretoria

Postal address: Private Bag X897

Pretoria

0001

Telephone: +27 12 441 3000

Fax: +27 12 441 3699

Email address: [email protected]

Website address: www.dac.gov.za

ISBN: 978-1-919965-44-4

General Department Information

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The term of the fifth democratic administration as well as the

term of the fifth democratic Parliament is coming to an end. It

is prudent that the two arms of the democratic state reflect on

the work done over the last 25 years to improve the lives of our

people; to ask ourselves hard questions like have we conducted

ourselves in a manner that enhances the contract we have

with the people? The success or failure of the nation-building

project depends on how we, the public representatives, conduct

ourselves in relation to this contract.

Even at this late hour we are still dealing with deep-seated

legacies of apartheid colonialism, yet despite the challenges of

the day and the setbacks of the moment we are making steady

progress.

Radical economic transformation is a necessary requirement

to turn the situation around. It will contribute immensely to

ensuring the future political and social stability of our country.

While persuing these constitutional injunctions we should be

aware that we are operating in a global environment that is

not very keen to assist the developing world to realise these

objectives of a better life for all.

In the space of arts, culture and heritage, we have tabled a revised

White Paper that carries forward the gains of the preceding two

decades and addresses the challenges of inequality, poverty,

unemployment and persistent divisions based on race, gender

and other factors of exclusion. The intention is to contribute

effectively to building a cohesive and united society in which

everyone has access to arts, culture and heritage resources,

facilities and opportunities, framed by the following objectives:

Firstly, to align the revised White Paper on Arts, Culture and

Heritage with the Department’s core mandate of providing arts,

culture and heritage services, facilities, funds and resources

to address poverty and job creation, and to promote nation

building and social cohesion.

Secondly, to base the revised White Paper on the fundamental

right to culture, artistic creativity, language, and intellectual

and artistic freedom as enshrined in the Bill of Rights in the

Constitution of the Republic of South Africa (1996), the National

Development Plan: Vision for 2030 (2011), the African Charter

on Human and Peoples’ Rights (1981), the Charter for African

Cultural Renaissance (2006), the Unesco Declaration on

Cultural Diversity (2001), the Convention for the Safeguarding

of Intangible Cultural Heritage (2003),the Convention on the

Protection and Promotion of the Diversity of Cultural Expressions

(2005), and the African Union’s Agenda 2063 (2014).

Foreword by the Minister

Mr Nathi Mthethwa (MP)Minister of Arts and Culture

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Thirdly, to harness arts, culture and heritage as creative, innovative, educational and social

development practices with the economic capacity for transforming South Africa into an inclusive

society based on actual equality.

Fourthly, to reconfigure the existing Arts, Culture and Heritage Sector and the policies

underpinning it to eliminate duplication and overlaps for the optimal performance of the Sector

in relation to current social, educational and economic policies.

The National Development Plan (NDP) also envisions a South African society that embraces its

diversity rather than emphasising observable differences along the contours of race, class, gender,

religion, culture and other social constructs.

In all our work, we should be aware that South Africa’s efforts at fundamental change represent a

social experiment that resonates with humanity’s progressive endeavours. As in the past when it

touched the conscience of humanity, South Africa is a giant social laboratory, the success or failure

of whose undertakings has global implications.

Mr Nathi Mthethwa (MP)Minister of Arts and Culture

Radical economic transformation is a

necessary requirement to turn the situation

around. It will contribute immensely to ensuring the future political and social stability of our

country.

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In preparation for the new administration of the next five years

(2019–2024), the Department’s performance plans will be informed

by the all-encompassing and daunting question of the State of the

Nation Address (SONA) 2019:

“As South Africans, we will have to ask ourselves whether we have

realised the promise of our nation’s birth. We must spend this year,

the 25th anniversary of our freedom, asking ourselves whether we

have built a society in which all South Africans equally and without

exception enjoy their inalienable rights to life, dignity and liberty.

(HE President Cyril Ramaphosa)

The SONA 2019’s main message is that building a better nation

requires a social compact between all citizens, sectors, roleplayers

and stakeholders of this great nation, South Africa. There can be no

reigniting of growth and job creation without restoring the bond

of trust, dialogue and cooperation.

It is with this in mind that Cabinet deemed it important to approve

the cabinet memorandum that seeks to provide a legislative, policy

and implementation framework for social cohesion and nation

building in South Africa.

With this Cabinet approval, our Department will, first and foremost,

be able to mainstream all nation-building indicators in all medium-

term strategic frameworks. This means our social partners at local

government levels will be able to address the cultural, spatial and

economic challenges that resulted from the spatial structure being

designed to keep public spaces in only a few hands.

Over the 2019 MTEF, the Department will develop and position

community arts centres, equally spread across the nine provinces,

to ensure that the masses of our people have easy access to these

platforms of arts, culture and heritage education. This will ensure

that large numbers of young aspiring artists are not stifled or

confined to the margins of access and opportunity.

In line with the Presidential Commission on the 4th Industrial

Revolution appointed by the President, as mentioned in SONA

2019, the Department has already started the process of migrating

to digital or electronic systems with the adoption of the Barn Owl

system as the central repository of performance information. Digital

technology will also assist in delivering integrated,automated

services for artists.

Through the library conditional grant the Department will

continue to build and upgrade libraries, purchase relevant books,

and improve information and communication technology. The

modernising of library services will also seek to appeal to youth

who are technically skilled, and further ensure the transformation

of collections and archiving infrastructure, and the promotion of a

reading and a writing nation.

The Pan African vision of the Department is a welcome initiative,

where when talking about identity, we will not just be looking at

South African identity, but also an African identity.

Through the Schools Programme, the Department will continue

to hoist the South African and the African Union flags side-by-

side, and to sing the AU anthem together with the South African

national anthem, to point to our commitment to the continent and

Foreword by the Deputy Minister

Ms Magdeline Sotyu (MP)Deputy Minister of Arts And Culture

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the expression of an African identity and pride. By 2024, all schools will also be teaching correct

South African heritage and history through the Arts Education Programme, in partnership with

the Department of Basic Education.

To ensure that all the Department’s assets and infrastructure, such as libraries, monuments,

graves, arts centres, etc., are always viewed as essential resources rather than as targets of

destruction during community service-delivery protests, the Department will allocate R11

million for adequate marketing. Further, it will intensify its visibility through increased marketing,

branding and media campaigns.

Trust, and not tyranny, among citizens is necessary to construct, and not destruct, the long-term

compacts required to deal with the underlying causes of inequality and exclusion. As the SONA

2019 core message said:

Ms Magdeline Sotyu (MP)Deputy Minister of Arts and Culture

“This task – of building a better South Africa – is our collective task as a nation, as the people of

South Africa.”

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As we plan for the 2019/20 financial year, it is fitting for us to reflect

on the work the Department has done over the past years and

outline the plans for the year ahead.

In 2014 social cohesion was given prominence after the realisation

by government that there were still visible divisions within South-

African society. Outcome 14 was thus introduced, which focuses

on social cohesion and nation building. This Outcome envisions a

South Africa that:

• Hasbroad-basedknowledgeaboutandsupportforaset

of values shared by all South Africans, including the

values contained in the Constitution

• Promotesaninclusivesocietyandeconomy.Thismeans

tackling the factors that sustain inequality of

opportunity and outcomes by building capabilities,

removing participation barriers and redressing the

wrongs of the past

• EncouragesincreasedinteractionbetweenSouth

Africans from different social backgrounds and racial

groups

• Hasstrongleadershipacrosssociety,withanactiveand

responsible citizenry

The Department is responsible for coordination, supporting,

monitoring and reporting on this Outcome.

In working towards the realisation of a South Africa with shared

values, the Department has implemented programmes that

contribute to fostering constitutional values through the

promotion of the national symbols, mainly the flag and the

national anthem. These two symbols seek to unify all of us as a

nation. We are confident that over 80% of our schools have the flag

infrastructure and are flying the flag; the majority of South Africans

also have a sense of pride about the national anthem.

In2018,welaunchedthe#IAMTHEFLAGcampaign;aprogramme

aimed at steering national pride and identity. The Flag is the

primary national symbol embedded in our Constitution. It is an

embodiment of how South Africa has evolved over time, from

divergence to convergence, from division to unity, and it is the

embodiment and epitome of the post-1994 value system that

characterises our democratic state. The Department will be

implementing an important project of installing the biggest and

tallest flag in the Republic of South Africa. The Iconic Big Flag

Projectwilladvanceourexpressionofpride,andthecelebrationof

our identity as a nation, our achievements as well as our aspirations.

It will serve as a rallying point in times of prosperity and diversity.

One of the key elements of social cohesion and nation building

is equal opportunities, inclusion and redress. DAC has done

positive work towards transformation of the heritage landscape

and championing the cause of geographical name changes,and

building new heritage infrastructure and symbols.

Foreword by the Director General

Mr Vusumuzi MkhizeDirector-General of Arts and Culture

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In 2015, a task team was appointed to listen to concerns of the people and subsequently come

up with recommendations and an action plan for the transformation of the country’s heritage

landscape to being more representative of the history and heritage of the country as a whole, and

not telling only one side of the history.

The task team’s recommendations included the use of prominent spaces for monuments and

memorials that are aligned to our constitutional values of equality, the advancement of human

rights and freedom, non-racialism, non-sexism, social justice and respect, and that those symbols

that do not conform to these values be relocated to theme parks. It was also suggested that an

audit of all monuments and memorials be done to identify offensive memorials that are not

representative of the values espoused in the Constitution and are divisive. In response to the

recommendations, the Department will conduct the audit in the 2019/20 financial year.

The South African National Chapter of the African Liberation Heritage Programme, called the

Resistance and Liberation Heritage Route (RLHR) Project, was presented to Cabinet in June 2011

and again in August 2015. The Department worked tirelessly to position the RLHR in the national

consciousness. Each province has now identified three sites for the first phase of the project.

The Department is conducting a feasibility study for the establishment of liberation movements

museum. The museum will be a prominent feature of the country’s heritage landscape, showcasing

the resistance and liberation struggle; it should draw the attention and capture the interest and

imagination of the people of South Africa, the continent and the rest of the world, and be a place

of pilgrimage, a place of deep reflection and contemplation about our painful past. At the same

time, it should inspire us to continue to spare no effort to pursue a peaceful, prosperous non-racial

South–Africa that will never again be a pariah of the world.

Together with the National Library of South Africa we are working towards the establishment

of a national publishing house. Combined with the provision of library infrastructure through

the Library Services Conditional Grant, this project will go a long way in promoting a culture of

reading and writing.

The main objectives of the National Archives and Records Service of South Africa (NARSSA) is

to ensure proper management and care of the national memory, including the records of

governmental bodies, the preservation of archival heritage for posterity,and the provision of

access to the archival records.

NARSSA is essential not only for research and knowledge production for academic and intellectual

development, but also for good governance and the development of the country. The fifth

administration undertook a number of initiatives to promote the role of the archives and records.

This is evident in the work done to drive the digitisation project of the Rivonia Trial Dictabelt

Collection with the French Audio-Visual Institute (INA). Dictabelt technology was used in the

1950s and 1960s to record trials in courts of law. The inability to recover information that was

recorded through this technology would have obliterated this information from the annals of

history. There is therefore a need to digitise them for preservation and access.

In order to ensure that the memory of the nation in not at risk of being lost, the Department will

initiate construction of the new state-of-the-art National Archives, while supporting provinces in

maintaining their archives and ensuring that their records remain functional and in a good state.

The National Treasury has allocated funds in the 2019/2022 MTEF for renovation work on the

existing NARSSA Building. Renovations will ensure that all records are stored in various formats.

One of the key challenges facing the Department for years has been constant underspending

on infrastructure projects, ballooning costs and the unauthorised expansion of scope of work.

This has sometimes resulted in endless, costly litigation and incomplete projects. This financial

year, we will strengthen this area through the establishment of a project management office and

appoint people with technical expertise in the built environment.

Our Cultural Diplomacy Programme remains the cornerstone for export and development of

our arts, culture and heritage through the use of strategic partnerships with foreign countries,

including our BRICS partners. These will enable greater market access and sharing of best

practices,and will be done through the cultural seasons programme and cultural exchanges.

Through its research arm, the South African Cultural Observatory (SACO), the Department has

conducted research on a number of issues, including the transformation of the Film Industry. The

study highlighted the potential of the industry to grow and become a tool that would define the

South African identity. In addition, animation is emerging as a major focal area given its intensive

use of technology and the digital element. There is also a need to create job opportunities for

women, youth and people with disabilities and for them to participate in the value chain.

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Working with the DTI, the Department contributed to the amendment of the Copyright Bill, which

has since been passed by Parliament. The Department will embark on an awareness programme

to inform the sector of the importance and benefits of intellectual property and copyright.

To respond to the realities of the fourth industrial revolution, the Department will continue with its

modernisation programme. We have commenced with the development of a grant management

system for the MGE programme. This will enable people to apply online (desktop/mobile) and

for the Department’s back-end officers to manage the application process up to implementation

stage. In the medium to long term the track-and-trace system will also link with other funding

agencies, so that the work of government is aligned and coordinated. We will also set up a call

centre to enhance our responsiveness and ensure that the Department responds more quickly

to proposals and requests for funding while also addressing queries and complaints from our

stakeholders. Both these initiatives are being developed and piloted and will be rolled out fully in

2019/20.

In recent years, the Department has experienced budget cuts due to competing priorities. This has

had an impact on how we distribute or redirect limited resources, including levelling the playing

fields. We will implement a new funding regime in the coming financial year.

The focus will be on areas that have received little or no funding in the past, while the funding

of organisations that have been funded year after year will be reduced. The plan is to focus on

projects and programmes that have a national imperative and impact. We will work in earnest to

encourage provinces and local government to fund programmes that benefit local communities.

We will continue to fight fraud and corruption, strengthen governance, monitor and provide

support to ensure stability of the Department and our entities.

Transformation of the sector remains key on our agenda and we will start the process of

implementing the recommendations of the revised White Paper.

Mr Vusumuzi MkhizeDirector-General of Arts and Culture

#IAMTHEFLAG

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Official Sign-off

It is hereby certified that this Annual Performance Plan:

• wasdevelopedbythemanagementoftheDepartmentofArtsandCultureunderthe

guidance of Mr. Nkosinathi Mthethwa, the Executive Authority;

• waspreparedinlinewiththeSectorialStrategicPlanoftheDepartmentofArtsand

Culture for 2015/16-2019/20; and

• accuratelyreflectstheperformancetargetsthattheDepartmentofArtsandCulture

will endeavor to achieve given the resources made available in the budget for the

2019/20 financial year.

Recommended by:

Mr. Makoto Matlala

CHIEF FINANCIAL OFFICER

Dr Sakiwo Tyiso

CHIEF DIRECTOR: CME&GG

Mr. Vusumuzi Mkhize

ACCOUNTING OFFICER

Ms Makhotso Maggie Sotyu

DEPUTY MINISTER

Approved by:

Mr Nkosinathi Mthethwa

MINISTER

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PREAMBLE of our Constitution

We, the people of South Africa,

Recognise the injustices of our past;

Honour those who suffered for justice and freedom in our land;

Respect those who have worked to build and develop our country; and

Believe that South Africa belongs to all who live in it, united in our diversity.

