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[email protected]
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DEPARTMENT OF ARTS AND
CULTURE
STRATEGIC PLAN
1 APRIL 2003 - 31 MARCH
2006 |
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1. INTRODUCTION
1.1 Foreword by the Minister, Dr BS
Ngubane
In what we view as a motion of confidence in our
service delivery, the President during 2002, announced the
splitting-up of the old Department of Arts, Culture, Science and
Technology into two separate Departments. The unbundling came into
effect on 1 August 2002, and resulted in the establishment of a
separate Department of Arts and Culture.
Since it comes with added responsibilities and new
programmes and projects, the establishment of the new Department
also necessitated the setting up of a complete new structure and
organogram to support it. Hence the new dispensation as reflected in
this Strategic Plan of three new Branches, i.e., that of Arts,
Culture and Language in Society, Cultural Development and
International Relations and Heritage, National Archives and Library
Services. Each of the new Branches will be headed by a Deputy
Director-General. These posts will be filled during course of the
new financial year.
The Department will also kick off the new financial
year with the appointment of its first Director-General. In that
regard I think the Department was fortunate indeed to be able to
obtain the services of Dr Itumeleng Mosala, who has now joined us. I
believe that with his leadership skills and experience, Dr Mosala
will add value to the existing management team. Dr Mosala and his
team will have the exciting challenge of having to establish the new
Department, implementing its new structure and to continue the
momentum of what has been achieved until now.
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1.2 Introduction by the
Director-General, Dr I Mosala
I have the pleasure of presenting the Strategic Plan
for the new MTEF period. It is my intention to have the Department’s
new strategic approach, once again, addressing the focus areas of
government operations, be it for the purpose of promoting economic
empowerment, to alleviate poverty, combating crime, promoting nation
building, improving sound governance or fighting HIV/AIDS.
Initiatives detailed in the previous Strategic Plan
have developed to such an extend that it will now be taken further
to more advanced phases of implementation. Through reading our Plan,
the following will be evident:
-
Towards the end of last year, Cabinet approved the
draft National Language Policy Framework, aimed at promoting the
equitable use of all 11 official languages. During the new
financial year we aim at submitting the South African Languages
Bill to Parliament;
-
During 2002 we were involved in the arrangements of
the Moral Regeneration Summit. During the new financial year, the
Department will start implementing a directive from Cabinet,
mandating us to drive the Moral Regeneration Programme on behalf
of Government;
-
Whereas the Department, during the period 1998-2002
completed six of the nine Legacy Projects, originally envisaged,
we, during the new financial year, aim at expanding the Project to
further implement our aim of redressing the imbalances as far as
portraying specific aspects of the country’s heritage. Freedom
Park, as one of the projects, will see the implementation of its
first phase, that of the actual construction;
-
With the emphasis on good governance, the National
Archives, during the new financial year, will continue
implementing the provincialisation process, in order for it to
cater for the needs of all provinces;
-
With an amount of R80m having been allocated to the
Department for the purpose of celebrating our ten years of
democracy, the Department, over the next twelve months, will work
closely with the Presidency and relevant departments to plan the
event;
-
With funds that have been allocated to address
transformation at the public entities listed with the Department,
we intend to improve access to arts and culture at our playhouses,
to expand the number of government aided orchestras to three and
to ensure that transformation takes place within our heritage
institutions, as well as establishing the National Heritage
Council to ensure proper resourcing of our national heritage.
-
The Department will also continue to promote
economic empowerment by properly utilising our cultural
industries, i.e. film, music, design, printing and publishing and
also craft.
I believe that by reading this document, you will get
a balanced insight and proper understanding of our work and how it
is integrated within the bigger context of the work of
Government.
1.3 Departmental Vision and
Mission
Vision
Arts and culture fully utilised in achieving social
development and economic empowerment and in branding the Country,
equitable promotion and protection of all 11 official languages and
respect for our history through the conservation of our collective
heritage and information.
Mission
-
To achieve equity as far as access to resources for
arts, culture, heritage and language is concerned;
-
To promote the linguistic diversity of our country
as a resource in empowering all South Africans to participate in
their country’s social, political and economic life;
-
To support the equitable development, conservation
and promotion of our collective history, national symbols,
heritage and libraries;
-
To promote South Africa’s presence in the
international arena through bilateral and multilateral
collaboration programmes;
-
To develop the economic and creative potential of
arts and culture through arts education and training and to
alleviate poverty by utilising arts and culture as a platform for
sustainable job creation.
The Department’s activities are divided into four
programmes and their respective purposes are the following:
Programme 1 : Administration
Programme 2 : Arts,
Culture and Language in Society
Programme 3 : Cultural
Development and International Relations
Programme 4 : Heritage,
National Archives and National Library Services
1.4 Overview of past performance and
spending trends
The following achievements are highlighted to
illustrate the wide range of issues on which we have delivered over
the last few years :
The strategic framework for the transformation of
Arts, Culture and Heritage, within the new democratic dispensation
of the country, is stipulated in the 1996 White Paper. The
responsibility for these initiatives is now vested with the
Department of Arts and Culture, that came into being on 1 August
2002, following the unbundling of the Department of Arts, Culture,
Science and Technology. The establishment of the new Department also
saw a reconfiguration as far as its structure is concerned, as
indicated above.
The framework for development in arts and culture is
focussed on redirecting the arts and culture budget to serve the
artistic needs of the entire country. This has been done
effectively, especially through the establishment of a number of
institutions to lead implementation, such as the National Arts
Council. The Department has also addressed problems within the
performing arts councils. Key outcomes of the review of this sector
includes a policy, in terms of which the performing arts councils
were converted into playhouses and to encourage separate performing
and production companies. The Department continues to subsidise six
theatres and to focus on the effective management of the
theatres.
