2.  Legislative Framework  Corporate Governance  Summary of Strategic Goals/Objectives 2016/2017  Annual Performance Plan 2016/17  Five Year Strategic Plan 2015 – 2020  Institution Milestones  Operational Challenges PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 1

3.  Declared a Cultural Institution in terms of Section 3 of the Cultural Institutions Act (Act 118 of 1998)  Listed as a Schedule 3A National Entity in terms of the Public Finance Management Act (Act 1 of 1999) PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 2

4. Vision, Mission & Value  Vision  Striving for Artistic excellence and cultural diversity in the performing arts  Mission  Providing a platform for discovery and launching of local talent and expression and showcase that at home, in the African continent and global stages  To stimulate economic interest, participation and appreciation of art across racial barriers while soliciting international role players  Values  Responsible and Accountable; Integrity; Fairness; Service excellence; Commitment; Innovative and Communication PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 3

5. 3 6 From Strategic Plan Strategic Outcome 6 corresponding goal statements for each Strategic Outcome Strategic Oriented Goal 16 strategic objectives Strategic Objective 33 (Core KPIs per strategic objective) Key Performance Indicator projections 2016/2017 ;2017/2018; 2018/2019 and 2019/2020 Annual Targets for every 2016/2017 quarterly target Quarterly Targets

6. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 6 Key Priority of DAC Strategic Outcome (What we wish to achieve) PACOFS Goal StatementStrategic ObjectivesProgramme No of Targets 1. Social Cohesion and Nation Building 1. Improve social interaction 1. To identify, develop and promote new art expressions to progressively advance the cultural well- being of all South Africans through developing, educating, promoting and presenting Arts in a functional Theatre environment 1. To create platforms for artistic expression in music, dance, theatre, poetry, opera and comedy Business Developmen t 12 2. To create platforms for local artists to perform and become known 3. To Promote PACOFS and Its internal and external productions to the public through effective marketing and communications campaigns 1. Skills development 2. Improve Skills level 2. To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience 4. To promote, educate and develop young artists by educating audience & young artists in way of presentation outside and inside PACOFS Public Engagement 4 5. To develop a love and interest for, and sound understanding of Arts and Culture in schools and rural communities 6. To develop technical skills for both PACOFs and non PACOFs employees to generally improve technical skills levels

7. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 6 Key Priority of DAC Strategic Outcome (What we wish to achieve) PACOFS Goal StatementStrategic ObjectivesProgramme No of Targets 3. Economic Development 3. Stimulate local economy 3. To identify, develop and implement strategies to contribute to the New Growth Path 7. Ensure that PACOFS uses arts and culture as a medium to stimulate job creation and growth Business Development 10 4. Developmen t, Preservation and Promotion of Arts, Culture and Heritage 4. Creating an enabling and vibrant creative arts environment 4. Creating an environment where the arts could gain exposure to existing genres, being creative in developing new creative ideas and promoting a holistic experience to the sector 8. To develop Artistic drama concepts that will grow and sustain a vibrant creative arts environment Business Development 1 9. Implement that vision of the Mzansi Golden Economy through giving expression to its programmes to create an enabling and vibrant creative arts environment

8. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 6 Key Priority of DAC Strategic Outcome (What we wish to achieve) PACOFS Goal Statement Strategic Objectives Program me No of Targ ets 5. Preserva tion for Access to Information 5. Create a legacy of information 5. To identify information that should be retained and implement the national guidelines on the digitization as heritage resources 10. To ensure that PACOFS complies and excels with the Heritage requirements on digitization and retaining of information on resources 1 6. Good Corporate Governance 6. Create a financially viable and efficient organisation 6. To provide and maintain high quality support services to the Council and the department pertaining to sound financial management, human resource management, information technology, cleaning, transport and security administration. 11. To promote an environment of efficient and effective governance and reporting Administ ration 5 12. To ensure sound financial management of all PACOFS revenue sources and safeguard the assets of the Project 13. To maintain a culture and practice of compliance with legislation and policies 14. To contribute to the achievement and development of PACOFS as a high performing organisation 15. Ensure a secure and reliable information technology environment 16. Ensure the effective identification and mitigation of risks across all functions

9. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16 MINISTER 10 POINT PLAN Strategic Outcome (What we wish to achieve) Strategic ObjectivesPACOFS ALIGNMENT 1.Nation Building and Social Cohesion Improve social interaction -To create platforms for artistic expression in music, dance, theatre, poetry, opera and comedy -To create platforms for local artists to perform and become known -To Promote PACOFS and Its internal and external productions to the public through effective marketing and communications campaigns To identify, develop and promote new art expressions to progressively advance the cultural well-being of all South Africans through developing, educating, promoting and presenting Arts in a functional Theatre environment 2. Focus on Africa n/a 3. Liberation Heritage Route Create a legacy of information -To ensure that PACOFS complies and excels with the Heritage requirements on digitization and retaining of information on resources To identify information that should be retained and implement the national guidelines on the digitization as heritage resources 4. Promotion of languages n/a

10. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16 MINISTER 10 POINT PLAN Strategic Outcome (What we wish to achieve) Strategic ObjectivesPACOFS ALIGNMENT 5. Arts and Cultural Development (Mzansi Economy) Stimulate local economy -Ensure that PACOFS uses arts and culture as a medium to stimulate job creation and growth -Implement that vision of the Mzansi Golden Economy through giving expression to its programs to create an enabling and vibrant creative arts environment To identify, develop and implement strategies to contribute to the New Growth Path 6. Promote Community ArtsImprove Skills level -To promote, educate and develop young artists by educating audience & young artists in way of presentation outside and inside PACOFS -To develop a love and interest for, and sound understanding of Arts and Culture in schools and rural communities -To develop technical skills for both PACOFs and non PACOFs employees to generally improve technical skills levels To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience 7. Libraries n/a

11. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16 MINISTER 10 POINT PLAN Strategic Outcome (What we wish to achieve) Strategic ObjectivesPACOFS ALIGNMENT 8. Arts EducationImprove Skills level -To promote, educate and develop young artists by educating audience & young artists in way of presentation outside and inside PACOFS -To develop a love and interest for, and sound understanding of Arts and Culture in schools and rural communities -To develop technical skills for both PACOFs and non PACOFs employees to generally improve technical skills levels To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience 9. Skills auditImprove Skills level -To promote, educate and develop young artists by educating audience & young artists in way of presentation outside and inside PACOFS -To develop a love and interest for, and sound understanding of Arts and Culture in schools and rural communities -To develop technical skills for both PACOFs and non PACOFs employees to generally improve technical skills levels To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience

12. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16 MINISTER 10 POINT PLAN Strategic Outcome (What we wish to achieve) Strategic ObjectivesPACOFS ALIGNMENT 10. Reporting and Compliance Create a financially viable and efficient organisation -To promote an environment of efficient and effective governance and reporting -To ensure sound financial management of all PACOFS revenue sources and safeguard the assets of the Project -To maintain a culture and practice of compliance with legislation and policies -To contribute to the achievement and development of PACOFS as a high performing organization -Ensure a secure and reliable information technology environment -Ensure the effective identification and mitigation of risks across all functions To provide and maintain high quality support services to the Council and the department pertaining to sound financial management, human resource management, information technology, cleaning, transport and security administration.

13. EXECUTIVE SUMMARY  This document represents the 5 year revised Strategic Plan for the period 2015/16 – 2019/20. It is a requirement of the shareholder and National Treasury regulations that the strategy be reviewed on an annual basis to adjust the plans in a manner that will adequately address any challenges that may have been identified or changes in the legislative and policy environment.  The review of the Strategic plan thus identifies new challenges, updates existing information, and provides an update as to what has already been achieved during the planning period. The structure of the Strategic Plan follows the guidelines from the National Treasury Framework for Strategic Planning. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

14. EXECUTIVE SUMMARY – CONT 1  PART A of the document provides a Strategic Overview of the environment to determine influences and the changes in the environment that may impact on PACOFS. These challenges include operational matters to achieve the financial sustainability of the project as well as challenges related to the relationship between Stakeholders. The objectives and action plans of PACOFS needs to address these challenges that can be summarised as follows:  Building a high performing organisation that embraces the highest standard of corporate governance:  Operational Issues that impact on the strategic direction of PACOFS are:  Building a working relationship with stakeholders:  Compliance with all relevant regulations  Council structure and Committees as well as the organisational structure and plans PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