We therefore, through our freely elected representatives, adopt this Constitution as the supreme

law of the Republic so as to:

• Healthedivisionsofthepastandestablishasocietybasedondemocraticvalues,social

justice and fundamental human rights;

• Laythefoundationsforademocraticandopensocietyinwhichgovernmentisbasedon

the will of the people and every citizen is equally protected by law;

• Improvethequalityoflifeofallcitizensandfreethepotentialofeachperson;and

• BuildaunitedanddemocraticSouthAfricaabletotakeitsrightfulplaceasasovereign

state in the family of nations.

May God protect our people.

Nkosi Sikelel’ iAfrika.

Morena boloka setjhaba sa heso.

God seën Suid-Afrika.

God bless South Africa.

Mudzimu fhatutshedza Afurika.

Hosi katekisa Afrika.

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THE NATIONAL Coat of Arms

The National Coat of Arms is the highest symbol of the State. The Coat of Arms was launched on

Freedom Day, 27 April 2000. A central image of the Coat of Arms is the well known secretary bird

with its uplifted wings.

Symbolism of the Coat of Arms

Above the bird is the rising sun, a force that gives life while representing the flight of darkness and

the triumph of discovery, knowledge and understanding of things that have been hidden, and

illuminating the new life that is coming into being.

Below the bird is the protea, an indigenous flower of South Africa, which represents beauty, the

aesthetic harmony of all its cultures, and South Africa flowering as a nation. The ears of wheat

are emblems of the fertility of the land. The elephant tusks symbolise wisdom, steadfastness and

strength.

At the centre stands a shield, which signifies the protection of South Africans from one generation

to the next. Above it is a spear and a knobkierie. Together, they assert the defence of peace rather

than a posture of war. This shield of peace, which also brings to mind an African drum, conveys the

message of a people imbued with a love of culture.

Contained within the shield are some of the earliest representations of humanity in the world.

Those depicted were the very first inhabitants of the land, namely the Khoisan people.

These figures are derived from images on the Linton Stone, a world-famous example of South

African rock art.

The motto - !KE E: /XARRA //KE, written in the Khoisan language of the /Xam people, means

‘diverse people unite’.

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South African National Anthem

Nkosi sikelel’ iAfrika

(God Bless Africa)

Maluphakanyisw’ uphondo lwayo,

(Raise high Her glory)

Yizwa imithandazo yethu,

(Hear our Prayers)

Nkosi sikelela, thina lusapho lwayo.

(God bless us, we her children)

Morena boloka setjhaba sa heso,

(God protect our nation)

O fedise dintwa le matshwenyeho,

(End all wars and tribulations)

O se boloke, O se boloke setjhaba sa heso,

(Protect us, protect our nation)

Setjhaba sa South Afrika - South Afrika

(Our nation South Africa - South Africa)

Uit die blou van onse hemel,

(Ringing out from our blue heavens)

Uit die diepte van ons see,

(From the depth of our seas)

Oor ons ewige gebergtes,

(Over our everlasting mountains)

Waar die kranse antwoord gee,

(Where the echoing crags resound)

Sounds the call to come together,

And united we shall stand,

Let us live and strive for freedom,

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African Union Anthem

Let us all unite and celebrate together

The victories won for our liberation

Let us dedicate ourselves to rise together

To defend our liberty and unity

O Sons and Daughters of Africa

Flesh of the Sun and Flesh of the Sky

Let us make Africa the Tree of Life

Let us all unite and sing together

To uphold the bonds that frame our destiny

Let us dedicate ourselves to fight together

For lasting peace and justice on earth



Let us make Africa the Tree of Life

Let us all unite and toil together

To give the best we have to Africa

The cradle of mankind and fount of culture

Our pride and hope at break of dawn.



Let us make Africa the Tree of Life.

NATIONAL Orders

The Order of Mapungubwe is awarded to South African citizens for

achievements that have impacted internationally and served the interests

of the Republic of South Africa. The first and highest category of this Order

is awarded in platinum. Other catergories are Gold, Silver and Bronze.

The Order of the Baobab is awarded to South African citizens for

distinguished service. It is an award for contributions in the following

areas:

•Businessandtheeconomy

•Science,medicineandtechnologicalinnovation

•Communityservice.

The Order of the Companions of O R Tambo is awarded to foreign

nationals (Heads of State and Government) and other foreign dignitaries.

It is awarded for friendship shown to South Africa. It is therefore an

order of peace, co-operation and active expression of solidarity and

support.

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The Order of Luthuli is awarded to South Africans who have made a

meaningful contribution to the struggle for democracy, human rights,

nation-building, justice, peace and conflict resolution. It symbolises the

vision of the late Chief Albert Luthuli - the legendary liberation struggle

leader and first African recipient of the Nobel Peace Prize in 1961.

The Order of Mendi for Bravery is awarded to South African citizens who

have performed an extraordinary act of bravery that placed their lives in

great danger, or who lost their own lives saving or trying to save the life of

another person, the life of another person, or by saving property

The Order of Ikhamanga is awarded to South African citizens who have

excelled in the fields of arts, culture, literature, music, journalism and

sport.

NATIONAL Symbols

The National Flag of the Republic of South Africa was taken

into use on 27 April 1994.

The unique central design of the flag, which begins as a “V”

at the flag-post and comes together in the centre of the flag,

extending further as a single horizontal band to the outer

edge of the fly, can be seen as representing the convergence

of diverse elements in South African society, which then take

the road ahead in unison. This idea also links up with the motto

of the new National Coat of Arms, namely !ke e: /xarra //ke, in

the language of the /Xam San people, which literally means

“diverse people unite”.

The National Animal is the SPRINGBOK

(Antidorcas marsupialis). This species has adapted to the dry,

barren areas and open grass plains and is thus found especially

in the Free State and North West Province, and in the Karoo up

to the west coast. They move in small herds during winter, but

often crowd together in bigger herds in summer. They breed

throughout the year and lambs are born after a six-month

gestation period.

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The National Flower is the GIANT or KING PROTEA

(Protea cynaroides), found in the southwestern and southern

areas of the Western Cape, from the Cedarberg to just east of

Grahamstown. The artichoke-like appearance of the flower

heads of the king protea lead to the specific name ‘cynaroides’,

which means ‘like cynara’ (the artichoke). A number of varieties

in colour and leaf shapes are found, but the most beautiful is

the pink flower.

The National Tree is the REAL YELLOWWOOD

(Podocarpus latifolius), found from Table Mountain, along

the southern and eastern Cape coast, in the ravines of the

Drakensberg up to the Blouberg and the Soutpansberg in

Limpopo. The Yellowwood family is primeval and has been

present in this part of Africa for more than 100 million years.

The crown is relatively small in relation to its height and is

often covered with grey lichen.

The National Bird is the BLUE CRANE

(Anthropoides paradisia). It is quite common in the Karoo,

but is also seen in the grasslands of KwaZulu-Natal and the

Highveld, usually in pairs or small family parties. This elegant

bird is a light blue-grey in colour, with a long neck supporting

a big head, long legs and elegant wing plumes that sweep to

the ground. It eats seeds, insects and reptiles.

The National Fish is the GALJOEN

(Coracinus capensis), which is found only along the South African

coast. It keeps to mostly shallow water, is often found in rough surf and

sometimes right next to the shore. The Galjoen is a familiar sight for

anglers. Its diet consists mainly of red bait (ascidians), small mussels

and barnacles. It is also known in KwaZulu-Natal as blackfish or black

bream.

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DAC PUBLIC ENTITIES Contact List

LOGO Name of Institutions Primary Contact

ArtsCape CEO: Marlene le Roux

Tel: (021) 410-9970 | 410 -9800

Fax: (021) 412 8756 | 410 9971

Cell: 083 701 8889

Email: [email protected]

The Market Theatre

Foundation

CEO: Ismail Mohamed

Tel: (011) 832 1641

Fax: (011) 834 4311

Cell: 083 235 8440


PACOFS Acting CEO: Moeketsi Meshack Xaba

Tel: (051) 447 7771

Fax: (051) 430 5523

Cell: 064 7550 603 | 079 0133 530


Playhouse Company CEO: Ms Linda Bukhosini

Tel: (031) 369 9555 | 369 9479

Fax: (031) 306 2166

Cell: 083 788 7902


South Africa State Theatre CEO: Dr Sibongile Mkhize

Tel: (012 ) 392 4283

Fax: (012) 322 3913

Cell: 083 629 6899



Afrikaans Taalmuseum Director: Mr Michael Jonas

Tel: (021) 872 2018 | 872 3441

(021) 872 3642

Cell: 082 228 2188

Email: direkteur@taalmuseum,.co.za

Iziko Museums of South

Africa

CEO: Ms Rooksana Omar

Tel: (021) 481 3800

Fax: (021) 481 3994

Cell: 083 409 0609


National English Literary

Museum

Director: Ms Beverly Thomas

Tel: (046) 622-7095/42

Fax: (046) 622 2582

Cell: 082 871 9019


Luthuli Museum Director: Mr Brian Xaba

Tel: (032) 559-6822/3/4

Fax: (032) 559-6806

Cell: 071 895 1256


kwaZulu-Natal

Museum

Director: Mr Luthando Maphasa

Tel: (033) 341 0554

Fax: (033) 345 0561

Cell: 083 645 3322


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Msunduzi Museum Director: Dr Mlungisi Ngubane

Tel: (033) 394-6834/5

Fax: (033) 342-4100 | 394 6797

Cell: 082 296 2499

Email: mngubane@msunduzimuseum.

org.za

National Museum Director: Ms Sharon Snell

Tel: (051) 447-9609

Fax: (051) 447-6273

Cell: 074 244 8877


Nelson Mandela

Museum

CEO: Mr Bonke Tyhulu

Tel: (047) 501 9500

Fax: (047) 532 3345 | 538 0218

Cell: 082 523 4900 | 082 461 2099 |

082 312 7817


Ditsong Museums of South

Africa

CEO: Ms Annabell Lebethe

Tel: (012) 000 0010

Fax: (012) 323 6598 | 3237518

Cell: 083 602 1407


Robben Island

Museum and World Heritage

Site

CEO: Mr Mava Dada

Tel: (021) 413 4213

Cell: 081 747 3268



War Museum of the Boer

Republics

Director: Mr Tokkie Pretorius

Tel: (051) 447 3447 | 447 0079

Fax: (051) 447 1322

Cell: 082 802 1698


William Humphreys Art

Gallery

Director: Ms Ernestine White

Tel: (053 ) 831 1724/5

Fax: (053 832 2221

Cell: 083 260 4821


South African

Library for the Blind

Director: Mr Francois Hendrikz

Tel: (046) 622-7226

Fax: (046) 622-4645

Cell: 082 552 4104


National Library of South

Africa

CEO: Prof Rocky-Ralebipi-Simela

Tel: (012) 401 9763 | 81 401 9717

Fax: (012) 326 7642

Cell: 082 802 4168


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Freedom Park CEO: Jane Mufamadi

Tel: (012) 336 4018

Fax: (012) 336 4021

Cell: 082 568 3504


National Arts

Council

CEO: Rosemary Mangope

Tel: (011) 838 1383

EXT 106

Fax: (011) 838 6363

Cell: 083 441 2027 | 083 266 3360


National Film and Video

Foundation

Acting CEO: Mr Shadrack Bokaba

Tel: (011) 483-0880

Fax: (011) 483 0881

Cell: 072 148 8888 | 084 211 2246


National Heritage Council CEO: ADV Sonwabile Mancotywa

Tel: (012) 348-1663

Cell: 082 330 5649


South African Heritage

Resource

Agency

Acting CEO: Ms Lungi Malgas

Tel: (021) 462 4502

Fax: (021) 462 1753

Cell: 076 011 1905


Pan South African

Language Board

CEO: Dr Rakwena Reginald Mpho

Monareng

Tel: (012) 341 9638

Fax: (012) 341 5938

Cell: 060 9871282



NPOs supported by DAC

BlindSA President: Ms Cathy Donaldson

Tel: (011) 839-1793

Fax: (011) 839-1217

Cell: 083 701 4246


Business and Arts South

Africa

CEO: Ms Michelle Constant

Tel: (011) 447 2295

Fax: (011) 447 2364

Cell: 083 265 5000


21



PART A: STRATEGIC OVERVIEW 23

1. Vision, Mission, Value Statement and Legislative and other

Mandates

24

1.1 Vision 24

1.2 Mission 24

1.3 Values 24

1.4 Legislative and other Mandates 24

2. Updated Situational Analysis 25

2.1 The Macro Environment 28

2.2 The Organisational Environment 29

3. Revisions of Policy and Legislative Mandates 31

3.1 Review and/or development of ACH policies 31

3.2 Review of the White Paper on Arts, Culture and Heritage 31

4. Overview of the 2019/20 Budget and MTEF Estimates 32

4.1 Expenditure Allocations 32

PART B: PROGRAMME AND SUB-PROGRAMME PLANS 34

5. Programme 1: Administration 35

5.1 Purpose of the Programme 35

5.2 Strategic Objective for the 2019 MTEF 37

5.3 Quarterly Targets for the 2019/20 Financial Year 39

5.4 Budget and MTEF Estimates 40

5.5 Reconciling Performance Targets with Expenditure 41

5.6 Strategic Risk Analysis 2019/20 42

6. Programme 2: Institutional Governance 44


6.2 Strategic Objectives for the 2019 MTEF 45



6.5 Reconciling Performance Targets with Expenditure 51


7. Programme 3: Arts and Culture Promotion and Development 56





7.5 Reconciling Performance targets with Expenditure 62


8. Programme 4: Heritage Promotion and Preservation 64





8.5 Reconciling Performance targets with Expenditure 72


PART C: LINKS TO OTHER PLANS 76

9. Community Library Conditional Grant 77

10. Capital Works (Infrustructure) Grant 79

11. Public Entities Reporting to the Department 80

12. Monitoring of DAC Public Entities 82

13. Public-Private Partnerships 83

14. Materiality Framework 83

Table of Contents

22



LIST OF ACRONYMS/ABBREVIATIONSACH Arts, Culture and Heritage

ACPD Arts and Culture Promotion and Development

AGSA Auditor-General of South Africa

APP Annual Performance Plan

AToM Access to Memory

AU African Union

BBBEE Broad-Based Black Economic Empowerment

CAC Community Arts Centre

CEO Chief Executive Officer

CFO Chief Financial Officer

CME&GG Coordination, Monitoring & Evaluation, and Good Governance

DAC Department of Arts and Culture

DDG Deputy Director-General

DG Director-General

DPME Department of Planning, Monitoring and Evaluation

DST Department of Science and Technology

GTAC Government Technical Advisory Centre

HLT Human Language Technologies

HR Human Resources

ICT Information and Communication Technology

IKS Indigenous Knowledge Systems

IODSA Institute of Directors South Africa

IT Information Technology

M&E Monitoring and Evaluation

MGE Mzansi Golden Economy

MinMEC Ministers and Members of the Executive Council

MRM Moral Regeneration Movement

MTEF Medium-Term Expenditure Framework

MTSF Medium-Term Strategic Framework

NAAIRS National Automated Archival Information Retrieval System

NARSSA National Archives and Records Service of South Africa

NDP National Development Plan

NEP National Evaluation Policy

NHC National Heritage Council

NT National Treasury

PanSALB Pan South African Language Board

PPEM People-to-People Mechanism

RLHR Resistance and Liberation Heritage Route

SA South Africa

SACO South African Cultural Observatory

SDGs Sustainable Development Goals

SAHRA South African Heritage Resources Agency

SAPLIS South African Public Library and Information Services

TRC Truth and Reconciliation Commission

23



OVERVIEWStrategic

PARTA

24



1. VISION, MISSION, VALUE STATEMENT AND LEGISLATIVE AND OTHER MANDATES

1.1 Vision

A creative and inclusive nation.