South Africa's linguistic diversity is supported by
strong constitutional commitments to protecting language rights and
promoting indigenous languages. Cabinet approved the draft National
Policy Framework in 2002, after the proposed strategy was costed to
determine its financial implications. The framework is aimed at
promoting the equitable use of the 11 official languages and at
ensuring redress for the previously marginalised indigenous
languages. The policy targets all government structures and public
institutions in order to promote efficient public service
administration through proper language management. Provinces will
formulate their own policies according to regional circumstances and
the needs of communities. Where comprehensive communication of
information by government is required, documents will be published
in all 11 official languages. In cases where government documents
are not made available in all 11 official languages, national
government departments will publish documents simultaneously in at
least six languages. The policy will be phased in progressively in
the short, medium and long term. The South African Languages Bill
will be submitted to Parliament during 2003. The Department will
also focus on the recruitment and training of telephone interpreters
and the development of a Language Code of Conduct for the public
service.
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The Cultural Industries Growth Strategy was initiated
in 1997 and capitalises on the economic potential of the craft,
music, film, publishing and design industries. Departmental support
goes towards developing public-private partnerships with the market,
and initiatives using culture as a tool for urban regeneration.
Notable initiatives include the Music Industry Task Team, the Print
Industry Cluster Council, South African Music Week, the Craft Imbizo
and setting up export councils in the cultural industries. The
increased focus on the potential of the film industry includes the
establishment assessment procedures for government allocations
through agreed policy parameters. The National Film and Video
Foundation has the responsibility to perform these assessments.
The Department received a special poverty alleviation
allocation as a tool for urban regeneration, rural development and
job creation. It also aims at providing access to skills and
markets. The Wild Coast, Lebombo and Maputo Corridor Spatial
Development Initiatives (SDIs) were focal areas of cultural tourism
development linked to this allocation.
The Department, during this period, has been
participating in all the Bi-National Commissions that exist between
South Africa and its foreign partners and has actively contributed
towards UNESCO and SADC activities. Overseas development aid
programmes increased and agreements/partnerships have for instance
been established with the Swedish and the Flanders. Partnerships
with France, Canada, Norway, Ireland, China, Japan and Italy are
being reviewed and models for collaboration will be established
within the next year. The Department registered as a member of the
Commonwealth Foundation on behalf of the country. This membership
will leverage skills, resources and opportunities worth
approximately R5m for various competencies.
During 2002 a database for the South African
Geographical Names Council was established. The Department will
assist with the provincialisation and localisation of structures to
facilitate transformation of geographical names at provincial level.
This exercise will be performed in compliance with national and
international standard frameworks.
Cabinet approved nine Legacy Projects in 1998. Six of
the projects have been delivered to date. The projects aim at
redressing imbalances in the representation of specific aspects of
the country’s history, encouraging nation building and contributing
towards tourism development. Freedom Park was officially launched on
16 June 2002. Construction of the first phase, which includes the
Garden of Remembrance, an administration block and the commercial
precinct, is due to commence during the 2003/4 financial year.
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Declared Cultural Institutions have seen a more
integrated management of heritage resources through the
establishment of the South African Heritage Resources Agency as a
statutory body in 2002. Increased co-ordination of the
transformation of the heritage sector, through the establishment of
the National Heritage Council in 2003 is foreseen.
The Department started in 2002/03 with a process to
transform the accessibility of institutions through the improvement
of museum buildings and infrastructure. Greater emphasis will also
be given to the security of collections. This project will continue
as high priority during the MTEF period.
Progress was made by the National Archives for
provinces to take over national facilities. Provincialisation has
already taken place in KwaZulu-Natal and the Eastern Cape, while the
Western Cape and the Free State will follow on 1 April 2003. The
National Archives received the bulk of the records of the Truth and
Reconciliation Commission and has an active programme to process
these materials and to apply the recommendations of the TRC relating
to its records. The National Archives is engaged in regional and
international collaborative projects such as training archival
specialists from the SADC region and is the main agency of the
department leading the presidential SA-Mali Project to conserve the
ancient manuscripts of Timbuktu, which has been identified as a
NEPAD project.
The Department has also been given the responsibility
for the Government's Moral Regeneration programme. The first Moral
Regeneration Summit was held during April 2002, during which the
Moral Regeneration Movement was established. Moral Regeneration will
receive ongoing attention during the MTEF. Heritage Day 2002 saw the
promotion of the new national symbols. The Bureau of Heraldry, in
collaboration with the Presidency, was instrumental in having the
new Coat of Arms adopted in 2000 and the new set of National Orders.
The new National Orders were unveiled on Freedom Day 2002, and were
awarded for the first time on 10 December 2002. Due to the
importance of the new symbols and institutions, this promotion will
be continued in 2003, in order to make these symbols known to the
broader South African society.
Planning will commence during 2003 for the 10th
celebration of South Africa’s new democracy. Celebrations will reach
its peak in April 2004 with various local activities as well as at
most South African embassies.
