1. ANNUAL PERFORMANCE PLAN
2018/19
ANNUAL PERFORMANCE PLAN

2. Contents Revision of the strategic plan Strategic thrust Mandate
Alignment to DAC priorities
APP snapshot
Overview of 2018/19 budget
KPIs for Administration
Administration budget
KPIs for Business Development
Business Development budget
KPIS for Public Engagement
Public Engagement budget
Critical Success Factors
Approved macro structure
Challenges

3. Annual Performance Plan 2018/2019

4. REVISION OF THE STRATEGIC PLAN
Following two years of poor performance by the entity, Council decided to prematurely develop a new strategic plan;
The whole intention was to stem the downward spiral in the entity’s performance, which culminated in the entity receiving an adverse audit outcome in 2016/17 financial year;
As a consequence of the revised strategic plan for the remainder of the planning cycle, completely new performance indicators were developed for 2018/19 and beyond;
It is for this reason that all the performance indicators are shown as new indicators in the Annual Performance Plan.

5. STRATEGIC THRUST MISSION
Develop, promote and preserve the arts and African heritage.
Vision
The icon of arts in South Africa
Values
Artistic freedom
State of the art of the quality
Impartial but in good taste
Africa first

6. Mandate
PACOFS is an entity of the National Department of Arts and Culture. It derives its mandate from the following legislation:
Cultural Institutions Act 1998 (Act No. 119 of 1998);
White Paper of Arts, Culture and Heritage;
Culture Promotion Act, 1983 (Act No. 35 of 1983);
The Constitution of the Republic of South Africa, 1996.

7. Alignment with DAC Priorities
PACOFS has aligned its KPI’s and targets with the following key priorities of the Department of Arts and Culture.
Nation Building and Social Cohesion;
Focusing on Africa;
Promotion of all languages;
Ensuring that MGE benefits the previously disadvantaged artists;
Community Arts Development;
Skills audit and training;
Improving reporting and compliance.

8. APP snapshot 6 goals from the Strategic Plan
Strategic Outcome
6 corresponding goal statements for each Strategic Outcome
Strategic Oriented Goal
17 strategic objectives
Strategic Objective
20 KPIs
Key Performance Indicator
Annual projections for 2018/2019; 2019/2020and 2020/2021
Annual Targets
2018/2019 quarterly targets
Quarterly Targets

9. Overview of 2018/19 budget
Total operating Budget for 2018/19 is R million, consisting of a Government grant of R million and a budgeted own
revenue of R2.734 million;
This represents a 4% decrease from the 2017/18 budget;
Staff costs constitute 53.7% of the allocated grant and 50.6% of the total budget;
Only R21 million is available for allocation to operations and core business;
There is a separate R7.7 million allocation for infrastructure in 2018/19.

10. Overview of 2018/2019 budget Programme Audited outcomes
Adjusted appropriation
Medium-term expenditure estimate
R’000
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Administration
31 531
31 977
29 044
28 427
26 814
28 351
29 861
Business Development
12 172
9 436
10 562
10 128
10 618
11 202
11 818
Public Engagement
9 053
4 745
9 362
11 534
10 624
11 427
12 039
Total
52 756
46 158
46 346
50 089
48 056
50 980
53 718
Economic classification
Current payments
Compensation of employees
26 474
22 437
22 637
24 085
24 319
25 531
26 309
Goods and services
22 423
20 595
21 315
23 904
21 737
23 549
25 109
Of which
Agency and support
332
548
1 227
177
178
179
188
Communication
497
441
512
590
589
601
636
Computer Services
281 67
159
316
312
330
348
Consultants
587
364
272
273
274
289
Lease payments
151
122
120
172
168
186
176
Repairs & Maintenance
917
956
543
1 000
800
1 300
700
Training & development
111 71
100
125
126
133
Travel and subsistence
329
333
1 375
381
368
384
410
Others
16 689
23 227
20 871
21 230
18 923
20 169
22 229
Depreciation and Impairment
3 859
3 126
2 394
2 100
2 000
1 900
2 300
55 597