15. EXECUTIVE SUMMARY – CONT 2  PART B of the document deals with the Strategic Objectives of PACOFS:  Goal 1: To identify, develop and promote new art expressions to progressively advance the cultural wellbeing of all South Africans  Goal 2: To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience  Goal 3: To identify, develop and implement strategies to contribute to the New Growth Plan and National Development Plan  Goal 4: Creating an environment where the arts could gain exposure to existing genres, being creative in developing new creative ideas and promoting a holistic experience to the sector  Goal 5: To identify information that should be retained and implement the national guidelines on the digitization of heritage resources  Goal 6: To provide and maintain high quality support services to the Council and the department pertaining to sound financial management, human resource management, information technology, cleaning, transport and security administration. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

16. LEGISLATIVE MANDATES: Performing Arts Council:  PACOFS is an entity in existence under the Performing Arts Council (PAC). As a public entity reporting to the Department of Arts and Culture, PACOFS finds its constitution mandate entrenched in the primary legislative mandate of the department. All frameworks, systems, policies and procedures must be developed within the constitutional, legislative and policy mandates. From time to time, court rulings will guide practices within the entity. Constitutional Mandate:  The primary legislative mandates of the Department of Arts and Culture comes from the Constitution of the Republic of South Africa, which states that:  Section 16(1): - “Everyone has the right to freedom of expression which includes –  Freedom of press and other media;  Freedom to receive or impact information or ideas;  Freedom of artistic creativity; and  Academic freedom and freedom of scientific research.”  Section 30 – “Everyone has the right to use language and to participate in the cultural life of their choice, but no one exercising these rights may do so in a manner inconsistent with any of the provisions of the Bill of Rights.” PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

17. LEGISLATIVE MANDATES:  Emanating from the White Paper of Arts, Culture and Heritage the following Acts have been promulgated by Parliament and institutions created in furtherance of the constitutional mandate of the Department of Arts and Culture:  National Heritage Resources Act, 1999 (Act No. 25 of 1999)  National Heritage Council Act, 1999 (Act No. 11 of 1999)  Cultural Institutions Act, 1998 (Act No. 119 of 1998)  South African Geographical Names Council Act, 1998 (Act No. 118 of 1998)  National Library of South Africa Act, 1998 (Act No. 92 of 1998)  South African Library for the Blind Act, 1998 (Act No. 91 of 1998)  National Film and Video Foundation Act, 1997 (Act No. 73 of 1997)  National Arts Council Act, 1997 (Act No. 56 of 1997)  Legal Deposit Act, 1997 (Act No. 54 of 1997)  National Archives and Records Service of South Africa Act, 1996 (Act No. 43 of 1996)  Pan South African Language Board Act, 1995 (Act No. 59 of 1995)  Culture Promotion Act, 1983 (Act No. 35 of 1983)  Heraldry Act, 1962 (Act No. 18 of 1962) PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

18.  Other Legislative Mandates: PACOFS as a Public Entity furthermore will not only be guided by legislative mandates but also other legislation directly or indirectly impacting on the entity. The list mentioned below is not complete by any means but provide a working framework of legislative mandates governing our daily operations and responsibilities.  The Constitution of the Republic of South Africa, 1996  Public Finance Management Act, 1999 (PFMA), Act of 1999 as amended by Act 29 of 1999  White Paper of Arts, Culture and Heritage  Cultural Institutions Act 1998 (\Act No. 119 of 1998)  Culture Promotion Act, 1983 (Act No. 35 of 1983)  Competitions Act, 1998 (Act No. 89 of 1998  National Arts Council Act, 1995 (Act No. 66 of 1995 updated 2002)  Labour Relations Act, 1995 (Act No. 66 of 1995 updated 2002)  Occupational Health and Safety Act, 1993 (Act No. 85 of 1993)  Employment Equity Act, 1998 (Act No. 55 of 1998)  Basic Conditions of Employment Act, 1998 (Act No. 97 of 1998)  Skills Development Act, 1998 (Act No. 97 of 1998)  Skills Development Levy Act, 1999 (Act No. 9 of 1999)  Promotion of Access to Information Act, 2000 (Act No. 2 of 2000)  Pension Fund Amendment Act, 2001 (Act No. 65 of 2001)  Preferential Procurement Policy Framework Act, 2000 (Act No. 5 of 2000)  Broad Based Black Economic Empowerment Act, 2003(Act No.53 of 2003)  Intellectual Property Laws Amendment Act, 1997 (Act No. 38 of 1997)  Copyright Act, 1978 (Act No. 98 of 1978)  Promotion of Administrative Justice Act, 2000 (Act No. 3 of 2000)  Treasury Regulations PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