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Expenditure over the last 4 years is reflected in
the table below.
| PROGRAMME |
1999/00
Audited
R’000 |
2000/2001
Audited
R’000 |
2001/02
Audited
R’000 |
2002/03
(preliminary
outcome)
R’000 |
| 1
Administration |
10,151 |
12,187 |
15,493 |
25,009 |
| 2 Arts, Culture and
Language in Society |
180,246 |
176,609 |
180,673 |
204,035 |
| 3 Cultural Development
and International Relations |
20,988 |
26,572
|
44,647 |
76,856 |
| 4 Heritage, National
Archives and National Library Services |
181,303 |
196,168 |
216,642
|
313,227 |
| TOTAL |
392,688 |
411,536 |
457,455 |
619,127 |
| ECONOMIC
CLASSIFICATION |
1999/00
Audited
R’000 |
2000/2001
Audited
R’000 |
2001/02
Audited
R’000 |
2002/03
(preliminary
outcome)
R’000 |
|
Current |
368,364 |
378,599 |
422,638 |
507,489 |
|
Personnel |
33,324 |
35,723 |
43,014 |
49,878 |
| Transfer
payments |
314,983 |
320,571
|
355,622 |
418,893 |
| Other |
20,057 |
22,305 |
24,002 |
38,718 |
| Capital |
24,324 |
32,937
|
34,817 |
111,638 |
| Transfer
payments |
23,448 |
31,256 |
32,874 |
106,976 |
Acquisition of
capital
assets |
876
|
1,681
|
1,943 |
4,662 |
| TOTAL |
392,688 |
411,536 |
457,455 |
619,127 |
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| STANDARD ITEMS OF
EXPENDITURE |
1999/00
Audited
R’000 |
2000/2001
Audited
R’000 |
2001/02
Audited
R’000 |
2002/03
(preliminary
outcome)
R’000 |
| Personnel |
33,324 |
35,723 |
43,014
|
49,878 |
| Administrative |
10,290 |
11,944 |
13,816 |
14,190 |
| Inventories |
1,510 |
1,396 |
1,882 |
5,158 |
| Equipment |
2,130 |
1,681 |
1,943 |
4,662 |
| Land and
buildings |
-
|
-
|
-
|
-
|
| Professional and
special services |
6,432 |
8,639 |
8,227
|
19,356 |
| Transfer
payments |
338,431 |
351,827 |
388,496 |
556,069 |
| Miscellaneous |
571
|
326
|
77
|
14
|
| TOTAL |
392,688 |
411,536 |
457,455 |
619,127 |
Expenditure trends
The budget has seen nominal growth at an annual
average of 16,1 per cent between 1999/2000 and 2002/03. Over the
next three years nominal growth is seen at an annual average of 24,1
per cent. The higher growth is mainly attributed to additional
allocations in respect infrastructure and for Freedom
Park.
Programme 4: Heritage, National Archives and National
Library Services dominate the budget of the Department of Arts and
Culture. It comprises an average of 62,03 per cent of the Budget
over the medium term. The bulk of the expenditures under this
programme consist of transfers to heritage institutions.
The 2002
Budget allocations have been revised upwards by R318,4 million in
2003/04 and R144,3 million in 2004/05. In addition to catering for
revised inflation estimates, the following additional allocations in
2003/04 and 2004/05 provide for:
-
Infrastructure development at institutions and the
National Archives (R140 million and R160 million)
-
Development of Freedom Park (R100 million and R200
million)
-
Additional funding for supporting Freedom Day 2004
celebrations to commemorate 10 years of democracy, and additional
funding to institutions and the Pan South African Language Board
(R71,5 million and R86,5 million)
Additional allocations see overall budget growth
increasing from an annual average 16,1 per cent between 1999/02 and
2002/03 to 24,3 per cent over the medium term.
The acceleration of spending on Arts and Culture over
the medium term is significant, after slow growth over the years
leading to 2002/03. A large proportion of the growth, however, is on
special non-recurring and infrastructure projects.
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Allocation from the special allocation for poverty
relief is R42 million in 2003/04. Decisions about poverty relief
funding for 2004/05 have not been finalised.
1.5 Departmental values
We are guided by the following values:
PROFESSIONALISM
An employee must, during official duties behave and
execute her or his duties in a manner that enhances the reputation
of the Department.
COMPETENCE
An employee must strive to deliver top class quality
products and services, seeks innovative ways to solve problems and
enhances effectiveness and efficiency within the context of the
law.
INTEGRITY
An employee shall be faithful and honest in the
execution of her or his duties and must be committed through timely
service towards the development and upliftment of all South
Africans.
ACCOUNTABILITY
An employee must be responsible and accountable in
dealing with public funds, property and other resources.
TRANSPARENCY
An employee must promote transparent administration
and recognise the right of access to information excluding
information that is specifically protected by law.
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2. STRATEGIC DIRECTION - MEDIUM TERM
STRATEGY
2.1 Key departmental objectives
The key principle underpinning the detailed objectives
of the Department as tabulated below is the steering of various
systems (heritage, cultural industries, etc.) in the national
interest and benchmarked according to international criteria. The
following White Papers and Acts assist DAC in furthering this
goal:
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White Paper on Arts, Culture and Heritage
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National Archives and Record Service of South Africa
Act 1996 (act no. 43 of 1996)
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Cultural Institutions Act 119 of 1998
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Culture Promotion Act 35 of 1983
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South African Geographical Names Council Act 118 of
1998
-
Heraldry Act 18 of 1962
-
Legal Deposit Act 54 of 1997
-
National Arts Council Act 56 of 1997
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National Film and Video Foundation Act 73 of 1997
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National Heritage Council Act 11 of 1999
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National Heritage Resources Act 25 of 1999
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PAN South African Language Board Act 59 of 1995
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National Library of South Africa Act 92 of 1998
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Library for the Blind Act 91 of 1998
The Department of Arts and Culture will pursue the
achievement of the following key objectives:
Programme 1 : Administration (Corporate
Services)
| Key Departmental
objective |
Outputs |
Service delivery
indicator |
Service delivery
target or milestone |
Human Resource:
-
Improve alignment of HR
system
- Improve HR administrative
efficiency
- Improve employees’
competency
levels |
Coherent and
systematic implementation of HR system
Up
to date and accurate
employee data
Training needs
analysis;
Workplace skill plan; and
Training
plan |
Consulted and approved
HR plan.