1.2 Mission

Develop, preserve, protect and promote arts, culture and heritage.

1.3 Values

• Responsiveness: a department that is quick to react to requests from and provide

feedback to the public and other stakeholders.

• Patriotism: as loyal PATRIOTS, we passionately serve South Africa and its people to

build a nation.

• Ubuntu: CARE and concern for the wellbeing of our staff, customers and stakeholders

is the foundation of our success.

• Creative/Innovative: in everything we do, we strive for CREATIVE/INNOVATIVE

approaches.

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

• Professionalism: together, we act PROFESSIONALLY to deliver value to the South

African economy, its people and ourselves.

• Accountability:weareACCOUNTABLE to the people of South Africa in our quest to

provide them with high-quality services.

1.4 Legislative and other mandates

• TheConstitutionoftheRepublicofSouthAfrica,1996

• TheWhitePaperonArts,CultureandHeritage,1996

• NationalDevelopmentPlan(Vision2030)

• GovernmentImmovableAssetManagementAct,2007

• PublicFinanceManagementAct,1999

• NationalYouthPolicy,2009

• GovernmentwidePlanning,MonitoringandEvaluationFramework,2007

• TheUseofOfficialLanguagesAct,2012

• TheCulturalPromotionAct,1983

• CulturalInstitutionsAct,1998

• NationalHeritageCouncilAct,1999

• NationalHeritageResourcesAct,1999

• HeraldryAct,1962

• SouthAfricanGeographicalNamesCouncilAct,1998

• TheNationalArchivesandRecordsServiceofSouthAfricaAct,1996

• TheLegalDepositAct,1997

• TheCopyrightAct,1978

• ThePromotionofAccesstoInformationAct,2000

• ThePromotionofAdministrativeJusticeAct,2000

• TheElectronicCommunicationsandTransactionsAct,2002

• TheProtectionofPersonalInformationAct(POPIA),2013

• MinimumInformationSecurityStandards(MISS),1998

• SouthAfricanLibraryfortheBlindAct,1998

• NationalLibraryofSouthAfricaAct,1998

• NationalCouncilforLibraryandInformationServicesAct,2001

• LocalGovernment:MunicipalStructuresAct,1998

• Legislationpertainingtoprovinciallibraryservices(includingpreviousprovincial

ordinances)

• MunicipalSystemsAct,2002

• DivisionofRevenueAct,2007

25



International Treaties

By virtue of being a State Party to international arts, culture and heritage treaties (conventions

and covenants), South Africa is bound by the legal obligations enshrined in those treaties. This

includes implementation, domestication, reporting and other legally binding obligations. (Cf.

Constitution, Chapter 14, sections 231-233).

• 1954ConventionontheProtectionofCulturalPropertyintheEventofArmedConflict

• 1970ConventionontheMeansofProhibitingandPreventingtheIllicitImport,Export

and Transfer of Ownership of Cultural Property

• 1972ConventionconcerningtheProtectionoftheWorldCulturalandNaturalHeritage

• 2001ConventionfortheProtectionoftheUnderwaterCulturalHeritage

• 2005ConventionontheProtectionandPromotionoftheDiversityofCultural

Expressions

• 1966InternationalCovenantonEconomic,SocialandCulturalRights

• 1995UNIDROITConventiononStolenorIllegallyExportedCulturalObjects

2. UPDATED SITUATIONAL ANALYSIS

The National Development Plan (NDP) envisions a South African society that embraces its diversity

rather than emphasising differences along the contours of race, class, gender, religion, culture and

other social constructs. In South Africa with its divisive past, while the social cohesion and nation

building initiative has been on the agenda of government for some time, events such as “fees

must fall”, service delivery protests, regular incidents of racism, and heightened levels of political

contestation point to the need for an upscaled focus on building a more participatory citizenry in

order to realise the ideal of an inclusive and thus a socially cohesive society.

The social cohesion programme needs to be geared towards overcoming the fractures and

divisions of the past in our communities and in society at large. Critical to the realisation of this

ideal are the ongoing sector engagements leading to the conclusion of the social compact which,

among other things, should outline the value systems and principles that define being South

African. Further, work needs to continue on foregrounding national symbols that are inclusive and

uniting, as well as other social cohesion programmes such as community conversations, the social

cohesion advocates initiative and the moral regeneration efforts. There is a need to engage the

young people of South Africa directly with the aim of promoting patriotism and shared values. The

celebration and commemoration of significant national days must continue to promote interracial

and intercultural gatherings that are central to social cohesion.

The economic potential of arts, culture and heritage (ACH) has not been explored or exploited

fully. The revision to the White Paper on Arts and Culture provides us with an opportunity to

reposition the sector as a major contributor to the socio-economic imperatives of government.

This entails entrenching the strategic value of ACH in society and dispelling the distorted notion

that the value of ACH is recreation or entertainment only. Further, the government’s radical socio-

economic transformation agenda needs to be embedded in the strategies, plans and programmes

of the Department. The Mzansi Golden Economy (MGE) strategy should assist in creating job

opportunities for previously disadvantaged ACH practitioners. Further, the mainstreaming of

the youth, women and people with disabilities into the mainstream of the economy should be

foregrounded in all our programmes.

26



The knowledge that resources are limited, however, forces us to direct our efforts to key priority

programmes that will yield immediate impact and further assist us to complete the programme

of action of the Fifth Administration. As such, our programme of action will be guided by the

following priorities:

A. Accelerating and amplifying nation building and social cohesion and

dealing with the challenges of racism, among other things

As the lead department for Outcome 14, the DAC is responsible for coordinating, supporting,

monitoring and reporting on progress against MTSF indicators and performance targets, with

contributions from 13 government departments and entities. In terms of the standing procedures

for the management of MTSF Outcomes, the Minister is obligated to table Outcome 14 quarterly

progress reports to Cabinet. Progress is being made to involve the provinces and entities in

coordinating, monitoring and reporting on the Outcome.

Through our programming the principles of inclusivity and integration will permeate all our

programmes and activities as espoused in outcome 14

i. Currently, the celebration or commemoration of national days continue to be attended

exclusively by a particular section of the population. The Department is thus challenged

with ensuring that there are inclusive celebrations and commemorations.

ii. The Department intends foregrounding national symbols that are inclusive and

uniting, and continue with community conversations, the social cohesion advocates

initiative, the moral regeneration efforts, and sector engagements leading to the

conclusion of the social compact.

B. Focusing on Africa and the global space

The Department will continue to prioritise Africa and BRICS in its Cultural Diplomacy programme,

including increased global and continental participation. The annual hosting of the Africa

Month and cultural seasons/weeks planned with other countries in the continent will provide

the focus point in the Africa programme over the next MTEF. Further, cultural diplomacy will be

consolidated in the Middle East through SA’s support for cultural weeks, the Annual Solidarity

Week with Palestine and the FISAHARA Festival in Western Sahara.

The Department will continue to maintain and strengthen its strategic cultural relations with

other parts of the world, including the Americas, Europe, Asia and the various United Nations

and other multilateral forums. The SA-China People-to-People Exchange Mechanism (PPEM)

had been agreed on by the two respective Presidents, and the DAC Minister is leading the SA

inter-ministerial component. The DAC Cultural Diplomacy programme will continue to be aligned

to the department’s domestic mandate and ensure benefits accrue to local artists and the sector.

C. The Infrastructure Programme, including the National Heroes’ Acre

Project and Resistance and the Liberation Heritage (RLH) Route

The overall infrastructure has been beset with challenges of lack of expertise, delays in service

delivery, cost escalations and failure to derive value for money. In a bid to resolve these challenges,

the Department will be establishing a Project Management Office, which will comprise of the

following skills and competencies:

• ProjectManagement

• Architecture

• Quantitysurveying

• Engineering

• ConstructionManagement

The Resistance and Liberation Heritage (RLH) Route narrative will be entrenched in our

programming. The narrative will go beyond the building of monuments, museums and memorials

to also permeate the performing arts through theatre productions, cinemas and television through

film production and documentaries, as well as museums and galleries through exhibitions and

displays.

D. Promotion of all official languages

Access to information is essential to the transformation agenda. The use of previously marginalized

languages will be given priority and should feature prominently in our knowledge production,

dissemination and sharing. To this end, the Department will:

27



i. Continue to provide technical support in the setting up of active and operational

language units in all public institutions and departments

ii. Support language development through the creation of terminology in all the official

languages and investing in human language technologies (HLT) projects

iii. Promote access to information through the provision of a translation and editing

service in official and foreign languages

iv. Finalise the process of appointing and establishing the Board of PanSALB

E. Ensuring that Mzansi Golden Economy benefits previously disadvantaged

arts practitioners

The Department is responsible for the development and promotion of the creative industries,

including audience development and market access through the Mzansi Golden Economy (MGE)

programme. Our priority is to ensure that the opportunities of the MGE programme permeate

all sectors of society to create an enabling environment and/or provide opportunities for up-

and-coming arts, culture and heritage practitioners. To this end, efforts will be made to ensure

that MGE benefits the neediest of our communities in remote provinces, towns and villages. The

Department will also improve the communication mechanism so that those whose projects have

not been successful are provided with feedback.

Specific MGE projects that will be pursued over the 2019 MTEF include the incubation programme,

cultural observatory, the Venture Capital Fund, support for cultural events, touring ventures and

public arts.

F. The library and archives programme

The Department will continue the roll-out of the community library and archival programme

designed to preserve national memory and promote an informed, reading and writing nation.

Through the Library Conditional Grant, the DAC will continue to build and upgrade libraries,

purchase relevant books, and improve ICT connectivity. The modernising of library services

will seek to appeal to youth who are technically skilled, and further ensure the transformation

of collections and infrastructure. Equipment and capabilities to render services for the visually

impaired will also be prioritised.

As part of the Library Infrastructure Development programme, ongoing consultations and

awareness-raising initiatives will be pursued with communities to sensitize them about the value

and significance of the library infrastructure in their respective communities. This will ensure that

libraries are viewed as essential community assets rather than as targets of destruction during

community service delivery protests.

Further, efforts are underway to address the challenges facing the archives and repositories in

various spheres of government. The planning phase for a new state-of-the-art archival facility will

be initiated in the 2019 financial year and funds have been sourced from the current infrastructure

budget for this purpose. Running parallel with the aforesaid planning phase will be processes

geared at securing an archival conditional grant from National Treasury.

G. The Community Arts Programme

The Department will focus on supporting the development and implemenation of Provincial

Community Arts Programme with the aim of widening the scope of access to Arts, Culture

and Heritage Programmes as well as activities for communities and local artists. The Provnicial

Community Arts Development programme will deal with challenges of community Arts

Programming, training management and skills development, infrustructure development, and

strengthening relationship between the three spheres of government.

Over the 2019 MTEF, the community arts programme will entail:

i. The development of new CACs

ii. The refurbishment of existing CACs

iii. The provision of financial support for community arts activities.

28



H. Ensuring that the school curriculum teaches correct South African

heritage and history through the Arts Education Programme and DAC

Schools Programme

Through the Schools Programme, the Department will continue to deploy artists in schools as part

of inculcating arts, culture and heritage in the schooling system. Moreover, we will intensify the

campaign of promoting national symbols and constitutional values to foster a spirit of patriotism

and a sense of national identity. When talking about identity, we will be looking not just at South

African identity but also an African identity. The hoisting of the African Union (AU) flag side by

side with the South African flag, and the singing of the AU anthem together with the SA national

anthem are pointers to our commitment to the continent and the expression of African identity

and pride.

2.1 The Macro Environment

Political Analysis

There is a very strong political will and support for the ACH Sector and this augurs well for

successful implementation and achievement of the Department’s mandate. While internally the

Department enjoys strong political support, programmes relating to cultural diplomacy, exchange

and seasons may be vulnerable to political instability and changes in the countries we intend to

partner with in delivering these programmes.

Economic Analysis

The low economic growth in South Africa has had a huge impact on the budget allocation to the

DAC. As such, the ACH Sector will have to take a serious re-look at how the convergence between

entities and provinces can take place through aligned and optimized systems to do “more with

less”. New funding streams and models need to be explored to bring forth alternative revenue

streams to supplement the much-needed ACH Sector programmes. Key to this is the positioning

of the creative and cultural economies as one of the fastest growing industries, and this narrative

should be at the centre of the government strategy.

Social Analysis

The National Development Plan (NDP) envisions a South African society that embraces its diversity

rather than emphasising observable differences along the contours of race, class, gender, religion,

culture and other social constructs. The ACH Sector is gaining recognition within the wider

government spectrum and is seen as playing a critical role in social cohesion and transformation.

Success is this area of work would be enhanced if we first determined the root of social disparity

systems, including the fundamental aspects of societal ills that have played themselves out on

different platforms.

Further, the NDP and Vision 2030 are anchored by two fundamental objectives, namely the

elimination of poverty and the reduction of inequality. As such, the success of our plans will be

measured by the degree to which the lives and opportunities of the poorest South Africans are

transformed.

Environmental Analysis

Arts and culture initiatives need to contribute to the green environment through, for example,

conservation methodologies, green infrastructure and other such creative and innovative

strategies.

Technological Analysis

Digital technology is enabling cultural and creative products, services and ventures to be

launched from any location at scale, and successful cultural entrepreneurs have been able to

harness technology to their advantage. Increasing use and adoption of technology is the domain

of the privileged and universal access is needed to bring our people up to speed and to allow

them to exploit these technologies that allow for collective access by arts practitioners. We need

to increasingly make use of technology to assist in delivering integrated automated services for

artists.

29



Policy and Legal Analysis

The Revised White Paper carries forward the gains of the preceding two decades and addresses

the challenges of inequality, poverty, unemployment and persistent division based on race,

gender and other factors of exclusion. An opportunity is presented to the ACH Sector to reposition

the Sector and create conditions conducive to flourishing cultural development.

Moreover, the reality on the ground is that the three tiers of government are not funding in

tandem and this hampers coordinated, integrated development. As such, joint implementation

strategies need to be explored that will enable cooperative governance to work optimally and

not sporadically.

2.2 The Organisational Environment

As we strive to be a developmental state with a capable workforce, we will constantly identify

the requisite skills in our respective environments, and develop them through training and

mentorship programmes. To this end, skills audits and work studies will be conducted from time

to time to improve human resource utilisation in the organisation. The ongoing skills audits in the

DAC is to ensure that human resources are correctly placed in the organisation.

The reductions in budgets, and more specifically the ceilings imposed on expenditure on the

compensation budgets of government departments, call for a renewed focus and realignment

of the organisational programmes, structure and resources of the Department. Priority 10 of the

10-Point Plan, that aims to ensure people are placed in the correct positions in the organisation, is

therefore particularly important and will be expedited during 2019/20.

Finally, the oversight work of the Portfolio Committee on Arts and Culture and the Audit and Risk

Committees in the 2018/19 financial year raised critical issues needing serious attention by the

Department and remain relevant in 2019/20, including:

• Improvedandbetterresourceallocationtoensurethatresourcesareallocatedfor

redress purposes.

• Programmesshouldbedesignedtoensurethatredressandtransformationare

achieved. If the aim is to empower and prioritise previously disadvantaged arts and

culture practitioners, the budget should show that.

• Strengtheningandimprovingoversight,monitoringandevaluationofalltheDAC’s

public entities.