19.  Other Legislative Mandates  There are several pieces of legislation and regulatory requirements that are relevant to the normal day-to-day act activities of PACOFS.  The key legislation and/or regulatory instruments that are identified and relevant to note are the following:  Public Finance Management Act, Act 1 of 199 (PFMA)  The Treasury Regulations Act and Section 76 of PFMA  Consumer Protection Act No. 68 of 2008 (CPA)  Preferential Procurement Policy Framework Act No. 5 of 2000 (PPPFA) PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

20.  Mzansi’s Golden Economy  The Department of Arts and Culture developed a strategy and made special proposals, including large scale interventions to reposition DAC and to optimize its contribution to the New Growth Path. This is in recognition that our culture and heritage are key to nation building and social cohesion, and that these are the ingredients for creating a climate of social stability and economic growth.  It is recognized that not all proposals may be applicable to PACOFS, but there are various interventions proposed that impacts on PACOFS strategy as well. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

21.  The Strategy makes various proposals including:  Education and Skills development: The continuous process of creation, production, dissemination, exhibition and consumption of the cultural and creative industries requires education and skills development in each stage of the cycle and in all stages of the education system.  Establishment of a sourcing enterprise: Numerous points of sale already exist for the variety of goods and services offered by the sector. These include shops, visitor attractions offering a variety of goods and services, online platform for niche markets and online sales for ticketing.  Development of “More than you can imagine” cultural precincts: It is proposed that criteria be used for the establishment of “More that you can imagine” cultural precincts with offerings of as expansive a range as possible of commodities, activities and experiences of the arts culture and heritage sector as possible.  Development of a “More than you can imagine” experiences in association with a national calendar of events: It is proposed that an annual calendar of diverse events appealing to different audience segments be developed offering “More than you can imagine” experiences. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

22.  The Strategy makes various proposals including - Cont:  Information precincts: It is proposed that in addition to infrastructure development that may materialise from the development of the proposed “More than you can imagine” precincts, detailed business planning be allowed for the establishment of information precincts at the cultural precincts and elsewhere, including libraries, and that this be linked to civil society initiatives promoting a culture of reading.  Establishment of a national and international touring company: It is proposed that a funded national and international touring company be established to promote the arts, and as a tool for audience development.  A Public Art Programme: It is proposed that a public art programme be developed as Expanded Public Works and Community Works Programmes. The purpose of the programme would be: Development of public art works as part of the Heritage Legacy projects Beautification and storytelling through art in communities Showcasing of artistic talent Skills development  Mobilisation of funding: The establishment of various special funds and incentive schemes will be introduced to incentivize participants in arts and culture programmes. Other sources of funding should also be explored, such as National Lottery funding for specific programmes based on skills development and job creation. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

23.  Pestel Analysis  In order to understand the environment in which PACOFS functions and to adequately respond to the challenges from a strategic and operational perspective, an analysis of key aspects have been undertaken. Plans to address these issues are reflected in the strategic objectives and are managed through the inclusion of matters and mitigating actions in the risk register for the organization. The various factors that were briefly analyzed and summarized in this strategic plan are:  Political factors are how and to what degree a government intervenes in the economy. Specifically, political factors include areas such as policy, law, environmental law, and political stability.  Economic factors include economic growth, interest rates, exchange rates and the inflation rate. These factors have major impacts on how businesses operate and make decisions. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