Submission of signed Performance Agreements and
Personal Development plans.
Capturing and verification
of HR data.
Improved organizational
performance. |
30 May 2003
30 May
2003
Ongoing.
30 May 2003 and
others ongoing. |
| Internal
audit |
Develop a risk model
for the Department to identify priorities for internal
auditing.
Execute the internal audits identified in the
annual internal audit plan.
Implement a fraud strategy
for the Department that includes prevention, detection and
action plans. |
Adjudication of the
success of the risk model.
Enhanced controls in the
business processes.
Improved preventative measures
and effective action on all reported frauds. |
Risk model to be in
operation.
Satisfactory execution of audits
conducted.
Satisfactory execution of measures
stipulated in the strategy. |
| Legal
services |
Ensure that officials
are empowered with the necessary legal
knowledge.
Provide legal support to all
stakeholders.
Provide litigation support for cases
against and on behalf of the Department.
Provide
support to line function managers in drafting of
legislation. |
Feedback Managers and
officials.
Feedback from
stakeholders.
Settlements, court orders and
feedback from stakeholders.
Bills, regulations,
feedback from stakeholders |
Ongoing.
Ongoing.
Ongoing.
Ongoing. |
| Internal
audit |
Develop a risk model
for the Department to identify priorities for internal
auditing.
Develop a fraud strategy that included
prevention, detection and action plans. |
Adjudication of the
success of the risk model.
Improved preventative
measures and compliance with relevant legislation. |
Risk model to be in
operation.
Satisfactory execution of measures stipulated in
the strategy.
On-going monitoring. |
| Financial
management |
Correctly capture
financial transactions in a timeous fashion in accordance with
relevant legislation.
Introducing accrual accounting
and reporting.
Reporting and control over
government assets and expenditure in the prescribed
format.
Acquire and promote effective, efficient and
economical use of assets and services in accordance with
relevant legislation. |
Accurate financial
transactions.
Training interventions identified
and provided and awareness
on accrual accounting and
reporting system.
Expenditure
reports.
Accurate asset register. |
Compliance with
legislation.
Accrual accounting
and
reporting system in operation.
On
going monitoring of expenditure
levels. |
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Programme 2 : Arts, Culture and Language in
Society
| Key Departmental
objective |
Outputs |
Service delivery
indicator |
Service delivery
target or milestone |
| Promotion of arts and
culture in South Africa |
Annual grant to
Playhouses: the State Theatre, ArtsCape, the KZN Playhouse,
PACOFS, the Market Theatre and the Windybrow
Theatre.
Matching grant funding to various
orchestras.
Annual grant for arts
development: the National Arts Council; Business Arts South
Africa and the Moral Regeneration Movement
(MRM).
Annual grant for promoting arts in
society, i.e. community arts centres, arts and culture
festivals, disability arts and creative arts
development. |
Sustainability of
Playhouses by means of an annual grant to six
Playhouses.
Sustainability development through
a three-sphere funding model to three Companies on a
three-year contract basis.
Sustainability and
accessibility for two public entities and the MRM on an annual
funding basis.
Support for grass
roots communities and popularisation of the arts for 24
community arts centres and 10 festivals per
annum.
Annual funding to Community Arts Centres,
festivals, disability arts and CAD. |
To promote excellence
in the arts.
Create an opportunity to fund all forms of the
arts.
Support and expand orchestral music to all
provinces and communities of South Africa, through matching
funding.
Promote equity in the distribution of
arts resources.
Mobilise business sponsorship for the
arts.
Promote moral values and social cohesion through the
arts.
Promote all forms of creative arts.
Introduce
arts and culture programmes in community arts
ocentres.
Promote tourism and mass participation in the
arts.
Create access for people with disabilities in the
arts.
Promote all forms of creative arts. |
| National Arts
Council |
Financial support to
the National Arts Council. |
Sustainability and
accessibility of the arts by means of an annually
grant. |
The National Arts
Council distributing funding to various disciplines of arts
and culture in an equitable way. |
| National Language
Service |
Approved National
Language Policy
Framework.
Telephone
Interpreting Service.
South African
Language Practitioners’ Council.
Language Code of
Conduct for the Public Service.
Language units in
national departments & in each
province.
Spellchecker programmes for the
indigenous languages.
Hoyozela Language Awareness
Campaigns.
A multilingual translation and
editing service.
Technical dictionaries in
the official languages.
Terminology for Mathematics,
Science and Technology in the official languages. |
A comprehensive,
coherent policy with a clear implementation
strategy.
20 million brochures and 10 000 posters
printed by June 2003 to create public awareness.
40
trained telephone interpreters, 70 functional sites at police
stations, 26 sites at clinics and customer care centres in
Tshwane Metropolitan Council and at
40 labour
centres.
Accredited language
practitioners.
Research and develop Language Code of
Conduct by November 2003.
Language Units negotiated and
established.
Spellcheckers researched and
tested for the 10 indigenous languages by February
2003.
Communication strategies researched and developed
for 100 000 multilingual calendars by January
2003.
Translated and edited documents into all the
official languages and out of foreign languages as needs
continually.
Technical dictionaries in the official
languages.