• Focusingonaddressingunder-expenditureontheLibraryGrantandtheinfrastructure

programme.

• EnsuringthattheDepartment’sperformancemeasures(objectives,indicatorsand

targets) are strategic, useful and adhere to the SMART principle to ensure proper

accountability.

• Aligningriskassessmentwithandintegratingitintotheplanningprocesses.

Improving the quality of reporting and compliance

The Department has a portfolio of 25 public entities, which includes heritage, performing

arts, development (funding) bodies and libraries. As part of its oversight responsibilities, the

Department has to ensure that these entities are well managed and that sound governance

principles are entrenched. To this end, the Department has introduced a number of governance

instruments, including the Shareholders’ Compact, governance forums such as the CEO’s Forum

, quarterly reporting and site visits. Despite all these efforts, the DAC’s entities continue to be

confronted with a range of governance challenges, including labour disputes that have regrettably

found their way into the media space. Further to the governance efforts outlined above, the

following interventions were introduced in an effort to curb the challenges facing entities:

• Thescopeofthesitevisitstoentitieswasextendedtoprovideaplatformforall

stakeholders in the entities to engage on matters relating to the operations in the

respective entities.

• TheMinisterinitiatedbilateralmeetingswiththecouncilsoftheentitiesandthishas

afforded both the councils and Minister a platform to further engage on matters

affecting service delivery.

• Supportservices(i.e.legal,HR,IT,etc.)fromtheDepartmentaredispatchedtoentities

to resolve challenges that confront entities.

30



Development of the governance framework

One of the factors contributing to the growing dysfunctionality in our entities at both council

and management levels is a lack of frameworks to guide and standardise some of the activities of

the entities. To this end, the Department is in the process of finalising a governance framework to

strengthen sound governance and standardise operations in the entities.

Even though the governance framework is still being developed, the Department has started

implementing some of its elements or proposals, including induction workshops, which have

been conducted for all newly appointed councils. Further, the Department forged a partnership

with the Institute of Directors in South Africa (IODSA) as part of its efforts to professionalise

membership of councils or boards. This partnership will ensure that all DAC council or board

members formally register as Directors of Boards in line with best practise on good governance.

The feasibility and due diligence study on the amalgamation of DAC public entities

The review of the White Paper on Arts and Culture is nearing completion and is awaiting the final

cabinet processes to conclude the review process. A number of recommendations are proposed

in the draft revised white paper to further the transformation and redress agenda in the Arts,

Culture and Heritage Sector. During the process of revising the White Paper, a diagnosis of the

DAC entities revealed the following:

• Theproliferationofinstitutions,includingtheduplicationofefforts,putsstrainonthe

limited budget allocation.

• ThecurrentportfolioofinstitutionsdoesnotcaterforallaspectsoftheDepartment’s

mandate.

• ThereisinequitabledistributionofACHinstitutionsacrossSouthAfrica,forexample

there are provinces that do not have playhouses.

Considering these factors and others, a need has been identified to reconfigure the DAC entities

for better efficiency and effectiveness. To this end, the Department is in the process of conducting

a feasibility study to test all the options available for streamlining the DAC public entities. The

study will provide the DAC with possible institutional configuration models that will best serve

the Sector to achieve the desired developmental impact.

Performance Information Management

The Public Finance Management Act regulates performance management in government and

further compels government institutions to keep full records of both financial and non-financial

performance. Planning, monitoring and evaluation are key elements of the performance

management system and to this end the Department has established internal processes to

institutionalise performance management. Efforts in this regard are designed not only to ensure

compliance but also to ensure alignment and consistency in the government programme of

action and to demonstrate results.

The adoption and implementation of instruments such as the Medium-Term Strategic Framework

(MTSF), 5-year strategic plans, annual performance plans, and in-year monitoring are a

demonstration of the Department’s commitment to the aforesaid efforts.

The fourth industrial revolution is an emerging trend that cannot not be ignored in the

performance management space. Automation and digital are the new norms, and compel

organizations to adopt electronic systems and/or technology for effective management. In this

regard, the Department has started the process of migrating to digital or electronic systems with

the adoption of the BarnOwl system as the central repository of performance information in the

Department.

The Department has also customised its quarterly performance reporting to the electronic

system adopted by the Department of Planning, Monitoring and Evaluation (DPME). In the MTEF

commencing in 2019/20, the Department will continue to explore opportunities presented by the

fourth industrial revolution to advance its electronic performance management. ‘Going’ electronic

or digital will also alleviate the challenge that has bedevilled the Department for years, namely to

provide a complete portfolio of evidence to substantiate achievement of targets. A “clean audit”

is now a possibility.

The current performance management system would be incomplete without the evaluation

and impact assessment components, which are yet to be institutionalised in the Department.

The DPME has set the tone for the institutionalisation of evaluations with the development of

the National Evaluation Policy (NEP). The Department will be guided by this policy framework

to develop and entrench formal evaluations throughout the programming cycle. Critical to the

institutionalisation of evaluation in the Department will be:

31



• TheestablishmentoftheevaluationfunctionandcapacityintheDepartmenttolead

the conduct of evaluations.

• Thedevelopmentofframeworksand/ortoolstoguidetheevaluationwork.

• Thedevelopmentofarolling3-yearevaluationplanthatisbudgetedandlinkedtothe

MTEF process.

• Theestablishmentofpartnershipswithkeyagenciesand/orinstitutionstodevelop

capacity and collaborate with during the rollout of the evaluation plan.

As we continue to deliver services, the Department will at all times conduct its operations within

the parameters of the law. Compliance and therefore good governance will be at centre of our

operations. As a group, the DAC and its entities will continue to work together through a variety of

structures and processes to improve audit outcomes.

This organisational analysis therefore sets the basis for planning over the MTEF commencing

in 2019/20, including the revised framing of the programmes that will support and enable

the organisation to achieve its service-delivery priorities and commitments. The changing

circumstances also mean that there is an urgent need to entrench evaluative thinking in

programming and implementation.

3. REVISIONS OF POLICY AND LEGISLATIVE MANDATES

3.1 Review and/or development of ACH policies

The policy space of the ACH Sector has been neglected over the past few years and this has

created huge governance and financing challenges for the Sector. The Department is developing

policies to create an enabling environment to drive the ACH promotion and preservation

agenda. Policies that will be given priority during the 2019/20 financial year include repatriation

and memorialisation policies. Part of the implementation of the Living Heritage Policy that was

adopted by Cabinet in November 2017, will curtail establishing a closer working relationship

with the Department of Science and Technology (DST) in the area of implementing Indigenous

Knowledge Systems (IKS).

Over and above policies that need to be formulated, some of the outdated legislative frameworks

such as the Heraldry Act and the National Archives Act require amendment. The South African

Library and Information Services Bill has already been drafted and is due to be presented to

Cabinet. The aim of the Bill is to set norms and standards for the Public Library and Information

Services Sector.

3.2 Review of the White Paper on Arts, Culture and Heritage

The Revised White Paper provides a macro policy framework for the entire Arts, Culture and

Heritage Sector, with broad policy directions for ACH subsectors and specific disciplines. The

Revised White Paper on Arts, Culture and Heritage has been approved by Cabinet and tabled in

Parliament. Subject to the formal adoption of the Revised White Paper as a national policy, the

Revised White Paper will be implemented through the existing financial resources allocated to

the Sector, and will entail:

• Legislativerevisions.

• Feasibilitystudiesoftheproposedpoliciesofeachsubsector.

• Implementationplansforthedifferentpoliciesandentities.

• Inductionprogrammesfornewcouncilmembersandstaffofentities.

• Periodicmonitoringandevaluation.

32



4. OVERVIEW OF THE 2019/20 BUDGET AND MTEF ESTIMATES

4.1 Expenditure Allocations

SUMMARY OF ACTUAL AND BUDGET PAYMENTS

PROGRAMMES Audited outcome Adjusted appropriation medium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Administration 253,932 243,199 322,208 310 317 304,195 321,742 339,310

Institutional Governance 68,423 73,958 95,192 129 895 150,393 159,578 169,672

Arts and Culture Promotion and Development 954,791 1,008,978 1,017,059 1 060 168 1,132,238 1,195,222 1,264,947

Heritage Promotion and Preservation 2,485,207 2,631,847 2,707,021 2 838 357 3,026,5807 3,196,133 3,381,433

Total 3,762,353 3,957,982 4,141,480 4 338 737 4,617,485 4,877,088 5,160,119

SUMMARY OF ACTUAL AND BUDGET PAYMENTS BY ECONOMIC CLASSIFICATION

ECONOMIC CLASSIFICATION Audited Outcome Adjusted Appropriation Medium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Current payments 590,419 541,608 584,391 631 042 675,570 719,146 761,420

Compensation of employees 214,352 226,396 228,670 253 530 272,858 293,322 312,388

Goods and services 376,067 315,212 355,721 377 512 402,712 425,824 449,032

Interest 220 91 - - - - -

Interest and rent on land 220 91 - - - - -

Transfers and subsidies 3,058,104 3,313,247 3,481,531 3 580 452 3,696,643 3,901,874 4,118,681

Provinces and municipalities 1,274,317 1,357,133 1,419,963 1 423 684 1,501,199 1,584,122 1,679,168

Departmental agencies and accounts 1,461,729 1,627,762 1,773,195 1 787 265 1,860,753 1,929,030 2,025,053

Higher education institutions 130 6,171 7,575 5 441 8,818 6,888 7,501

Foreign governments and international

organisations

3,998 14,891 2,899 4 809 5,050 5,327 5,620

Public Corporations 115,467 136,406 89,470 122 652 101,827 105,397 122,466

Non-profit institutions 181,931 150,469 158,824 212 952 196,484 249,217 255,776

Households 20,532 20,415 29,605 23 649 22,512 21,893 23,097

33



Payments for capital assets 113,051 102,940 75,401 127 243 245,272 256,068 280,018

Buildings and other fixed structures - - - - - - -

Transport equipment - 740 - - - - -

Other machinery and equipment 2,645 3,844 27,762 17 650 8,635 9,110 9,611

Heritage assets 104,438 93,990 43,438 109 593 236,637 246,958 270,407

Software and other intangible assets 5,968 4,366 4,201 - - - -

Payments for financial assets 559 96 157 - - - -

Total 3,762,353 3,957,982 4,141,480 4 338 737 4,617,485 4,877,088 5,160,119

ECONOMIC CLASSIFICATION Audited Outcome Adjusted Appropriation Medium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

COMPENSATION OF EMPLOYEES

In the 2019 Estimates of National Expenditure, the Compensation of Employees ceiling is set at

R272,9 million in 2019/20 financial year. Over the medium term, a reconfiguration of the current

organisational structure is envisaged, including the placement of personnel in critical functions

that have been identified as priorities to ensure that the Department spends within the set

compensation budget ceiling amounts.

34



Programme andSUB-PROGRAMME PLANS

PARTB

35



5. PROGRAMME 1: ADMINISTRATION

5.1 Purpose of the Programme

To provide strategic leadership, management and support services to the Department.

Programme 1 provides leadership to the organization to achieve its strategic objectives and

to deliver high-quality public services. The different directorates bring together a range of

corporate functions that work together collectively and consistently to help the Department to

plan ahead by offering expert knowledge, professional advice and effective internal controls. It

also has a coordinating role in standardizing governance and accountability oversight across the

Department.

The following are strategic outcome-oriented goals to which Corporate Services makes a direct

contribution.

i. A transformed and productive ACH Sector - A sector that actively develops, preserves,

protects and promotes diverse ACH

ii. An integrated and inclusive society - An effective/impactful nation-building and

social-cohesion programme

iii. A professional and capacitated ACH Sector - A skilled and capacitated ACH Sector to

ensure excellence

Programme 1 is organised to carry out its work according to the following subprogrammes:

• Ministry

• Management

• CorporateServices

• OfficeoftheCFO

• OfficeAccommodation

Chief Financial Officer

Objective of the Office of the Chief Financial Officer incorporates Financial Management,

Financial Administration and Supply Chain Management. The Unit ensures compliance with the

Public Finance Management Act and other relevant regulations and statutes and will continue

to enhance the financial management environment in the 2019/20 financial year. The processes

implemented in Supply Chain Management will strengthen the efficiency and effectiveness of

the supply of goods and services to the line function. The implementation of the Preferential

Procurement Policy Framework will assist the DAC to support the government’s transformation

agenda. The Department was able to obtain an unqualified audit opinion for the past three years

and is in the process of addressing challenges for clean audit outcomes in 2019/20.

Human Resources

Emanating from the 2019/20 budget allocation, the Compensation of Employees budget will

increase to an amount of R272 858 000 from R253 530 000. The increase will allow the Department

to fill critical and strategic positions. The Department conducted a Work Study and Organisational

Review exercise during the 2018/19 financial year. For the financial year of 2019/20, the department

aims to implement the recommendations of this exercise with the main objective of having an

approved organisational structure that will respond to the strategic objectives of the Department.

Paragraph E.5 of the Public Service Regulations, 2016, requires that the Head of Department put in

place health promotion programmes that are meant to raise and intensify appropriate education,

awareness and prevention interventions. In compliance with the above, the Employee Wellness

Unit in the Department has set a precedentby ensuring that wellness promotion campaigns are

conducted once in every quarter. The objectives of these campaigns are to encourage employees

to actively self-manage their lifestyle behaviour in order to reduce the risk of ill health and the

onset of morbidity, reduce and contain the spread of contagious diseases among employees

within the workplace, and to provide all employees with an opportunity to be tested/screened.

36



Communications and Marketing

The Communications and Marketing Unit’s objective is to increase the visibility and brand

awareness of the Department and its projects. This will position the image of the Department

positively by highlighting the role it plays in the Arts, Culture and Heritage Sector. The Unit

will launch awareness-creating campaigns that will tell South African communities about the

Department and its mandate. It will also bring to the attention of communities the projects and

services that the Department offers to our communities, for example Mzansi Golden Economy

and the Living Legends Legacy Project. This will be done through advertising (both below and

above the line), public relations, social media platforms (including the departmental website),

opinion pieces and partnerships with different media partners for specific campaigns.

Information and Communication Technology

The Information and Communication Technology (ICT) function serves as an enabler towards

achievement of the Department’s objectives. It provides a cross-cutting function to all

DAC business units, with services comprising network infrastructure implementation and

management, systems development and implementation, as well as information technology

governance and security. Due to the transversal nature of the function, as well as the reliance of

business operations on technology, the ICT services are expected to be available 24/7/365 days

a year. To this effect, the Unit strives to ensure secure and innovative information management

through the efficient use of information and communication technologies.

To contribute to the Fourth Industrial Revolution, the Department is adopting new technologies

and embracing the use of the internet in rendering services to citizens. As part of the digital

transformation the Department, the ICT Unit is driving initiatives geared towards modernization

of services, including:

- Digitization of heritage and archival resources - phase 2 of NAAIRS development

- Modernization of service through business process automation

- Continuous improvement of the Department’s network infrastructure

Job Creation

As per the Government directive, the Department appointed interns equating 5% of its staff

complement in 2018/19, and increased the internship period to 24 months, to provide the interns

with an in-depth experience that is sufficient for them to acquire experience. Government, in an

effort to improve the youth employment rate, is in the process of amending the requirements

specifically for entry-level positions to accommodate graduates. The Department will endeavour

to support government’s initiatives in this regard.