24.  Pestel Analysis - Cont  Social factors include the cultural aspects and include health, safety, transformation and employment.  Technological factors include technological aspects such as R&D activity, automation, technology incentives and the rate of technological change. They determine barriers to project, minimum efficient production level and influence outsourcing decisions.  Environmental factors include ecological and environmental aspects such as weather, climate, and climate change, which may especially affect industries such as tourism, farming, and insurance. Furthermore, growing awareness of the potential impacts of climate change is affecting how companies operate and the products they offer, both creating new markets and diminishing or destroying existing ones.  Legal factors include discrimination law, consumer law, antitrust law, employment law, and health and safety law. These factors can affect how a company operates, its costs, and the demand for its products. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

25.  Organisational Environment  PACOFS lease the office and production space free of charge from the Free State Department of Public Works, PACOFS however pays for electricity usage and municipal services. PACOFS has the total establishment of 135 posts as per the newly adopted organizational structure.  The new organizational structure is intended to ensure focus on the key deliverables of the organisation as well as to streamline the various processes. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

26.  The following sub-committees exist:  Audit Committee – the Audit Committee has its own charter and terms of reference; Risk Committee – the Risk Committee has its own Policy, Framework, Plan and Charter in place; Human Resources and Remuneration Committee – has its own terms of reference; and Finance and Education Committee – has its own terms of reference The Council comprises a balance of executive and non-executive council members, with a majority of non-executive council members. A majority of the non-executive council members is independent.  Council members are appointed through a formal process and the Nomination Committee assists with the process of identifying suitable candidates to be proposed to the shareholders. The chief executive officer and the chief finance officer are ex officio members of the Council.  In addition, Council members, with relevant experience in the performing arts and celebration sphere are available for consultation to Executive management and the rest of the Council.  Where applicable and appropriate, Council members from peer institutions have been formally engaged to offer benchmarking research and guidelines to PACOFS executives. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

27.  The following sub-committees exist at PACOFS:  Audit and Risk Committee – the Audit Committee has its own charter and terms of reference. the Risk Committee has its own Policy, Framework, Plan and Charter in place;  Human Resources and Remuneration Committee – has its own terms of reference; and  Finance Committee – has its own terms of reference PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16

28. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16  Organisational Structure  PACOFS is severely under capacitated at present. A process is underway to capacitate the structure, in order to best execute the performing arts and celebration functions within PACOFS.  The organogram sets out the level 1, level 2 positions and includes level 3 functions. Figure 1-1 below indicates the organizational structure of PACOFS, as approved by the Executive Authority. The micro structure has been developed and job descriptions prepared. The organisation is currently in the process to populate the structure as approved.

29. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16 Chief Executive Officer Chief Artistic Director (EXCO) Corporate Director (EXCO) Chief Financial Officer (EXCO) Internal Audit (Outsourced)

30. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16  In order to achieve the mission a high performance culture need to be implemented. The plan to develop and implement this high performance culture has been developed and can be summarized as follows: Performance FeaturePlanned Deliverables 1Strong Leadership Team  Approved Leadership Plan based on self-assessment exercise  Development of a leadership model (competency, authenticity, results based etc.) for PACOFS  Development of a 360 leadership rating system to be piloted in 2015/16  Performance management training  Journey map development and implementation 2Attract and Retain Key Skills  Talent, retention, and succession strategy and plan approved 3Results Focus  Review of strategic plan to ensure all deliverables are measurable  Achieve 100% alignment between APP measure and executive scorecards for 2015/2016  Implement performance management system 4 Culture of Learning – be ahead of the pack  Personal Development Plans  Training Plan fully implemented 5 Planning and operational alignment  Manco programme to track this put in place  Executive scorecards reviewed to ensure this is taking place 6 Strategic Use of Technology  IT policy and plan approved includes conscious statements on how this will happen 7 Effective use/relationships of external service providers  Standard system for reviewing performance of contracts designed and used by all Manco and reviewed bi-annually at Manco. 8 Team Work and Commitment to Quality  Organisation value and behaviours charter developed as PACOFS has been staffing up so quickly  2 planned, strategic team interventions per year  Look at running a climate survey in next financial year as organisation.

31. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16  Governance, Compliance and Risk Environment  Legal and Compliance  The legal and compliance function ensures that the PACOFS complies with all the relevant legal and regulatory requirements and all PACOFS policies. PACOFS currently has union and human resources including labour disputes that have been declared against PACOFS.  Internal Audit  The PACOFS Council has overall responsibility for the PACOFS system of internal control and for reviewing its effectiveness while the implementation of the internal control system is the responsibility of Management. Internal control includes the processes and procedures implemented by management to achieve the objective of safeguarding the asset, the efficiency and effective employment of resources, prevention and detection of errors and fraud, ensuring the accuracy of accounting records and timely production of reliable financial and operational information. Internal control has to provide direction, establish accountability and ensure adequate segregation of duties. PACOFS approach to internal auditing is, as per charter, risk-based.

32. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16  STRATEGIC OBJECTIVES The Department of Arts and Culture defined the following key priorities and strategic aims. As a Public Entity PACOFS aligns itself to the strategic outcomes of the shareholder department and thus developed goals to achieve these outcomes: PACOFS Strategic Goals linked to Strategic Outcomes Key Priority of DAC Strategic Outcome (What we wish to achieve) PACOFS Goal Statement Social Cohesion and Nation Building Improve social interaction 1.To identify, develop and promote new art expressions to progressively advance the cultural wellbeing of all South Africans Skills developmentImprove Skills level 1.To identify, develop and train specific target groups that can be deployed to improve the overall skill levels and increase the interest of people in the arts, resulting in an increased audience Economic Development Stimulate local economy 1.To identify, develop and implement strategies to contribute to the New Growth Path Development, Preservation and Promotion of ACH Creating an enabling and vibrant creative arts environment 1.Creating an environment where the arts could gain exposure to existing genres, being creative in developing new creative ideas and promoting a holistic experience to the sector Preservation for Access to Information Create a legacy of information 1.To identify information that should be retained and implement the national guidelines on the digitization as heritage resources Good Corporate Governance Create financially viable and efficient organisation 1.To provide and maintain high quality support services to the Council and the department pertaining to sound financial management, human resource management, information technology, cleaning, transport and security administration.

33. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 16  Key Strategic Interventions for PACOFS In order to effectively implement the strategic direction of the organisation, three programmes have been developed. These programmes can be summarized as follows: ProgrammeProgramme PurposeBrief Description and Structure Programme 1: Administration To provide and maintain high quality support services to the Council and departments pertaining to sound financial management, human resources management, information technology and security administration. There are 3 operational sub-programmes:  Executive Office and Finance  Human Resources  Support Services Programme 2: Business Development To develop, promote and present the Arts in a functional theatre environment There are 5 operational sub-programmes:  Production and Audience Development  Performing Arts Development  Research and Development  Policy Formulation / Alignment  Events Management (including Cultural and Commemorative events) Programme 3: Public Engagement To Promote the entity and Its internal and external productions to public There are 4 operational sub-programmes:  Education and Outreach  Public understanding of arts and culture  Human Capital Development (including scholarship, internships, bursaries, etc.)  Local and International Partnerships

34. 1. Turnaround Strategy Milestone Achievements: 1. Vision and Mission 2. All Job Descriptions 3. Staff Meetings 4. 23 HR Policies and 6 IT Policies & 2 OHS Policies 5. Factionalism 6. SCM Challenges 7. Audit Outcome – address in progress 8. Skills Audit 9. Relationship with SACR, Mangaung Metro, Director Vrystaat Kunstefees/Arts Festival 10. Equity Plan 11. Language Policy 2. Draft AFS internally instead of consultants 3. Other stakeholder relationship: 1. Director Vrystaat Kunstefees/Arts 2. Central University of Technology, Free State PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 15

35. PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 15 ChallengesPossible SolutionsAlready made Interventions Lack of effective Leadership based on a culture of honesty, ethical business practices and good governance, protecting and enhancing the best interest of the entity The appointment of CFO Council is looking into the situation Lack of reporting skills in managementTraining on key skillsSkills development assessment Production Funding/Grants (In-House Shows)Identify new revenue streams Part of Turnaround Strategy 2015/16 Theatre / Stage Truck (Outreach Programmes) Business relationship Engagement has been established with DSACR - province Lack of commitment from management Implement performance management Part of Turnaround Strategy 2015/16

36. Thank You All !!! PACOFS PRESENTATION TO THE PORTFOLIO COMMITTEE 12 APRIL 2016 28