Adequate terminology to cater for the needs
of each official language continually. |
SA Languages Bill
introduced in Parliament by September
2003.
Telephone interpreters
recruited and trained.
Sites identified at police stations,
clinics, customer care centres and labour
centres.
Language practitioners
accredited.
A Language Code of Conduct published and
made available to each public servant.
A Language Unit
in each national government department & one in each
province.
Spellcheckers developed for each indigenous
language.
Increased levels of awareness of
government’s language policy and citizens’ language
rights.
Ongoing translation and editing of official
documents as requested by client
departments.
Terminology lists for each
official language on an ongoing basis.
Completed
Terminology lists for Mathematics by September 2003 and
Science and Technology by September 2004. |
| Pan South African
Language Board |
Producing
comprehensive monolingual dictionaries for each official
language.
Resolution of violations of language
rights. |
Comprehensive
monolingual dictionaries for each official language as
determined by needs. |
Comprehensive
monolingual dictionaries for each official
language.
Resolution of violations of language
rights. |
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Programme 3 : Cultural Development and
International Relations
| Key Departmental
objective |
Outputs |
Service delivery
indicator |
Service delivery
target or milestone |
| Cultural Development
and International Relations |
International
liaison. |
Programmes of
cooperation and practical agreements that can complement broad
government objectives.
Target resources and partnership
projects from Overseas donor countries. |
Make all 32 cultural
agreements fully functional.
Improve on R18m per year
committed by Flanders.
Finalise the establishment of the
Swedish/South Africa Institutional Development
Fund.
Finalise funding strategies with Canada. France,
China, Japan, Norway, Italy, Netherlands and
Ireland. |
| |
The transformation and
sustainability of Cultural Industries. |
Facilitate the
coordination of sectors (craft, film, music, design, books and
publishing), the sharing of information and the development of
globally competitive industries.
The Development of new
products in all sectors and ensure increased participation
from PDIs. |
An integrated human
resource development strategy for the arts in South
Africa.
Facilitate in creating new markets.
Cultural
Tourism increased.
Film Industry to reflect South African
stories, intellectual life and heritage via the National Film
and Video Foundation. |
| |
Poverty
Relief. |
Empower local
communities through skills training leading to sustainable
work opportunities.
Implement all projects contained in the
business plans. |
Economic empowerment
of local communities. |
| |
Work together with the
Department of Education to improve quality and provision of
arts education in schools. Work with Create SA at MAPPP SETA
to ensure quality work-based training.
Fund SGBs for arts
sectors to complete curricula. |
Improving quality of
arts education in schools and ensuring quality work-based
training. |
Facilitate the arts
education and training in schools programmes. |
| National Film and
Video Foundation |
Financial support to
the National Film and Video Foundation. |
The National Film and
Video Foundation (NFVF) will be funded to fulfil its statutory
mandate.
The Department will oversee the NFVF and
ensure that it meets the commitments and deadlines outlined in
its Strategic Plan. |
Film Industry to
reflect South African stories, intellectual life and
heritage. |
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Programme 4 : Heritage, National Archives and
National Library Services
| Key Departmental
objective |
Outputs |
Service delivery
indicator |
Service delivery
target or milestone |
| Heritage
Institutions |
Establish new National
Heritage Council and heritage institutions.
Implement
heritage policies and see to equitable redistribution of
heritage resources.
Research on impact of policies
implemented after 1996.
Management of declared heritage
institutions.
Provide capital grants and the effective
monitoring of the utilisation of such grants. |
Established councils
ensure sustainability of institutions and management complies
with all legislative requirements i.t.o. administration, human
resource and financial spheres.
Equitable distribution
of resources due to transformation process and
budget.
New councils established for all 13 DCIs as
well as a transformation budget of R7 million distributed in
the 2003/04 financial year.
|
NHC established by
2003
Workshop for new councils to ensure members are
informed of responsibilities and terms of
reference.
Report on legislative impact available by
2003.
Increase visitors from local communities by
20%.
|
| South African Heritage
Resources Agency |
Proclamation of new
heritage bodies focusing on neglected
histories.
Establishment of the Provincial Heritage
Resources Agencies (PHRAs). |
Established 9 PHRAs
and ensure implementation of three-tier management of the
heritage sector and compliance with all legislative
requirements i.t.o. administration, human resource and
financial spheres.
Declaration of new heritage sites in
accordance with the legislative frameworks in
2003/2004. |
Community and private
sector participation in preserving resources.
Established
and resourced 9 provincial heritage agencies in accordance
with the legislation. |
| Promotion of
Heritage |
Support to
organisations that preserve and promote living heritage.
Advice on preservation and promotion of indigenous music
and revival of indigenous games. |
Financial aid to
organisations complies with PMFA.
Implemented projects
according to project management guidelines and frameworks to
ensure project delivered within timeframe, budget and existing
HR capacity.
At least 2 projects on Living Heritage
implemented in 2003/2004. |
Support to
organisations implementation by April 2003.
Curricula for
indigenous music accredited by South African Qualifications
Authority (SAQA).
Heritage Day 2003 successfully
completed.
|
| |
Legacy Projects :
Implementation of current Legacy Projects: Albert Luthuli,
Samora Machel and Khoi-San Project; Conservation plan for
Sarah Bartmann’s gravesite. |
Completed capital
works projects and allocated recurrent
expenditure.
Existing facilities restored and
renovated.
Established management structures.
Completed
conservation management plan |
Luthuli project
completed in November2003.
Luthuli project unveiled on
December 2003.
Antennae on graveside removed by June 2003
and conservation management plan completed by December
2003.