11. KPIs for Administration
Strategic Goal: Organisation transformation to high performance
Annual Target
2018/19
Quarterly Performance Targets
Strategic Objective
Key Performance Indicators Q1 Q2 Q3 Q4
Ensure good corporate governance. 1
Approved new organizational structure
First draft organizational structure developed and stakeholders consulted
Second draft organizational structure submitted to Council
New organizational structure approved - 2
Unqualified audit outcome achieved and audit action plan implemented
Unqualified audit outcome achieved and action plan implemented
Unqualified audit outcome achieved and audit action plan developed
Audit action plan implemented
Change staff perceptions and commitment to PACOFS 3
Number of staff engagement surveys developed and implemented
1 staff engagement survey and Intervention plan developed and implemented
1 staff engagement survey developed and implemented
Intervention plan developed
Intervention plan implemented
Intervention plan developed and implemented
Develop relevant skills and competencies within PACOFS 4
Approved skills audit and training report
Approved skills audit and training report
Skills audit conducted
Staff training conducted
Skills audit and Staff training report
Map and implement a business improvement programme 5
Approved departmental business process manuals implemented
Approved departmental business process manuals implemented
Departmental business process drafted
Departmental business process manuals consulted
Departmental business process manuals approved and implemented
Departmental business process manuals implemented
Align information technology infrastructure and applications to support operations and business processes 6
Approved ICT governance framework implemented
ICT governance framework approved and implemented
ICT governance framework developed
ICT governance framework consulted
ICT governance framework approved 7
Approved ICT strategy implemented
1st draft ICT strategy developed and consulted
ICT strategy approved

12. Administration budget
Programme
Audited outcomes
Adjusted appropriation
Medium-term expenditure estimate
R’000
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Administration
31 531
31 977
29 044
28 427
26 814
28 351
29 861
Total
Economic classification
Current payments
20 044
Compensation of employees
13 458
14 307
12 372
13 114
12 844
13 482
13 598
Goods and services
14 214
14 545
14 278
13 213
11 970
12 969
13 963
Of which
Agency and support
332
548
1 227
177
178
179
188
Communication
309
353
349
308
310
311
328
Computer Services
281 67
159
316
312
330
348
Consultants
587
364
590
272
273
274
289
Lease payments
151
122
120
172
168
186
176
Repairs & Maintenance
917
956
543
1 000
800
1 300
700
Training & development
111 71
100
125
126
133
Travel and subsistence
182
175
1 261
201
202
203
214
Depreciation and Impairment
3 859
3 126
2 394
2 100
2 000
1 900
2 300

13. KPIs for Business Development
Strategic Goal 3: Artistic programming
Strategic Objective
Key Performance Indicators
Annual Target
2018/19
Quarterly Performance Targets Q1 Q2 Q3 Q4
Produce artistic programmes 8
Number of artistic programmes of excellence staged
12 artistic programmes of excellence staged
3 artistic programmes of excellence staged
3 artistic programmes of excellence staged
3 artistic programmes of excellence staged 9
Number of flagship programmes staged
1 flagship programme staged
1 flagship programme staged
Significantly raise the standard and extent of the whole system of delivery (customer experience) – where good is never good enough 10
Number of training workshops conducted for arts practitioners
4 training workshops conducted for arts practitioners
1 training workshop conducted for arts practitioners
1 training workshop conducted for arts practitioners

14. KPIs for Business Development
Strategic Goal 4: Talent Development and Promotion of the Arts
Strategic Objective
Key Performance Indicators
Annual Target
2018/19
Quarterly Performance Targets Q1 Q2 Q3 Q4
Identify talent in the Free State across all disciplines through auditioning, mentoring, training, placement programme and talent pool identification 11
Number of mentorship and placement programmes for local artists developed and implemented
1 mentorship and placement programme for local artists developed and implemented
1 auditioning programme
1 mentorship workshop
1 training workshop
1 placement programme
Conduct development showcases 12
Number of developmental productions showcased
26 developmental productions showcased
6 developmental productions showcased
developmental productions showcased
7 developmental productions showcased