The Department further contributes to job creation through the celebration of national days,

which are implemented by appointed service providers who ensure that employment is created

for the youth. On an annual basis, the Department creates about 15 000 temporary jobs through

these events and, should the format of the celebrations remain unchanged, the Department will

realise an increase in the number of jobs created.

Transformation

In an effort to contribute to government’s key focus areas of diversity and transformation,

the Department will continue to prioritize the appointment of women, specifically in senior

management positions, and the appointment of people with disabilities. This will ensure that the

Department promotes a workforce that is equitably represented.

To contribute to economic transformation, the Department will ensure that procurement

transactions are awarded to BBBEE-compliant service providers.

37



5.2 Strategic Objective for the 2019 MTEF

STRATEGIC

OUTCOME-

ORIENTED

GOAL

STRATEGIC

OBJECTIVE

OUTPUT(S) PERFORMANCE

INDICATOR(S)

AUDITED ACTUAL PERFORMANCE ESTIMATED

PERFORMANCE

MTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

A transformed

and productive

ACH Sector

- a sector

that actively

develops,

preserves,

protects and

promotes

diverse ACH

To develop,

protect and

promote the

cultural and

creative sector

To develop,

preserve,

protect and

promote

heritage

To develop

and promote

the official

languages

To build

relationships

and

partnerships

locally and

internationally

Increased

visibility

and brand

awareness of

initiatives of the

Department

No. of

communication

and marketing

campaigns

implemented

to profile the

Department

- - 3 8 7 7 7

To provide

access to

information

Modernization

of DAC’s

services

through

technology &

innovation

No. of services

modernized

(processes

automated)

- - - 3 2 2 2

38



An effective and

efficient ACH

Sector

To implement

sound financial

management

and control

systems

Procurement

awarded

to BBBEE-

compliant

service

providers

% of total value

of procurement

awarded

to BBBEE-

compliant

service

providers

75% 95,06% 79.75% >70% >70% >70% >70%

An integrated

and inclusive

society - an

effective/

impactful

nation-building

and social-

cohesion

programme

To lead,

coordinate and

implement

social-cohesion

programme

Izimbizo hosted No. of Izimbizo

held

104 50 31 20 20 20 20

A professional

and capacitated

ACH Sector - a

skilled and

capacitated ACH

Sector to ensure

excellence

To build human

resource

capacity and

promote

excellence

Maintain <10%

vacancy rate in

DAC

<10% vacancy

rate in DAC

maintained

7.4% 2.51% 3.9% - Maintain

<10%

Maintain

<10%

Maintain

<10%

STRATEGIC

OUTCOME-

ORIENTED

GOAL

STRATEGIC

OBJECTIVE


INDICATOR(S)


PERFORMANCE

MTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

39



5.3 Quarterly Targets for the 2019/20 Financial Year

Performance indicator Annual target (2019/20) Frequency of reportingQuarterly targets

Quarter 1 Quarter 2 Quarter 3 Quarter 4

No. of communication

and marketing campaigns

implemented to profile the

Department

7 Quarterly 3 2 1 1

No. of services modernized

(processes automated)

2 Annually - - - 2

% of total value of

procurement awarded to

BBBEE-compliant service

providers

>70% Quarterly >70% >70% >70% >70%

No. of Izimbizo held 20 Quarterly 5 5 5 5

<10% vacancy rate in DAC

maintained

<10% Annually - - - <10%

40



5.4 Budget and MTEF estimates


SUB-PROGRAMMES Audited outcome Adjusted appropriation Medium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Ministry 4,204 4,211 4,299 4,831 5,163 5,529 5,909

Management 60,956 61,422 56,560 53,416 50,868 53,583 57,068

Corporate Services 85,126 92,814 116,373 111,648 109,240 116,034 121,174

Office of the CFO 30,800 29,251 29,994 31,482 34,603 37,020 39,546

Office Accommodation 72,846 55,501 114,982 108,906 104,321 109,576 115,613

Total 253,932 243,199 322,208 310,317 308,274 326,155 344,067


ECONOMIC CLASSIFICATIONAudited outcome Adjusted appropriation Medium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Current payments 246,454 235,334 288,279 288,881 295,560 312,632 329,699

Compensation of employees 95,014 97,023 96,204 107,118 114,385 122,094 128,773

Goods and services 151,440 138,311 192,075 185,549 185,254 194,951 205,683

Interest 139 91 - - - - -

Interest and rent on land 139 91 - - - - -

Transfers and subsidies 1,072 394 2,499 - - - -

Provinces and municipalities 3 1 3 - - - -

Departmental agencies and accounts 7 - - - - - -

Non-profit institutions

Households 1,062 393 2,496 - - - -

Payments for capital assets 6,010 7,357 31,345 17,650 8,635 9,110 9,611

Transport equipment - 740

Other machinery and equipment 2,458 3,542 27,747 17,650 8,635 9,110 9,611

Software and other intangible assets 3,552 3,075 3,598 - - - -


Total 253,932 243,199 322,208 310,317 308,274 326,155 344,067

41



5.5 Reconciling performance targets with expenditure

In planning for 2019/20 and the MTEF, Programme 1’s considerations for budget allocations are

as follows:

Implementation of Work Study Project

Budget allocation: R1,5 million. The Work Study Project emanated from the skills audit that was

conducted through the National School of Government, which gave a clear picture of the profile

of the Department in relation to skills, qualification and experience. The Department appointed

the Government Technical Advisory Centre (GTAC) to use the skills audit report to implement the

work study and organisational review exercise. This process will determine, among other things, if

employees are correctly placed, assist with the amendment and finalisation of the organisational

structure, determine if there are any duplications in the Department, etc.

Marketing

Budget allocation: R11million. To date, the Department has not adequately marketed its

programmes and projects but in the coming financial year the Department will intensify its

visibility through increased marketing and branding campaigns. The current centralised budget

of R11 million will cater for departmental marketing and branding. Through engagement with our

stakeholders in the Sector and the line functions responsible for different departmental projects,

the Department will ensure that it improves on its marketing efforts.

42



5.6 Strategic Risk Analysis 2019/20

BRANCH – ADMINISTRATION

Strategic Objective & KPI Risk Category & Statement Risk Rationale & Consequence of Risk Risk Reduction Strategies

Strategic Objective

To develop, protect and promote the

cultural and creative sector.

Key Performance Indicator

No. of communication and marketing

campaigns implemented to profile the

Department

1. Brand Positioning Risk

Limited brand visibility and awareness of

the mandate of the DAC may prevent full

appreciation and acknowledgement of the value

of the ACH Sector

Risk Rationale

1. Undetermined brand reach

2. Maintain a brand that resonates with the DAC

stakeholders.

3. Protection of the DACs reputation.

4. Create awareness about the services of the

DAC.

Consequence of Risk

1. Misperception of the DAC mandate in the

public domain.

2. The services offered by the DAC will not

benefit the intended audience.

3. The DAC successes and achievements not

communicated.

1. Implement DAC Marketing and

Communications Strategy [Brand Strategy for

the DAC and its entities].

2. Use GCIS or alternative media agencies to

acquire media space in implementing the DAC

Marketing and Communications Strategy and

partnership with other media houses

3. Develop partnership plans with DAC public

entities to popularize the DAC mandate

4. Finalize the acquisition of media space

through media buying.

5. Source or recruit specialized skills to address

marketing & communication needs for the

Department [e.g. copy-right and graphic

design skills].

43



Strategic Objective

To provide access to information.


No. of services modernized (processes

automated)

2. Technology & Innovation Risk

Potential delays towards the implementation of

modernization of services may negatively impact

process optimization and efficiency of services

within the DAC.

Risk Rationale

1. Emerging Digital Technologies [Internet

of Things; Artificial Intelligence; Robotic

Process Automation influenced by the Fourth

Industrial Revolution and Government

Program of Action. The Department has

to be part of the global transition towards

digitization].

2. Increased efficiency and productivity.

Consequence of Risk

1. Inability to implement the DAC Digital Strategy

and the Department’s digital initiatives.

2. Limited digital optimization i.e. the

Department will not be able to increase

efficiency and productivity levels by

leveraging on technology advancements.

3. Adverse impact of service delivery.

1. Develop and obtain approval for the ICT

Infrastructure road-map for digitization. [ICT

to develop, scope and finalize implementation

plan]

2. Partner with other government entities to

expedite the implementation of key projects

influenced by technological changes [ SITA;

CSIR for NARSSA projects]

3. Project mapping of all transversal ICT projects,

and manage from a centralized ICT point.

4. Implement business initiatives as identified in

the Enterprise Architecture.

Strategic Objective

To implement sound financial management

and control systems.


% of total value of procurement awarded to

BBBEE-compliant service providers

3. Policy Reform Risk

Ambiguous policy directive on the management

of BBBEE enforcement leading to delayed

economic transformation.

Risk Rationale

1. Economic transformation

2. Department has a mandate to create access

to economic participation by the youth,

women, and other target groups in the Arts

and Culture, Heritage Sector, in support of the

National Development Plan.

Consequence of Risk

1. Delayed economic redress for targeted groups

in the Arts and Culture Heritage Sector.

1. Engage National Treasury on the current

Preferential procurement application and

identify initiatives to support economic

transformation within the Procurement

Regulations .

BRANCH – ADMINISTRATION


44



6. PROGRAMME 2: INSTITUTIONAL GOVERNANCE


To coordinate and manage all crosscutting functions of the Department and its public entities,

and to provide support and oversight to these public entities.

Strategic Overview

The Institutional Governance Programme contributes to the following strategic outcome-oriented

goals:

i. A transformed and productive ACH Sector

ii. An effective and efficient ACHSector

iii. An integrated and inclusive society

In 2019/20, the Branch will pursue the following major programmes and projects:

• FocusonAfrica

• ConductafeasibilitystudyontheestablishmentofSACulturalCentreandparticipate

in the Creative Economy Seminar with China

• Participateinthe11thBRICSSummitandCulturalProgramme2019

• Strengthenitscoordination,support,monitoringandreportingroleintermsof

Outcome 14

• Supportthemoralregenerationprogramme

• Monitortheimplementationofthesocialcompactnationalprojectbysocialpartners

• Strengthenadvocacyworkonsocialcohesionandnationbuilding

• StrengthenandmainstreamTargetGroupsprogrammestowardstheirinclusionand

transformation of the sector

• ReinvigoratethenationaldaysprogrammeinensuringthatacrosssectionofSouth

African society observes the national days

• UndertakefeasibilitystudyontheamalgamationofDACPublicentities

Key Subprogrammes

The Institutional Governance Programme is organised to carry out its work according to the

following subprogrammes:

• InternationalRelations

• SocialCohesion,NationBuildingandTargetGroups

• Coordination,Monitoring&Evaluation,andGoodGovernance

45



6.2 Strategic Objectives for the 2019 MTEF

STRATEGIC

OUTCOME

ORIENTED

GOAL

STRATEGIC

OBJECTIVE


INDICATOR(S)


PERFORMANCE

MTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

An effective

and efficient

ACH Sector— a

sound

governance

system to

ensure service

delivery

To drive

integrated

outcomes-

based research,

planning,

monitoring

and evaluation

across the

Sector

Departmental

performance

information

reports or

documents

No. of

departmental

and entities’

performance

information

reports/docu-

ments approved

- - 10 15 14 13 13

To create a

coherent policy

and legislative

environment for

ACH Sector

Governance

tools for DAC

public entities

implemented

No. of

governance

tools

implemented

for DAC public

entities

- - - Approved

governance

framework for

DAC public

entities

5 governance

tools (i.e.

appointment

of DAC reps

on councils,

appointment

of 4 councils,

induction of the

new councils,

capacity

building

programme

on corprate

governence for

new councils,

evaluation/

assessment of

councils)

5 5

CEO’s Forums

held

No. of CEO’s

Forums held

- - - 2 2 2 2

46



Reports on

feasibility

of, anddue

diligence

studies on,

amalgamation

of DAC public

entities

Approved

feasibility and

due diligence

report on

amalgamation

of DAC public

entities

- - - Approved

feasibility and

due diligence

report on

amalgamation

DAC public

entities

developed

Approved

feasibility and

due diligence

report on

amalgamation

of DAC public

entities

- -

A transformed

and productive

ACH Sector

- a sector

that actively

develops,

preserves,

protects and

promotes

diverse ACH

To build

relations and

partnerships

locally and

internationally

Cultural

diplomacy

engagements

coordinated

No. of cultural

diplomacy

engagements

coordinated

3 2 20 20 20 20 20

An integrated

and inclusive

society – an

effective/

impact-ful

nation-building

and social

cohesion

programme

To lead,

coordinate and

implement

social cohesion

programmes

National days

commemorated

No. of

national days

commemorated

6 6 6 6 6 6 6

Monitoring

reports on

social cohesion

compact

Number of

reports on the

implementation

of the social

cohesion

compact

- - - - 2 4 4

STRATEGIC

OUTCOME

ORIENTED

GOAL

STRATEGIC

OBJECTIVE


INDICATOR(S)


PERFORMANCE

MTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

47



STRATEGIC

OUTCOME

ORIENTED

GOAL

STRATEGIC

OBJECTIVE


INDICATOR(S)


PERFORMANCE

MTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Social cohesion

programmes

implemented

No. of

community

conversations

held

33 33 33 - 9 9 9

No. of social

advocacy

platforms held

10 27 22 - 20 20 20

MRM

programmes

supported

No. of MRM

programmes

supported

1 1 1 - 1 1 1

Target-groups

programmes

supported

No. of Arts

and Youth

Development

Programmes

supported

2 2 3 - 3 3 3

No. of arts

and social

development

programmes

supported

2 2 2 - 4 4 4

48




PERFORMANCE

INDICATOR

ANNUAL TARGET

(2019/20)

FREQUENCY OF

REPORTING

QUARTERLY TARGETS


No. of departmental and

entities’ performance

information reports/docu-

ments approved

14 Quarterly 4

(DAC quarterly

report, public entities’

consolidated quarterly

report, Outcome 14 report

, DAC operational plan)

3

(DAC quarterly



report, DAC annual report)

3

(DAC quarterly



report, Outcome 14 report)

4

(DAC quarterly



report, DAC strategic plan,

DAC annual performance

plan)

No. of governance tools

implemented for DAC

public entities

5 Quarterly 2 x governance tools

(the delegation of DAC

officials to strengthen

governance in entities,

appointment of the 4 new

councils)

1 x governance tool

(induction of newly

appointed councils)

1 x governance tool

(capacity building

programme on corporate

governance for new

councils)

1 x governance tool

(evaluation and/or

assessment of councils)

No. of CEO’s Forums held 2 Biannually - 1 - 1

Approved feasibility and

due diligence report on

amalgamation of DAC

public entities

Approved feasibility and

due diligence report on

amalgamation DAC public

entities

Quarterly First consultations with

DAC public entities and

relevant stakeholders

completed

Draft report on feasibility

study and due diligence

report developed

Second consultations with

DAC public entities and

relevant stakeholders on

draft report completed

Feasibility and due

diligence report on

amalgamation DAC public

entities approved

No. of cultural diplomacy

engagements coordinated

20 Quarterly 5 5 5 5

No. of national days

commemorated

6 Quarterly 2 2 1 1

Number of reports on the

implementation of the

social cohesion compact

2 Quarterly - - 1 1

No. of community

conversations held

9 Quarterly 3 2 2 2

49



No. of social advocacy

platforms held


No. of MRM programmes

supported

1 Annually – – – 1

No. of Arts and Youth

Development Programmes

supported.