Community Hall of Samora Machel in Mbuzini completed
in November 2003.
Khoi-San heritage route completed by
December 2003.
Cabinet approval by April 2003.
Framework
document drafted by June 2003. |
| |
Feasibility studies
for newly proposed Legacy Projects: Liliesleaf Camp,
eMakhosini, Robert Sobukwe, Mapungubwe, Steven Biko, Sarah
Bartmann Monument and Matola. |
Projects approved by
Cabinet.
Conceptual framework document developed.
Task
Teams set up and consultative process undertaken for each
proposed project.
Front-ends and research for each project
undertaken.
Costed capital works funds for each project
approved by National Treasury. |
Consultative process
started by March 2003 and task teams set up by May 2003.Front
ends studies completed by December 2003.Capital works budget
approved by National Treasury in January 2004. |
| South African
Geographical Names Council |
Naming and
renaming.
Upgrading of the database.
Establishment of
the provincial geographical names committees. |
Renaming and naming in
compliance with national and international best standard
regulatory frameworks.
Provincial Geographical Names
Councils are operational with adequate financial and human
resources.
Backlog of 57 000 names cleared.
All 9
provincial councils established in 2003/04 |
Deal with backlog of
more than 57 000 names by March 2005. |
| National Archives of
SA |
Good Governance as far
as records management is concerned. |
Provincial Records
Management Capacity Building
Project
Electronic
Records Management: Partnership with SITA on Standardisation
of e-records and long term information
systems
Compliance: Partnership
with Auditor-General and DPSA on including records management
issues in audits and public service management bench
marking
Establishment of National Councils |
Establish of records
managers’ forums, training and capacity building programmes.
Pilot in Eastern Cape and Limpopo before March 2003. Other
provinces by December 2003
Transfer of Cape Town and
Bloemfontein Archives to Western Cape and Free State Province
by 1 April 2003
Standardised guidelines on electronic
records management systems in terms of e-Government policy
approved by Cabinet
Compliance: Policy guidelines on
incorporating records management into regulatory
audits
Implementation of pilot studies in 3 Departments
on records audits
Establishment of NACLIS
and investigation into the library and information services
sector in SA by April 2003
Establishment of National
Archives Advisory Council: April 2003 |
| |
Heritage
transformation projects |
Oral History Project:
Refiguring the holdings in concepts and
contents
Outreach: Spell out NFA outreach
programme and Edukit Project
Internal: Setting and
reaching equity targets in the National
Archives
Symbolism for the African Renaissance:
Refiguring Heraldry |
Incorporation of
results into National Register of Oral Sources. Successful
amalgamation with Indigenous Music Project
Extend Film
outreach to five provincesProvide Edukits to 3 provinces –
pilot by January 2004
Ongoing
Registration
of new symbols for previously disadvantaged by the end of
2003: Recipients of National Orders
Workshops and
intensive training pro-gramme for the Bureau of
Heraldry |
| |
Batho Pele/Access to
archival and information services |
Preserving Archival
Heritage
Enhanced
access to information at the national level through activities
within the national meta-information
framework
|
Preservation Policy
adopted
Improving quality of service in terms of
finding aids, speeding up arrangement of records (including
NFA holdings) and researcher/reading room services
Annual
capturing and processing of
250 000 records
Preserving
archival heritage for future generations: Improving the
conservation of all archival material (regardless of medium
and format) and development of user-friendly source material
for previously neglected potential users
Improved
funding of associated institutions (National Library of SA, SA
Library for the Blind and SA Blind Workers’ Organisation),
continually
New building for the National Library on
Pretoria Campus, starting in 2003 and be completed by
approximately 2006
New digitisation project of Braille
and audio information services of BLINDLIB |
| Capital
Works |
Capital grants to
associated and other institutions for maintenance and other
capital projects. |
Ensure sustainability
of institutions in respect of infrastructure development and
repair and maintenance needs, to all of the Department's
institutions over the medium term: 2003/04 to
2005/06. |
Buildings and
infrastructure for the Department's institutions as well as
providing funds for repair and maintenance
needs. |
2.2 Resource requirements per key
departmental objective
Key departmental
objective
per programme |
2003/2004
R'000 |
2004/2005
R'000 |
2005/2006
R'000 |
| 1
Administration |
29,770 |
32,688 |
35,182 |
| 2 Arts, Culture and
Language in Society |
261,874 |
279,036 |
258,208 |
| 3 Cultural Development
and International Relations |
112,323 |
81,792 |
80,995 |
| 4 Heritage, National
Archives and National Library Services |
522,560 |
677,412
|
747,108 |
| TOTAL |
926,527 |
1,070,928 |
1,212,493 |