15. KPIs for Business Development
Strategic Goal 5: Partnering, funding and sponsorship
Strategic Objective
Key Performance Indicators
Annual Target
2018/19
Quarterly Performance Targets Q1 Q2 Q3 Q4
Create a value adding proposition to potential business partners and sponsors 13
Number of business partners / sponsors engaged
2 business partners / sponsors
engaged
1 business partner/ sponsor engaged
1 business partner / sponsor

16. KPIs for Business Development
Strategic Goal 6: Optimsing PACOFS’ facilities
Strategic Objective
Key Performance Indicators
Annual Target
2018/19
Quarterly Performance Targets Q1 Q2 Q3 Q4
Maintain technical and operational excellence of facilities 14
Number of scheduled maintenances conducted
4 scheduled maintenances conducted
1 scheduled maintenance conducted 15
Number of skills transfer programmes implemented to build a professionally qualified production team
4 skills transfer programmes implemented
1 skills transfer programme implemented

17. Business Development budget
Programme
Audited outcomes
Adjusted appropriation
Medium-term expenditure estimate
R’000
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Business Development
12 172
9 436
10 562
10 128
10 618
11 202
11 818
Total
Economic classification
Current payments
Compensation of employees
5 377
3 734
4 178
4 471
4 650
4 883
5 151
Goods and services
6 795
5 702
6 374
5 657
5 968
6 319
6 667
Of which
Communication
135 69 99
196
197
207
218
Lease payment 23 32 33
Travel and subsistence
140
157
100
165
166
167
176
Projects & other related activities
6 497
5 476
6 175
5 264
5 573
5 913
6 240

18. KPIs for Public Engagement
Strategic Outcome 1: Improve Social Interaction
Strategic Objective
Key Performance Indicators
Annual Target
2018/19
Quarterly Performance Targets
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Conduct market research to understand what audiences want 16
Number of market research conducted
1 market research conducted - 17
Number of stakeholder surveys conducted
4 surveys conducted
1 stakeholder survey conducted
Innovatively and significantly raise PACOFS visibility and use its facilities to retain customers 18
Number of programmes of events in all potential venues marketed
4 programmes of events marketed
1 programme of events marketed
Explore and develop partnering opportunities with schools, religious institutions and businesses 19
Number of schools visited
16 schools visited
4 school visits
4 school visits
4 school visits 20
Number of businesses/media engaged
4 businesses / media engaged
business / media engaged
1 business / media engaged
1 business / media engaged
business / media engaged

19. Public Engagement budget
Programme
Audited outcomes
Adjusted appropriatio n
Medium-term expenditure estimate
R’000
2014/15
2015/16
2016/17
2017/18
2018/19
2019/20
2020/21
Public Engagement
9 053
4 745
9 362
11 534
10 624
11 427
12 039
Total
Economic classification
Current payments
Compensation of employees
7 639
4 396
6 087
6 500
6 825
7 166
7 560
Goods and services
1 414
349
663
5 034
3 799
4 261
4 479
Of which
Communication 53 20 64 86 83 90
Projects & other related activities
428
328 94
3 928
2 916
2 846
3 669
Travel and subsistence 7 14 15
Repairs & Maintenance
917 -
491
1 000
800
1 300
700

20. Critical success factors
Appointment of the CEO;
Organisational restructuring and renewal;
Training and skills development;
Development of a fundraising strategy;
Review policies and develop business processes.

21. Approved macro structure

22. Challenges & Interventions
Inadequate commitment and poor performance
Conduct  climate survey & address morale issues;
Implement the performance management policy
Limited budget
Execute programmes and projects through partnerships and collaborations;
Market productions to at least breakeven;
Source long term sponsorships.
Inadequate marketing affecting patronage numbers
Develop and implement an effective marketing strategy.
Delays in the finalisation of capital works projects
Settle all litigations relating to the capital works projects.

23. Thank you