3 Quarterly 1 1 1 –

No. of Arts and Social

Development Programmes

supported.

4 Annually – – 4 –

6.4 Budget and MTEF Estimates


SUBPROGRAMMES Audited Outcome Adjusted

Appropriation

Medium-Term Expenditure Estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

International Co-

operation

31,255 25,908 30,963 34,491 36,845 39,126 41,570

Social Cohesion &

Nation Building

28,140 33,228 48,216 78,060 89,168 94,301 100,277

Coordination,

Monitoring, Evaluation

and Good Governance

9,028 14,822 16,013 17,344 24,380 26,151 27,825

Total 68,423 73,958 95,192 129,895 150,393 159,578 169,672

PERFORMANCE

INDICATOR

ANNUAL TARGET

(2019/20)

FREQUENCY OF

REPORTING

QUARTERLY TARGETS


50




ECONOMIC CLASSIFICATION

Audited Outcome Adjusted

Appropriation

Medium-Term Expenditure Estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22


Compensation of employees 25,484 30,470 33,065 37,719 41,573 44,592 47 739


Interest 27 - - - - - -

Interest and rent on land 27 - - - - - -

Transfers and subsidies 15,968 14,055 29,829 33,174 35,003 36,901 39,404

Departmental agencies and

accounts

- - 12,700 9,000 9,504 10,027 10,578

Foreign governments and

international organisations

2,298 1,963 1,899 2,865 3,025 3,191 3,367

Public Corporations 50 900 - - - - -

Non-profit institutions 13,365 11,094 15,108 21,309 22,474 23,683 25,459

Households 255 98 122 - - - -

Payments for capital assets 38 - - - - - -

Other machinery and equipment 38 - - - - - -


Total 68,423 73,958 95,192 129,895 150,393 159,578 169,672

51



6.5 Reconciling Performance Targets with Expenditure


as follows:

National Convention for Social Compacts

Budget allocation: R8 million. For hosting a national convention in October/November to sign

social compacts on nation building and social cohesion with various sectors (business, labour,

youth formations, media, women’s organisations, other civil society organisations, etc.).

Moral Regeneration and Youth Social Cohesion Advocates Programmes

Budget allocation: R3,5 million. For supporting moral regeneration programmes to instil values

that promote social cohesion and nation building, and activation of the youth social cohesion

advocates programme.

Social Cohesion Advocates Programme

Budget allocation: R3,5 million. Platforms will be created for advocates to promote social cohesion

and national building. This is in addition to platforms they will have created for themselves. It is

also expected that they will strengthen their advocacy work with a particular focus on research

and media outreach, including writing opinion pieces.

Community Conversations

Budget allocation: R1,5 million. Community Conversations will be on a smaller scale in this financial

year but with a different and deeper focus on issues of social cohesion and nation building.

African Continent and BRICS

Budget allocation: R6 million from Institutional Governance and R35 million from Arts and Culture

Promotion and Development (ACPD). To celebrate Africa Month and participate in 2019 BRICS

and Seasons.

Arts and Social Development

Budget allocation: R7 million. For programmes that will advance women, children, older persons

and people with disabilities through arts and culture. These programmes will be transformative in

nature and contribute towards reducing inequalities and promoting inclusivity.

Youth Development and the Young Patriots Programme

Budget allocation: R20 million for youth development and R12 million for the Young Patriots

Programme. The DAC will prioritise youth development through arts, youth development

programmes and its newly established national youth service, the Young Patriots Programme,

to engage young people in service delivery to communities and as a way to build a culture of

patriotism and nation building. Through these programmes, the Department plans to make

young people (both in and out of school) active participants in building capacity in the Sector by

gaining meaningful skills in arts, culture and heritage.

Other Expenditure

The key cost driver in the Monitoring & Evaluation and Strategy & Planning Unit relates to the

printing of strategic plans, annual performance plans and annual reports that have to be tabled in

Parliament. An amount of R750 000,00 is budgeted for the item in the 2019/20 financial year. An

amount of R700 000,00 is budgeted for sectoral and regional planning sessions.

52




BRANCH – INSTITUTIONAL GOVERNANCE


Strategic Objective

To build relations and partnerships locally

and internationally.


No. of cultural diplomacy engagements

coordinated

1. Environmental Risk

Global political; economic; environmental

and technological changes may limit the full

implementation of the international relations

programme.

Risk Rationale

1. Commitment to the delivery of the of the

Departments mandate and deliverables

2. Management of the reputation of the country

and relations

3. Discernable increased demand on Cultural

Diplomacy

Consequence of Risk

1. Project interruptions leading to scaling down;

cancellation or postponement of some

projects.

2. Greater flexibility and innovative ways of

engagement.

1. Activate alternative interventions to detect

and address potential instability. [Regular

interactions with DIRCO; foreign governments

and international missions]

2. Reprioritization of projects within the

International Relations Programme

Strategic Objective

To drive integrated outcomes-based

research, planning, monitoring and

evaluation across the Sector.


Number of departmental and entities’

performance information reports or

documents approved

2. Performance Gap Risk:

Inability to perform at acceptable levels [ in terms

of quality, cost and cycle time] towards meeting

the Department’s mandate.

Risk Rationale

1. Pursuit of the Department’s mandate, and

accountability towards the budget allocation

to deliver on the Department’s mandate.

2. Historical below 100% performance results

3. Achievement of a clean audit from a

performance level.

Consequence of Risk

1. Late submission of performance reports to

external oversight Departments

2. Non-achievement of performance target

3. Failure to transform the Arts, Culture &

Heritage Sector.

4. Performance misrepresentation

1. Re-workshop the Planning and Reporting

Framework.

2. Continuous quarterly monitoring reviews.

53



Strategic Objective

To create a coherent policy and legislative

environment for ACH Sector


Approved feasibility and due diligence

report on amalgamation of DAC public

entities

3. Governance Risk:

Potential delays, resistance and low levels

of buy-in, on the implementation of the

recommendations of the feasibility study to

rationalize the Department’s public entities .

Risk Rationale

1. Improve governance and operational

efficiency

2. Implementation of the White Paper

recommendations.

3. Spread the limited budget allocation for

entities

Consequence of Risk

1. Unsustainable operational costs at public

entities.

2. Dysfunctional Councils at entities

3. Duplication of mandates [e.g. SAHRA and NHC

and the DAC]

4. Potential litigation emanating from labour

representatives; and employees.

1. Facilitate Stakeholder Engagements for

the CEO’s [through CEO Forum]; Council’s ;

Portfolio Committee and the National Treasury

on the Feasibility Study.

2. Conduct entity visits to consult individually

with the CEO’s.

3. Define the mandate of the entities and

develop model options for all entities.

4. Workshop the model options and obtain

inputs from Public Entities and other

Stakeholders.

5. Present the recommendations to EMT for

approval.

Strategic Objective


environment for the ACH Sector


No. of governance tools implemented for

DAC public entities

4. Compliance Risk

Non-compliance to governance and fiscal

management systems by Public Entities may not

enable adequate and effective implementation

of Departments’ mandate and strategy.

Risk Rationale

Promote good governance and implementation

of the DAC’s mandate [service delivery and

transformation] by public entities.

Consequence of Risk

1. Increasing cost of misconduct due to non-

compliance.

2. Negative audit outcomes

3. Compromised oversight responsibilities of the

shareholder.

1. Implement tools [Governance Framework] to

govern institutions by providing guidelines on

compliance and governance.

2. Continuous advancement of governance skills

of all Board members through the IoDSA.

3. Conduct the assessment of the efficacy of the

appointed Councils



54





Strategic Objective

To lead, coordinate and implement social

cohesion programmes.


Number of monitoring reports on the

implementation of the social cohesion

compact.

5. Political Risk

Non-response by the Sector and lack of

recognition of the DAC in its role on Social

Cohesion may lead to low levels of commitment

to the Social Compact programme.

Risk Rationale

1. Constitutional Mandate as a government

entity to play in redress and societal

transformation.

2. Social Cohesion and nation building is an

imperative of the National Development Plan

aligned to vision 2030.

3. DAC is driving Social Cohesion as a mandate

given to it by government to co-ordinate,

monitor, report to Cabinet, including giving

support to the National Departments and

public entities.

Consequence of Risk

1. Socio-historical divisions will remain if not

worsened.

2. The prospects of a socially inclusive society

would be dented.

1. Finalize the appointment of service provider

[expert research institutions] to conduct

stakeholder mapping and stakeholder

consultations about potential commitment

from the Sector.

2. Develop monitoring tools [inclusive of a

methodology]

55





Strategic Objective

To lead, coordinate and implement

programmes on Social Cohesion Nation

Building and Target groups.


Target-group programmes supported

6. Strategy Alignment Risk:

Ineffective implementation of the Youth

Programmes within the ACH Sector disable

the transformation agenda in relation Youth

Initiatives.

Risk Rationale

1. Compliance to the National Youth

Development Act and the National Youth

Policy of 2015-2019 [creation of employment

and opportunities].

2. Current slow transformation the ACH

landscape on Target Group initiatives.

3. ACH can contribute to job creation and the

economy through arts; culture; and heritage.

4. Unlocked opportunities for Target Groups from

alternate sector [ private sector; international

donors]

Consequence of Risk

1. Unaddressed duplicate effort in the

implementation of youth programmes.

2. Unaddressed unemployment and missed

opportunities to create employment for the

youth in the ACH Sector.

1. Finalize the DAC mainstreaming strategy and

Action Plan for target Group to guide the ACH

Sector.

2. Enter into partnerships with DAC entities;

government and Civil Society on Youth

Programs initiatives.

3. Assess available opportunities with the NYDA

to create the inclusion of target groups in

sector outside of government.

56



7. PROGRAMME 3: ARTS AND CULTURE PROMOTION AND DEVELOPMENT


The Programme is responsible for the development and promotion of arts, culture and language.

Strategic Overview

Arts and Culture Promotion and Development contribute to four of the Department’s strategic

outcome–oriented goals, namely:

I. A transformed and productive ACH Sector

II. An integrated and inclusive society

III. An effective and efficient ACH Sector

IV. A professional and capacitated ACH Sector

Key Subprogrammes

The Arts and Culture Promotion and Development Programme is organised to carry out its work

according to the following subprogrammes:

1) National Language Service

• Human Language Technologies (HLT)

• Translation and Editing

• Language Planning and Development

• Terminology Coordination

2) Cultural and Creative Industries Development

• Visual Arts and Design (Multimedia)

• Performing Arts (Multidisciplinary)

• Books and Publishing

• Cultural Industries Policy, Research and IP Development

57




STRATEGIC

OUTCOME–

ORIENTED GOAL

STRATEGIC

OBJECTIVEOUTPUT(S)

PERFORMANCE

INDICATOR(S)

AUDITED ACTUAL PERFORMANCEESTIMATED

PERFORMANCEMTEF TARGETS

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

A transformed and

productive ACH

Sector – a sector that

actively develops,

preserves, protects

and promotes

diverse ACH

To develop, protect

and promote

cultural and

creative sector

Cultural and

creative

programmes

supported

Job

opportunities

created through

Arts and Culture

Projects

No. of cultural

and creative

sector projects

supported

through MGE

– – – 30 70 80 90

No. of job

opportunities

created across

all MGE work

streams and

Cultural

Development

programme

– – – – 9000 9000 9000

No. of sector

organisations

supported

– – – 10 12 12 12

To develop and

promote official

languages

Language

services offered

in accordance

with language

legislation and

policy

No. of

multi–year

HLT projects

supported

8 6 9 6 6 6 6

To build

relationships

and partnerships

locally and

internationally

Market access

platforms

supported

No. of market

access platforms

supported

– 37 13 12 12 12 12

58



To provide access

to information

Language

services offered

in accordance

with language

legislation and

policy

% of documents

received and

accepted that

are translated

and/or edited

100% 100% 100% 100% 100% 100% 100%

An integrated and

inclusive society

To lead, coordinate

and implement

social cohesion

programme

Provincial

community arts

programmes

supported

No. of provincial

community arts

programmes

supported

– – – – 9 9 9

A professional and

capacitated ACH

Sector – a skilled

and capacitated ACH

Sector to ensure

excellence

To build human

resource capacity

and promote

excellence

Bursaries

awarded for

development

of qualified

language

practitioners

No. of bursaries

awarded for

development

of qualified

language

practitioners

463 445 429 300 300 300 300

No. of capacity

building

programmes

supported

8 12 14 23 23 23 23

No. of artists

placed in

schools

352 342 352 – 360 360 360

An effective and

efficient ACH Sector

To drive integrated

outcomes–based

research, planning,

monitoring and

evaluation across

the Sector

Reports

produced by

SACO

No. of reports

produced by

SACO

3 20 27 – 36 36 36

STRATEGIC

OUTCOME–

ORIENTED GOAL

STRATEGIC

OBJECTIVEOUTPUT(S)

PERFORMANCE

INDICATOR(S)



2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

59




PERFORMANCE

INDICATOR

ANNUAL TARGET

(2019/20)

FREQUENCY OF

REPORTING

QUARTERLY TARGETS


No. of cultural and creative

sector projects supported

through MGE


No. of Job opportunities

created through Arts and

Culture Projects

9000 Annually – – – 9000

No. of sector organisations

supported

12 Quarterly – 4 4 4

No. of multi–year HLT

projects supported

6 Quarterly 6 HLT projects supported 6 HLT projects' support

continued

6 HLT projects' support

continued

6 HLT projects' support

continued

No. of market access

platforms supported


% of documents received

and accepted that are

translated and/or edited

100% Quarterly 100% 100% 100% 100%

No. of provincial

community arts

programmes supported

9 Quarterly – 3 3 3

No. of bursaries awarded

for development of

qualified language

practitioners

300 Annually – – 300 –

No. of capacity building

programmes supported


No. of artists placed in

schools

360 Annually – – 360 –

No. of reports produced by

SACO


60



7.4 Budget and MTEF Estimates


SUBPROGRAMMESAudited Outcome

Adjusted

AppropriationMedium-Term Expenditure Estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

National Language Services 42,955 45,104 44,885 52,387 56,547 60,293 64,269

Pan South African Language Board 90,905 115,564 110,696 113,587 120,857 127,414 134,420

Cultural and Creative Industries Development 343,444 382,572 364,988 384,477 417,611 440,833 467,828

Performing Arts Institutions 263,177 241,649 261,197 266,568 281,059 296,437 313,322

National Film and Video Foundation 116,721 122,907 129,052 133,472 140,403 148,119 156,265

National Arts Council 97,589 101,182 106,241 109,677 115,761 122,126 128,843

Total 954,791 1,008,978 1,017,059 1,060,168 1,132,238 1,195,222 1,264,947

61




ECONOMIC CLASSIFICATIONAudited Outcome

Adjusted


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22


Compensation of employees 43,420 45,692 44,870 51,801 56,770 60,982 65,384


Interest 27 - - - - - -


Transfers and subsidies 814,332 881,982 888,036 944,053 997,848 1,052,552 1,113,793

Departmental agencies and accounts 577,164 608,417 649,570 688,958 736,241 779,346 822,588

Higher education institutions 130 6,171 7,575 5,441 4,445 6,888 7,501

Public Corporations 100,822 130,871 88,120 93,601 100,927 102,497 107,900

Non-profit institutions 122,356 121,357 119,185 138,327 139,978 148,527 159,669

Households 13,860 15,166 23,586 17,726 16,257 15,294 16,135

Payments for capital assets 149 208 - - - - -

Other machinery and equipment 149 - - - - - -

Software and other intangible assets - 208 - - - - -


Total 954,791 1,008,978 1,017,060 1,060,537 1,132,635 1,195,653 1,265,411

62



7.5 Reconciling Performance targets with Expenditure


as follows:

• SupportinglanguagebursariesthroughabudgetallocationofR6million

• SupportingHLTprojectswithabudgetallocationofR11121000,00

• Promotingaccesstoinformationthroughtheprovisionofatranslationandediting

service, which is largely provided in–house by translators and editors who are part of

the DAC staff complement

• SupportingtheMGEandCulturalandCreativeIndustryDevelopmentProgrammes

with a total budget allocation of R388 million, which includes the research agenda of

SACO.