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to top
Key departmental
objective
per economic classification |
2003/2004
R'000 |
2004/2005
R'000 |
2005/2006
R'000 |
| Current |
663,835 |
772,228 |
799,704 |
| Personnel |
63,758 |
67,458 |
68,745 |
| Transfer
payments |
504,478 |
606,792
|
668,372
|
| Other |
95,599 |
97,978
|
62,587 |
| Capital |
262,692 |
298,700 |
321,789
|
| Transfer
payments |
259,557 |
295,003 |
317,666 |
| Acquisition of
capital assets |
3,135
|
3,697 |
4,123 |
| TOTAL |
926,527 |
1,070,928 |
1,212,493 |
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to top
Key departmental
objective
per standard items |
2003/2004
R'000 |
2004/2005
R'000 |
2005/2006
R'000 |
| Personnel |
63,758 |
67,458 |
68,745 |
| Administrative |
15,336 |
17,831 |
20,278 |
| Inventories |
2,275
|
2,912 |
3,151 |
| Equipment |
3,135
|
3,697
|
4,123 |
| Land and
buildings |
- |
- |
- |
| Professional and
special services |
77,987
|
77,234 |
39,157
|
| Transfer
payments |
764,035 |
901,795 |
986,038 |
| Miscellaneous |
1
|
1 |
1 |
| TOTAL |
926,527 |
1,070,928 |
1,212,493 |
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to top
Transfers and subsidies per programme
| |
Medium-term expenditure
estimate |
| |
Current |
Capital |
Total |
2004/05 |
2005/06 |
| |
2003/04 |
| Arts, Culture and Language in
Society |
179,955 |
|
179,955 |
191,362
|
202,711
|
| Promotion of Arts and Culture in
South Africa: |
|
|
|
|
|
| State Theatre |
17,895 |
|
17,895 |
19,677 |
20,850 |
| Artscape |
20,213 |
|
20,213 |
22,145 |
23,467 |
| Playhouse Company |
17,030 |
|
17,030 |
18,820 |
19,942 |
| Performing Arts Centre of the
Free State |
14,108 |
|
14,108 |
15,603 |
16,532 |
| Market Theatre |
8,135 |
|
8,135 |
8,602 |
9,116 |
| Windybrow Theatre |
3,294 |
|
3,294 |
3,493 |
3,699 |
| KwaZulu-Natal Philharmonic
Orchestra |
3,000 |
|
3,000 |
3,000 |
3,180 |
| Cape Philharmonic |
3,000 |
|
3,000 |
3,000 |
3,180 |
| Gauteng Orchestra |
3,000 |
|
3,000 |
3,000 |
3,180 |
| Business Arts South
Africa |
3,500 |
|
3,500 |
4,103 |
4,349 |
| Promote Arts and Culture in South
Africa: Financial Assistance Projects |
21,874 |
|
21,874 |
20,874 |
22,194 |
| National Arts Council |
42,072
|
|
42,072
|
44,668
|
47,346 |
| National Language Services:
Financial Assistance Projects |
1,200
|
|
1,200
|
1,200
|
1,200
|
| Pan South African Language
Board |
21,634
|
|
21,634
|
23,177
|
24,476
|
| Cultural Development and
International Relations |
97,624 |
|
97,624 |
66,631
|
70,647
|
| Cultural Development and
International Relations: |
|
|
|
|
|
| Cultural Industries |
30,000
|
|
30,000 |
40,000
|
42,400
|
| Poverty Relief: Infesting in
Culture Programme |
42,000 |
|
42,000 |
- |
- |
| Promote Arts and Culture
Internationally |
4,334
|
|
4,334 |
4,471 |
4,762
|
| National Film and Video
Foundation |
21,290 |
|
21,290
|
22,160
|
23,485
|
| Heritage, National Archives
and National Library Services |
226,899
|
259,557
|
486,456
|
643,802 |
712,680
|
| Heritage Institutions: |
|
|
|
|
|
| National Heritage
Council |
20,387 |
|
20,387 |
42,916
|
58,575
|
| Northern Flagship
Institutions |
29,201
|
|
29,201
|
31,121
|
32,967
|
| Iziko Museum of Cape
Town |
30,163
|
|
30,163
|
31,996
|
33,893
|
| Natal Museum:
Pietermaritzburg |
6,083
|
|
6,083
|
6,447 |
6,829
|
| National Museum:
Bloemfontein |
13,685
|
|
13,685
|
14,648
|
15,501
|
| Die Afrikaanse Taalmuseum:
Paarl |
1,386
|
|
1,386
|
1,496
|
1,584
|
| The National English Literary
Museum: Grahamstown |
3,006
|
|
3,006 |
3,359 |
3,558
|
| Voortrekker Museum:
Pietermaritzburg |
4,767 |
|
4,767
|
5,047 |
5,347
|
| War Museum of the Boer Republics:
Bloemfontein |
2,992
|
|
2,992
|
3,238 |
3,431
|
| Robben Island Museum: Cape
Town |
25,356 |
|
25,356
|
26,639
|
28,223
|
| William Humphreys Art Gallery:
Kimberley |
1,985
|
|
1,985 |
2,147
|
2,274
|
| Engelenburg House Art Collection:
Pretoria |
143 |
|
143 |
161 |
171
|
| Nelson Mandela Museum:
Umtata |
4,891
|
|
4,891
|
5,100 |
5,402
|
| Constitutional Hill:
Johannesburg |
1 |
|
1 |
1 |
1 |
| Albert Luthuli Project |
500 |
|
500 |
526 |
558
|
| Khoi-San Project |
1,000
|
|
1,000
|
1,103
|
1,169
|
| Freedom Park: Pretoria |
8,493
|
91,507 |
100,000 |
200,000 |
212,000 |
| National Zoological Gardens of
South Africa: Pretoria |
14,773
|
|
14,773
|
16,012
|
16,963
|
| South African Heritage Resources
Agency |
15,160
|
|
15,160
|
16,512
|
17,494
|
| Promote Heritage |
7,365
|
|
7,365
|
8,697
|
9,141
|
| South African Geographical Names
Council |
4,000
|
|
4,000
|
4,240 |
4,494
|
| National Archives of South
Africa: |
|
|
|
|
|
| Financial Assistance
Projects |
1,000
|
|
1,000
|
1,000
|
1,000 |
| National Library |
22,734
|
|
22,734
|
24,390
|
25,842
|
| Library for the Blind |
4,242
|
|
4,242
|
4,604 |
4,877
|
| Literature for the Visually
Handicapped |
586 |
|
586 |
616 |
653
|
| Transformation |
3,000 |
|
3,000
|
3,180
|
3,370
|
| Capital Works |
|
168,050 |
168,050
|
188,606 |
217,363 |
| Total |
504,478 |
259,557 |
764,035 |
901,795 |
986,038 |
2.3 Interdepartmental linkages
DAC working together with all national and provincial
departments, as well as local government, that deal specifically
with arts and culture, tourism and environment.
