STRATEGIC OVERVIEW 2015/16 ACTING DIRECTOR-GENERAL: ARTS AND CULTURE DATE: 11/11/2014

2 PRESENTATION OUTLINE Strategic Overview Strategic Goals Priority Areas 1

3 STRATEGIC OVERVIEW 2

4 VISION We are a thriving arts, culture and heritage sector contributing to sustainable economic development, and leveraging on partnerships for a socially cohesive nation 3

5 STRATEGIC GOALS Development, protection, preservation and promotion of arts, culture and heritage Access to information Entrenched linguistic diversity Human Capital Development Governance and accountability Job creation 4

6 PRIORITY AREAS 1.Outcome 14 Coordination 2.White Paper Finalisation 3.Mzansi Golden Economy 4.Heritage Promotion and Preservation 5.DAC Schools Programme 6.Libraries Conditional Grants 7.Cultural Diplomacy Program 8.Language 9.DAC Entities Governance 10.National Days 5

7 1. Outcome 14 Co-ordination 6

8 NATION BUILDING AND SOCIAL COHESION The Social Cohesion Summit of 2012 endorsed and adopted a 12-point declaration, which included the hosting of provincial social cohesion summits. Reportback Summit (2014/15) Further Provincial Summits More Community Conversation programmes Strengthening of the Social Cohesion Advocates Program More co-ordination with the Moral Regeneration Movement Coordination of the activities with the following Department:- Sports and Recreation Womens Ministry in the Presidency Basic Education Brand SA Justice and Correctional Services 7

9 2. White Paper Finalisation 8

10 Arts, Culture and Heritage White Paper Key Objectives Relook at the business model of the DAC Entities Rationalisation and streamlining of the Entities Avoid duplication Achieve economies of scale Improve service delivery Increased Programming Audience development This may result in legislative amendments to effect the desired outcomes arising from the white paper 9

11 Arts, Culture and Heritage White Paper Due Process Consultative workshops Draft white paper gazetted for public comment Consideration of the public comment Finalisation of white paper for tabling before cabinet Cabinet adoption of the white paper Parliament legislative process 10

12 3. Mzansi Golden Economy 12

13 MGE (1) Artist Development Technical Development Business Development Creative Arts Incubators To provide artists with tools of production To increase more local content Mzansi Golden Market Provide market access to cultural entrepreneurs to be more sustainable Audience development tool Tax Incentives S18A Davis Tax Committee 13

14 MGE (2) NaCISA (Skills Academy) More content development with creative delivery mechanisms rather than just bricks and mortar structures Collaboration with CATHSETA Cultural events Leverage the different platform for the artists to showcase their talents and products Platforms for developmental artists through smaller but widespread events across the country Touring Ventures To expose productions to more audiences around the country 14

15 MGE (3) Public Art initiatives Art Bank Venture Capital Fund Provide gap funding and developmental funding to cover the market risk that cultural entrepreneurs face when they want to build sustainable cultural entreprises This would also be done in conjunction with DFIs such as IDC, PIC, DBSA and NEF 15

16 4. Heritage Promotion and Preservation 16

17 LEGACY PROJECTS Heroes Acre 1 st Phase (2015/16) Site to be identified Feasibility studies Consultation process undertaken Governance Mechanism identified and adopted 2 nd Phase Building Phase 3 rd Phase Launch of the Heroes Acre 17

18 LEGACY PROJECTS Liberation Heritage Route 1 st Phase (Pilot) Memorialisation methods to be identified Feasibility studies 3 Pilots per province Governance Mechanism identified and adopted 2 nd Phase Funding mechanisms finalised Scaling up Expansion of the Liberation Heritage Routes outside South Africa 3 rd Phase Building of the National Heritage Museum 18

19 LEGACY PROJECTS 40 legacy projects have been conceptualised in the past 5 years, of which 11 have been completed and 29 are still in the pipeline 19

20 5. DAC Schools Program 20

21 DAC Schools Program Consolidation of DAC into a single platform Flags distribution in schools Artist in Schools programme Arts Curricullum in Schools Schools camp program Actualising constitutional values in schools 21

22 DAC Schools Program (2) Unite Schools Clubs Program Inspired by the Nelson Mandela Sports and Culture concept Allows collaborations with these Departments in this platform Basic Education Sports and Recreation Environment Health Water and Sanitation Justice and Correctional Services 22

23 DAC Schools Program (3) Unite Schools Clubs Program Establishment of Clubs across schools in different provinces Each school is provided with a kit that covers Flags National Symbols Simple process on how to initiate and manage projects Competitive events at the different levels Local Regional National National Days showcases the different initiative of the schools 23

24 6. Library Program 24

25 DAC Libraries Conditional Grant Program Capital Works Approach Standardised approach 3 types of libraries architectures Timelines would be much more clearer Costing streamlined Oversight mechanisms to monitor progress Increase of foot traffic to libraries through creative programming Reading campaigns Leveraging of the Bridging of the digital divide programmes 25

26 7. Cultural Diplomacy Program 25

27 Cultural Diplomacy Program (1) SEASONS Conclude the UK season Prioritise the Africa Seasons BRICS Seasons Programme China Russia Brazil India 26

28 Cultural Diplomacy Program (2) Africa Month May 2015 Core areas Heritage Dialogues Performing arts Culinary Experiences Fashion Geographical spread across provinces AU 2063 vision is the key driver 27

29 8. Language 28

30 Language Program Use of Official Language implementation Actively promote the adoption Provide assistance with the set-up of the language units within the organs of state Strengthen the regulatory foundation PanSALB Turnaround Language Practitioners Council setup Provincial structures 29

31 9. DAC Entities Governance 30

32 DAC Entities Governance Governance and policy manuals Delegation of authority CFO, CEO and Chairpersons Forums Streamlined Shareholder Compacts Shared services Internal Audit Units Risk Management Units Marketing and Communications Audit Committees 31

National Days 32

34 National Days Move from events-driven approach to more meaningful programmatic approach More engagement in the lead-up to national days More post-event follows up to assess impact Increase the repertoire of approaches to create more inclusive ways of celebrating national days Guiding principles in measuring impact Nation building Social Cohesion Dignity 33

35 THANK YOU 34