The implementation of sector strategies in broadening the participation of vulnerable

groups, job creation and black empowerment of the creative sectors

• R18millionforCommunityArtsProgrammesandR20millionforCommunityArts

infrastructural requirements

• SupportingtheCapacityBuildingandProfessionalHumanCapitalProgrammeswitha

budget allocation of R46 million

• ImplementingtheArtistsinSchoolsProgrammewithabudgetallocationofR16

million

63




BRANCH – ARTS, CULTURE, DEVELOPMENT AND PROMOTION


Strategic Objective

To develop, protect and promote cultural

and creative sector.


Number of cultural & creative sector

projects supported through MGE

1. Financial Risk

Inability to transform the ACH Sector through

the MGE strategy and other funding initiatives

emanating from potential budget cuts/ limited

funds which will negative impact the ACH Sector.

Risk Rationale

1. To transform the ACH Sector through job

creation

2. Increase in the economy through increased

contribution to the GDP through ACH.

Consequence of Risk

1. Exposure to litigations

2. Inability to fund additional proposals

3. Irregular Expenditure

4. Increased audit scrutiny

1. Develop Funding Policy

2. Develop Funding Criteria

3. Enforce the implementation of TR on funding

4. Increased oversight on funding proposals.

5. Review the guidelines to include funding >

R2million threshold.

Strategic Objective

To build relationships and partnerships

locally and internationally


Number of market access platforms

supported

2. Partnership Risk

Inefficient collaborations by the Department and

other government state agents may lead to poor

execution of the Departmental strategies

Risk Rationale

1. Sell cultural content offering to the

international market and within the continent

2. Increase the socio-economic activity /

earnings.

Consequence of Risk

1. Increased budget pressures

2. Decrease in the number of artists exposed to

international markets.

1. Finalize the approval of the remaining

Strategies

2. Formalize agreements with partnering

Departments

3. Leverage on the industry based industries [

e.g. Decorex]

64



8. PROGRAMME 4: HERITAGE PROMOTION AND PRESERVATION


The Programme is responsible for the identification, collection, safeguarding, promotion and

transformation of South African heritage, archives, heraldry and libraries and to develop, manage

and monitor all departmental and public entities’ infrastructure and capital works projects.

Strategic Overview

Branch 4 contributes to the following strategic outcome–oriented goals of the Department:

I. A transformed and productive ACH Sector – a sector that actively develops, preserves,

protects and promotes diverse ACH

II. An effective and efficient ACH Sector – a sound governance system to ensure service

delivery

Key Subprogrammes

The Heritage Preservation and Promotion Branch has been organised to carry out its work

according to the following subprogrammes:

1. National Archives and Libraries

• Records Management and Information Services – to ensure proper management and

care of public records

• Archives Services – facilitate transfer, collect, preserve, provide access to and

encourage use of a national archival heritage (public and non–public records)

• National Film, Video and Sound Archives – collect, accession, preserve and make

accessible the audio–visual heritage of South Africa

• Library Policy and Coordination – mainstream policy development for the Library

Sector

2. Heritage Preservation and Promotion

• Heritage Policy & Research Development – formulate, monitor and evaluate heritage

policies that will assist in the promotion and preservation of South African heritage

• Living Heritage – preserve oral traditions, customs and practices, and protect

indigenous knowledge systems. The South African Geographical Names Unit supports

the South African Geographical Names Council, which is responsible for the

transformation and standardisation of names of geographical features. DAC decided to

reconfigure the profiling of Living Human Treasures, that resulted in the decision to

publish two books on Living Human Treasures instead of entering their biographies on

a departmental database

• Heritage Institutional Development – manage the transformation of existing

museums and heritage institutions, and to facilitate the implementation of legacy

projects

• Bureau of Heraldry – design, register and promote heraldic representations,

including the country’s national symbols

• Infrastructure Management Office – Infrastructure Management Office funds Capital

Works and administers capital allocations for the construction and maintenance of

heritage, playhouses, libraries, national archives, new structures of national legacy

projects and other capital projects annually

65




STRATEGIC

OUTCOME–

ORIENTED GOAL

STRATEGIC

OBJECTIVEOUTPUT(S)

PERFORMANCE

INDICATOR(S)



2015/16 2016/17 2017/18 2018/19 2019/2020 2020/21 2021/22

A transformed

and productive

ACH Sector – a

sector that

actively develops,

preserves, protects

and promotes

diverse ACH

To develop,

preserve,

protect and

promote

heritage

Gazette notices

on standardised

geographical

names

published

No. of Gazette

notices on

standardisation

of geographical

names

published

3 3 3 3 3 3 3

Books profiling

living human

treasures

published

No. of books

profiling

living human

treasures

published

– 18 18 2 2 2 2

Multi–year

heritage

infrastructure

projects

completed

No. of multi–

year heritage

infrastructure

projects

completed

– – – 2 2 2 2

Feasibility

study report

on Resistance

and Liberation

Movements

Museum

developed

Feasibility

study report

on Resistance

and Liberation

Movement

Museum

submitted to

Cabinet

– – – Draft feasibility

study report

on Resistance

and Liberation

Movements

Museum

Final feasibility

study report

on Resistance

and Liberation

Movements

Museum

submitted to

Cabinet

Implementa-

tion of

feasibility study

recommenda-

tions

Implementa-

tion of

feasibility

study

recommen-

dations

Flags installed

in schools

No. of flags

installed in

schools

3 532 504 528 1 000 1 000 – –

66



STRATEGIC

OUTCOME–

ORIENTED GOAL

STRATEGIC

OBJECTIVEOUTPUT(S)

PERFORMANCE

INDICATOR(S)



2015/16 2016/17 2017/18 2018/19 2019/2020 2020/21 2021/22

Heritage

Bursaries

Awarded

No. of Heritage

Bursaries

awarded

- - - 65 65 71 77

Job

opportunities

created through

Arts, Culture

and Heritage

Infrastructure

No. of Job

opportunities

created through

Arts, Culture

and Heritage

Infrastructure

- - - - 530 583 641

To provide

access to

information

Archival

collections

digitised

No. of archival

collections

digitised

2 2 3 3 3 3 3

Newly built

and/or modular

libraries

supported

financially

No. of newly

built and/

or modular

libraries

supported

financially

44 20 27 29 32 35 38

67



STRATEGIC

OUTCOME–

ORIENTED GOAL

STRATEGIC

OBJECTIVEOUTPUT(S)

PERFORMANCE

INDICATOR(S)



2015/16 2016/17 2017/18 2018/19 2019/2020 2020/21 2021/22

Heritage

policies drafted

No. of heritage

policies drafted

3 policies

and/or

legislative

frameworks

2 (1 policy and

1 legislative

framework)

Socio–

economic

impact

assessment

reports on 2

heritage policies

developed

1 policy

developed

(underwater

cultural

heritage)

1 national

policy drafted

on the

repatriation

and

restitution

of human

remains and

heritage

objects

1 policy

developed

1 policy

developed

68




PERFORMANCE INDICATORANNUAL TARGET

(2019/20)

FREQUENCY

OF

REPORTING

QUARTERLY TARGETS

QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

No. of Gazette notices on

standardisation of geographical

names published

3 Quarterly _ 1 1 1

No. of books profiling living human

treasures published


No. of multi–year heritage

infrastructure projects completed

2 Quarterly Appointment of contractor

and site establishment for OR

Tambo Garden of Remembrance

Appointment of contractor and

site establishment for Mrs Winnie

Madikizela-Mandela Brandfort Site

OR Tambo Garden

of Remembrance

Construction Mrs Winnie

Madikizela-Mandela

Brandfort Site Construction

OR Tambo Garden

of Remembrance

Construction Mrs Winnie

Madikizela-Mandela

Brandfort Site Construction

OR Tambo Garden

of Remembrance

Construction Completion

Mrs Winnie Madikizela-

Mandela Brandfort Site

Construction Completion

Feasibility study report on

Resistance and Liberation

Movements Museum submitted to

Cabinet

Feasibility

study report

on Resistance

and Liberation

Movements

Museum

submitted to

Cabinet

Quarterly Draft feasibility study report

on Resistance and Liberation

Movements Museum presented

to infrastructure work stream

and Technical Committee (DGs)

meeting and inputs incorporated

Draft feasibility study

report presented to Inter-

Ministerial Committee

(IMC) and SPCHD Technical

Working Group (TWG) and

input incorporated

Draft feasibility study

report presented to

SPCHD Cluster and input

incorporated

Feasibility study report on

Resistance and Liberation

Movements Museum

submitted to Cabinet

No. of flags installed in schools 1 000 Quarterly – 200 400 400

No. of Heritage bursaries awarded 65 Annually – – 65 –

No. of Job opportunities created

through Arts, Culture and Heritage

Infrastructure

530 Annually – – – 530 job opportunities

created

69



No. of archival collections digitised 3 Quarterly TRC audio tapes digitised

Treason Trial Dictabelts digitised

Digitisation of the CODESA

Records

Digitisation of Treason Trial

Digitisation of

Dictabelts continued


Records


Digitisation of



Records


Digitisation of



Records

No. of newly built and / or modular

libraries supported financially

32 Quarterly 32 newly built and / or modular

libraries supported financially

Financial support to

the newly built and /

or modular libraries

continued




continued




continued

No. of heritage policies drafted 1 national policy

on repatriation

and restitution of

human remains

and heritage

objects drafted

Quarterly Finalization of provincial

consultations (Limpopo province)

Consolidation of inputs from nine

provinces

Hosting of one national

consultative workshop

on the draft repatriation

policy

Consolidation of final

inputs from stakeholders

and preparation of policy

for submission to DPME.

Submission of Draft

Policy on repatriation

and restitution of human

remains and heritage

objects to DPME for initial

SEIAS assessment

Submission of national

Draft Policy on repatriation

and restitution of human

remains and heritage

objects to DMPE for

second SEIAS assessment

Tabling of the Draft Policy

before Cabinet Committee

(clusters)

PERFORMANCE INDICATORANNUAL TARGET

(2019/20)

FREQUENCY

OF

REPORTING

QUARTERLY TARGETS

QUARTER 1 QUARTER 2 QUARTER 3 QUARTER 4

70



8.4 Budget And MTEF Estimates


SUBPROGRAMMESAudited outcome

Adjusted

appropriationMedium-term expenditure estimate

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Heritage Promotion 86,136 92,342 54,934 55 351 60,486 64,287 68,136

National Archive Services 39,413 37,278 39,432 46 198 48,770 53,182 57,124

Heritage Institutions 472,797 477,936 688,090 532 621 571,813 603,467 636,673

National Library Services 111,285 125,466 145,014 129 966 137,183 144,996 153,156

Public Library Services 1,299,079 1,380,970 1,444,870 1 452 536 1,531,667 1,616,266 1,713,079

Infrastructure Management Office 366,980 382,737 208,804 492 744 541,932 571,793 603,303

South African Heritage Resources Agency 48,552 51,125 57,861 55 650 58,315 61,525 64,909

South African Geographical Names Council 2,490 1,269 3,363 4 798 5,061 5,338 5,633

National Heritage Council 58,475 82,724 64,653 68 493 71,353 75,279 79,420

Total 2,485,207 2,631,847 2,707,021 2 838 357 3,026,580 3,196,133 3,381,433

71




Economic classificationAudited Outcome

Adjusted


2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Current payments 151,420 119,610 101,774 125 539 131,628 142,662 151,899

Compensation of employees 50,434 53,211 54,531 56 892 60,130 65,654 70,492

Goods and services 100,986 66,399 47,244 68 647 66,021 71,100 75,050

Interest 27 - - - - - -


Transfers and subsidies 2,226,732 2,416,816 2,561,167 2 603 225 2,663,792 2,812,421 2,965,484

Provinces and municipalities 1,274,314 1,357,132 1,419,960 1 423 684 1,501,199 1,584,122 1,679,168

Departmental agencies and accounts 884,558 1,019,345 1,110,925 1 089 307 1,115,008 1,139,657 1,191,887

Higher education institutions - - - - 4,373 - -

Foreign governments and international

organisations

1,700 12,928 1,000 1 944 2,025 2,136 2,253

Public Corporations 14,595 4,635 1,350 29 051 900 2,900 14,566

Non-profit institutions 46,210 18,018 24,531 53 316 34,032 77,007 70,648

Households 5,355 4,758 3,401 5 923 6,255 6,599 6,962

Payments for capital assets 106,854 95,375 44,056 109 593 236,637 246,958 270,407

Buildings and other fixed structures - - - - - -- -

Transport equipment - - - - - - -

Other machinery and equipment - 302 15 - - - -

Heritage assets 104,438 93,990 43,438 109 593 236,637 246,958 270,407

Software and other intangible assets 2,416 1,083 603 - - - -


Total 2,485,207 2,631,847 2,707,021 2 838 357 3,026,580 3,196,133 3,381,433

72



8.5 Reconciling Performance Targets with Expenditure


as follows:

Community Libraries

The budget allocated for building community libraries is R279 322 000. The aim of this programme

is to provide library infrastructure that promotes a culture of reading and contributes towards

educational outcomes.

National Automated Archival Information Retrieval System (NAAIRS)

The second phase of the upgrading of NAAIRS will continue. The budget allocated for this is

R3,5million. The project will assist in modernising records and archives management systems by

providing easy access to archival collections.

Heritage Preservation & Promotion of Legacy Projects

The National Legacy Projects celebrate, commemorate and promote the contributions made by

South Africans, individually or collectively, through the epoch of Pre–Colonial, Colonial, Apartheid

and Post–Apartheid, for the transformation of the South African society.

73




BRANCH – HERITAGE PROMOTIONS AND PRESERVATION


Strategic Objective

To develop, preserve, protect and promote

heritage


No. of Gazette notices on standardisation of

geographical names published

1. Litigation Risk

Legal challenges emanating from name change

decision may lead to litigious action

Risk Rationale

1. Legislated mandate towards name change

Consequence of Risk

1. Unforeseen expenditure on litigation.

2. Reputational risk aligned to the Department’s

perceived adverse conduct.

1. Finalize the re-appointment of Council for

geographical names.

2. Activate the geographical name database to

inform the public on the process, and names

which are implemented.

3. Enable the potential hosting of the

Geographical names database on NAAIRS

database as a participator to create access of

geographical names to the public.

Strategic Objective


heritage


No. of books profiling living human

treasures published

2. Strategy Implementation Risk

Delayed implementation of the Living Heritage

Policy by the Department.

Risk Rationale

1. Partial implementation of the living Human

treasures Policy

2. No public participation process in place

3. No provincial authentication

4. South Africa intends to participate fully

on the UNESCO intangible Asset, towards

international cooperation and development of

the Convention.

Consequence of Risk

1. Unaccounted or loss of country memory on

the country’s living human treasures.

2. Unpreserved indigenous knowledge currently

residing with elderly in country.

1. Operationalize the national policy on Living

Human Treasure

2. Appoint a National Authentication Committee.

74



Strategic Objective

To provide access to information


No. of archival collections digitized

3. ICT Infrastructure Risk

The current ICT Infrastructure landscape does

not enable adequate storage of digitized data

to enable access and preservation of historical

records.

Risk Rationale

1. Increased demand of records which may

result in the increased dicta-belts for access to

the public.

2. Current back-log has to be addressed at the

National Archives

2. The National Archives has to transition and

align with fourth industrial revolution

Consequence of Risk

1. Potential loss of unsecured critical data

2. Non-digitized data is under threat

3. DAC not aligned to the 4IR objectives.

1. Ensure that the digitization of the Archival

Building Facility accommodates the National

Digitization Programme for Archival

Collections.

Strategic Objective


heritage


A feasibility study report for the Resistance

and Liberation Movements Museum

completed.

4. Infrastructure Risk: Unaddressed

limited

provision and access to heritage infrastructure

may lead to unpreserved and diminished

information and knowledge on the role of

resistance and liberation movements.

Risk Rationale

1. To meet the Department’s mandate in

preserving an inclusive heritage.

2. Map the liberation movements contribution to

the country’s democracy

Consequence of Risk

1. Political heritage history may become extinct.

2. Limited or no intergenerational transmission

of the country’s political history and heritage

1. Draft feasibility study report on Resistance and

Liberation Movements Museum presented

to infrastructure work stream and inputs

incorporated

2. Draft feasibility study report presented to

Technical Committee (DGs) meeting and input

incorporated

3. Draft feasibility study report presented to IMC

and input incorporated

4. Feasibility study report on Resistance and

Liberation Movements Museum submitted to

Cabinet



75



Strategic Objective

To provide access to information


No. of newly built and/or modular libraries

supported financially

5. Partnership Risk:

Increased DAC dependency on provinces in the

implementation of library infrastructure may

lead to failure to meet strategic deliverables

Risk Rationale

1.Empowering communities with knowledge

and information.

2. Delivery of library projects within time.

Consequence of Risk

1. Unforeseeable cost escalations on projects

2. Extended project life spans

1. Propose the increase of number of provincial

co-ordinators to monitor implementation of

Library infrastructure.

2. Implement quarterly monitoring oversight

visits.

Strategic Objective


environment for ACH Sector


No. of heritage policies drafted

6. Potential delay in finalizing the

policy

Emanating from extended consultative processes

at national level.

Risk Rationale

1.The Department has to correct the wrongs of

the past

2. To address the overlap with other national

department [ department of military veterans,

who repatriate military veterans; NPA

[repatriations of missing persons]

3. The human remains were collected

inhumanely

4. Sacred objects are repatriated to restore the

heritage footprint.

5. Restore stolen heritage objects

Consequence of Risk

1. High financial impact of reburials

2. Absence of a national guideline

3. Delayed transformation in the heritage

landscape

1. Conduct one national consultative process.

2. Conduct two Social Economic Impact

Assessment to be done prior to tabling for

approval at Cabinet



76



Links to otherPLANS

PARTC

77



9. COMMUNITY LIBRARY CONDITIONAL GRANT

Conditional Grant Allocation in 2019/20

NAME OF GRANTPERFORMANCE

INDICATOR

AUDITED PERFORMANCEMAIN

APPROPRIATIONMTEF

2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22

Community Library

Service Grant

Amount spent

on building new

libraries

289 087 000 299 401 000 392 051 000 336 775 000 279 322 000 296 081 000 313 845 000

Amount spent on

upgrading libraries

39 562 000 102 409 000 66 375 000 61 554 000 60 289 000 63 906 000 67 740 000

Amount spent on

purchasing library

material

114 611 000 96 600 000 – – – – –

No. of new libraries

built

44 20 26 29 32 35 38

No. of libraries

upgraded

35 43 40 45 50 55 60

No. of library

material purchased

534 873 401 067 – – – – –

Purpose of Grant To transform urban and rural community library infrastructure, facilities and services (primarily targeting previously disadvantaged communities) through a recapitalised

programme at provincial level in support of local government and national initiatives. This funding is intended to address backlogs and disparities in the ongoing provision and

maintenance of community library services across provinces and to enable national departments to provide strategic guidance and alignment with national priorities.

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2019/20 Community Library Conditional Grant Projects

Item Province Municipality Target Date Status

1. Alice library Eastern Cape Nkonkobe 31 March 2020 80% complete

2. Wepener Free State Naledi 31 March 2020 80% complete

3. Van Stadensrus library Free State Naledi 31 March 2020 88% complete

4. Soutpan Free State Masilonyana 31 March 2020 90% complete

5. Impumelelo library Gauteng Emfuleni 31 March 2020 28% complete

6. Kokosi library Gauteng Merafong 31 March 2020 87% complete

7. Boipatong library Gauteng Emfuleni 31 March 2020 89% complete

8. Akasia library Gauteng City of Tshwane 31 March 2020 50% complete

9. Ingwavuma library KwaZulu-Natal Jozini 31 March 2020 75% complete

10. Bilanyoni KwaZulu-Natal eDumbe 31 March 2020 92% complete

11. KwaNzimakwe modular KwaZulu-Natal Ray Nkonyeni 31 March 2020 Tender stage

12. Ntunjambili modular KwaZulu-Natal Maphumulo 31 March 2020 Tender stage

13. Ward 1modular library KwaZulu-Natal Big 5 Hlabisa 31 March 2020 Tender stage

14. Mfekayo modular library KwaZulu-Natal Mtubatuba 31 March 2020 Tender stage

15. Danny Dalton modular KwaZulu-Natal Ulundi 31 March 2020 Tender stage

16. KwaKhetha modular KwaZulu-Natal Nongoma 31 March 2020 Tender stage

17. Sankontshe modular KwaZulu-Natal Ethekwini 31 March 2020 Tender stage

18. Mpembeni modular KwaZulu-Natal Umhlathuze 31 March 2020 Tender stage

19. Thulamahashe library Mpumalanga Bushbuckridge 31 March 2020 80% complete

20. Sakhile library Mpumalanga Lekwa 31 March 2020 65% complete

21. Newtown library Mpumalanga Steve Tshwete 31 March 2020 Tender stage

22. Thubelihle library Mpumalanga Emalahleni 31 March 2020 80% compete

23. Upington Northern Cape DawidKruiper 31 March 2020 95% complete

24. Greenpoint library Northern Cape Sol Plaatjie 31 March 2020 12% complete

25. Colesberg library Northern Cape Umsobomvu 31 March 2020 Consultants were appointed and final designs approved

26. Niekershoop modular Northern Cape Siyathemba 31 March 2020 5% complete

27. Stella library North West Naledi 31 March 2020 72% complete

28. Redirile library North West Kgetleng River 31 March 2020 75% complete

29. Southey library North West Kagisano Molopo 31 March 2020 Site was handed over in March 2019

30. Khayalethu library Western Cape Knysna 31 March 2020 99% complete

79



Item Province Municipality Target Date Status

31. Koekenaap modular Western Cape Matzikama 31 March 2020 Contractor is on site

32. Elim modular Western Cape Cape Agulhas 31 March 2020 Contractor is on site

10. CAPITAL WORKS (INFRASTRUCTURE) GRANT

NAME OF GRANT PROGRAMME

AUDITED PERFORMANCE

R`000

MAIN

APPROPRIATION

R`000

MEDIUM TERM EXPENDITURE ESTIMATES

R`000

2015/16 2016/17 2017/18 2018/19 2019/20 2021/22 2022/23

Capital Works

(Infrastructure)

Grant

Heritage Capital Works 83 814 201 675 80 585 102 511 160 984 123 067 131 351

Heritage Legacy Projects 74 456 156 377 53 370 275 999 130 192 116 520 121 964

Capital Works for Libraries 129 855 66 833 12 914 21 890 19 899 53 287 44 242

Capital Works for Arts &

Culture Promotion and

Development

150 127 134 547 43 149 123 245 94 997 86 382 91 133

Purpose of Grant To construct, upgrade, maintain, repair and renovate buildings of the DAC, public entities and other institutions in ACH Sector.

80



11. PUBLIC ENTITIES REPORTING TO THE DEPARTMENT

Name of the Public Entities Services rendered by the Public Entities Transfer to public entity (R’000)

1. Artscape Staging of productions 63 537

2. Afrikaanse Taalmuseum Collections, conservation, research of collections and design of relevant exhibitions

which will support the institution in its outreach, educational and public programmes

9 042

3. Ditsong Museums of South Africa Collections, conservation, research of collections and design of relevant exhibitions


91 666

4. Freedom Park Collections, conservation, research of collections and design of relevant exhibitions


95 678

5. Iziko Museums of South Africa Collections, conservation, research of collections and design of relevant exhibitions


91 179

6. KwaZulu-Natal Museum Collections, conservation, research of collections and design of relevant exhibitions


35 176

7. Luthuli Museum Collections, conservation, research of collections and design of relevant exhibitions

which will support the institutions in its outreach, educational and public

programmes

14 575

8. Market Theatre Foundation incorporating

the Windybrow Theatre

Market Theatre Foundation: staging of productions 48 311

9. National Arts Council Grant making to artists and arts communities 115 666

10. National English Literary Museum Collections, conservation, research of collections and design of relevant exhibitions


12 347

11. National Film and Video Foundation Funding for the film and video industry. Mandate to spearhead the equitable growth

and development of the South African film and video industry

140 308

12. National Heritage Council Enhances knowledge production on heritage and ensures promotion and awareness

of heritage

71 258

13. National Library of South Africa The core functions and strategies are prescribed by the National Library of South

Africa Act, 1998 (Act No. 92 of 1998), i.e. to collect, record, preserve and make available

the national documentary heritage and to promote an awareness and appreciation

thereof, by fostering information literacy and by facilitating access to the country’s

information resources

104 774

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14. National Museum, Bloemfontein Collections, conservation, research of collections and design of relevant exhibitions


56 916

15. Nelson Mandela Museum Collections, conservation, research of collections and design of relevant exhibitions


28 183

16. PanSALB In terms of section 6(5)(aJ and (b) of the Constitution of South Africa, PanSALB is

mandated to promote and create conditions for, the development and use of all

official languages; the Khoi, Nama and San Languages; and South African sign

language; and to promote and ensure respect for all languages commonly used by

communities in South Africa

120 857

17. Performing Arts Council of the Free State Staging of productions 47 040

18. Playhouse Company Staging of productions 51 749

19. Robben Island Museum Collections, conservation, research of collections and design of relevant exhibitions


84 117

20. South African Heritage Resources Agency

(SAHRA)

Deliver heritage conservation and management as prescribed by the National

Heritage Resources Act, 1999 (Act No. 25 of 1999); maximise the performance and

effectiveness of SAHRA management and employees; and implement good corporate

governance

58 220

21. South African Library for the Blind The core functions and strategies are prescribed by the South African Library for the

Blind Act, 1998 (Act No. 91 of 1998), i.e. to provide a national library and information

service to serve blind and print-handicapped readers in South Africa by collecting,

recording and providing access to documents and bibliographic services, to produce

documents in Braille and audio and to preserve this heritage, and to research

standards and technology for the production of these documents

23 438

22. State Theatre Staging of productions 59 065

23. uMsunduzi/Voortrekker Museum Collections, conservation, research of collections and design of relevant exhibitions


18 690

24. War Museum of the Boer Republics Collections, conservation, research of collections and design of relevant exhibitions


14 328

25. William Humphreys Art Gallery Collections, conservation, research of collections and design of relevant exhibitions


10 022

Name of the Public Entities Services rendered by the Public Entities Transfer to public entity (R’000)

82



12. MONITORING OF DAC PUBLIC ENTITIES

The Department has established various oversight mechanisms/interventions to assist its public

entities to achieve their targets as adopted and tabled in Parliament. These interventions seek to

ensure that the public entities are better managed and accountable through sound corporate

governance and a performance management system.

In line with National Treasury guidelines, the public entities submit the first and second drafts of

their APPs to the DAC before the end of August and November, respectively. The DAC analyses

the draft APPs, convenes meetings with entities to further interrogate their inputs and provides

feedback for final amendments. The end goal is to ensure that the APPs are all aligned to

government imperatives relevant to the ACH Sector.

Subsequent to tabling the final APPs in Parliament, the Minister signs shareholder compacts with

the councils/boards of all DAC public entities. The shareholder compact is a performance contract

between the Minister and the council/board outlining key expectations and deliverables for both

parties. The approved APPs are an integral part of the shareholder compacts.

The Department has also developed a set of templates to ensure standardised reporting and

to facilitate consistent assessment of performance. The DAC receives quarterly reports from the

25 DAC public entities containing both financial and non–financial performance information,

including progress made against the audit improvement plans. Information reported in the

quarterly reports is verified and validated through quarterly site visits to the entities. The site visits

focus on:

• Theperformanceoftheentities(financialandnon–financial)

• Thestateofgovernanceoftheentities(constitutionofcouncils/boardsandallthe

committees)

• Therelationshipamongtheemployees(i.e.discussionswithstaffatalloccupational

levels)

• Themonitoringandtrackingoftheauditimprovementplan

Further, the DAC has developed a number of governance forums designed to manage relationships

with its public entities, which include:

i) CHAIRPERSONS’ FORUM

This Forum is a consultative body comprising chairpersons of councils/boards of the public entities

reporting to the Minister. The Forum presents the chairpersons with the opportunity to engage

with the Minister on issues relating to the national priorities, government directives, challenges

confronting public entities and information sharing. The Forum meets twice a year.

ii) CHIEF EXECUTIVE OFFICERS’ (CEOs) FORUM

The Forum is chaired by the Director–General of Arts and Culture. The Forum comprises all the

CEOs/heads of Institutions of the DAC. The Forum meets twice a year.

iii) CHIEF FINANCIAL OFFICERS’ (CFOs) FORUM

This is a forum of CFOs of public entities and is chaired by the DAC CFO. The Forum deals with

issues relating to financial governance as stipulated in the Public Finance Management Act and

National Treasury regulations (including budgeting, auditing and other compliance related). The

Forum meets twice a year.

iv) SECTOR FORUMS

The following are sector–specific forums, in which entities discuss sector–specific issues and share

best practices. The Forums meet twice a year.

• Performingartsinstitutions(PAIs),chairedbytheCEOoftheStateTheatre

• Heritageinstitutions/museums,chairedbytheDDG:HeritagePromotionand

Preservation

• Developmentagencies(DAGs),chairedbytheDDG:ArtsandCulturePromotionand

Development

v) BILATERAL ENGAGEMENTS

These are ad–hoc meetings between the Minister and a particular public entity (preferably with

the Chairperson) to discuss issues pertaining to a particular institution. The Director–General

can also convene these bilateral meetings with any particular public entity if there are pressing

matters to discuss.

83



13. PUBLIC–PRIVATE PARTNERSHIPS

Not applicable to the DAC at this stage.

14. MATERIALITY FRAMEWORK

In terms of Treasury Regulations, it is hereby stated that the DAC has a materiality framework in

place.

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Private Bag X897Pretoria

0001South Africa

Tel: +2712 441 3000Fax: +2712 441 3699

www.dac.gov.za

@ArtsCultureSA

annual performance plan app 2019-20 25 june 2019 f… · cultural diversity (2001), the convention...

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