| Programme or Project or Joint Service
Delivery |
Jointly administered and executed by DAC and other
Departments |
Amount
Allocated by DAC |
| Programme 2: Arts,
Culture and Language in Society |
Promotion of Arts
and Culture
Annual grant to Playhouses:
The State Theatre
The
Playhouse
Artscape
PACOFS
The Windybrow
The Market
Theatre
Matching grant funding to various
orchestras
Funding to Community Arts Centres
National Language Service
National Language Policy Framework
Telephone Interpreting Service of South Africa
(TISSA)
Language Code of Conduct for the Public
Service
Language Units |
DAC and the provinces of Gauteng, Western
Cape, Kwazulu-Natal and the Free State
DAC and the provinces of Gauteng,
Kwazulu-Natal and the Western Cape
DAC and the provinces where Centres are
located
DAC and all provinces
DAC and the Tshwane Metro Council
DAC and
South African Police Service
DAC and all government
departments
DAC and all provinces
DAC and all government
departments |
|
| Programme 3: Cultural
Development and International Relations |
Programmes of
co-operation and
agreements
Cultural
Industries:
Film
Music
Craft
Design
Books
and publishing
Poverty Alleviation
Arts
Education |
DAC and the Department
of Foreign AffairsDepartment of Provincial and Local
Government, Department of Environment and Tourism, Department
of Safety and Security, Department of Justice, Trade and
Industry, Department of Social Security, Department of
Education and National Treasury
DAC and the
Department of Trade and Industry, Labour, the Department of
Education, and the GCIS
DAC and all
provinces
DAC and the Department of Education and the
Department of Labour (MAPPSETA)
|
|
| Programme 4: Heritage,
National Archives and Library Services |
National Heritage
Council
Provincial Heritage Resources
Agencies
Heritage Day
Legacy Projects
(current):
Albert Luthuli Project
Samora Machel
Project
Khoi-San Project
Legacy Project
(new)
Sarah Bartmann
Lillies Leaf
eMakhosini
Robert Subukwe
Project
Mapungubwe
Steven Biko Project
Matola
Project
Living Heritage
Provincial Geographical
Names Committee
Provincial Records Management Capacity
Building Project
Provincialisation of
Archives
Electronic Records Management
Records
Management in audit and Public Service management bench
marking
National Archives Advisory
Council
National Orders |
DAC and all
provinces
DAC and all provinces
DAC and all
provinces
DAC and the provinces of the Kwazulu-Natal,
Mpumalanga and the Northern Cape
DAC and the
provinces of the Eastern Cape, the Western Cape, Mpumalanga,
Kwazulu-Natal and Gauteng
DAC and the South African
Qualifications Authority
DAC and all
provinces
DAC and all provinces
DAC and all
provinces
DAC and SITA
DAC, the DPSA and the
Auditor-General
DAC and all Provinces
DAC
and the Presidency |
|
2.4 Linkages between National
strategic objectives and internal programmes
| STRATEGIC OBJECTIVES |
Administration (Corporate Services) |
Arts,
Culture and Language in Society |
Cultural Development and International
Relations |
Heritage, National Archives and National Library
Services |
| Human Resource
Development (HRD) |
√ |
√ |
√ |
√ |
| Poverty
Alleviation |
|
√ |
√ |
√ |
| Job Creation |
|
√ |
√ |
√ |
| Urban
Renewal |
|
√ |
√ |
√ |
| Integrated Rural
Development |
|
√ |
√ |
√ |
| Cultural
Industries |
|
√ |
√ |
√ |
| NEPAD |
|
√ |
√ |
√ |
2.5 Capital investments strategy
| Capital
project |
2002/2003
R'000 |
2003/2004
R'000 |
2004/2005
R'000 |
| Infrastructure
programmes or large infrastructure projects (over R20
million) |
107,099 |
224,763 |
250,128 |
| - Nelson Mandela
Museum: Develop the Qunu facility in a museum |
13,574 |
1,803
|
- |
| - Robben Island
Museum: Upgrading of roads and sewage |
2,018 |
79 |
- |
| - Robben Island
Museum: Repair to main breakwater wall |
- |
36,484 |
- |
| - National Library:
New Building |
25,000 |
32,000 |
61,825 |
| - National Archives:
Extension of facilities |
38,000 |
48,000 |
88,000 |
| - Freedom
Park |
91,507 |
106,397 |
100,303
|
| |
|
|
|
| Small project
groups |
56,014 |
45,870 |
24,402 |
| - Heritage
Institutions: Upgrading, repairs and essential maintenance
work |
56,014
|
45,870
|
24,402 |
| |
|
|
|
| Infrastructure
transfers |
22,966
|
9,130 |
41,384 |
| - Artscape: Essential
maintenance work |
- |
2,849 |
5,201 |
| - Performing Arts
Centre of the Free State: Essential maintenance work |
- |
2,000 |
- |
| - Heritage
Institutions: Exhibitions restructuring and upgrade |
22,966 |
4,281 |
36,183 |
| |
|
|
|
| Maintenance on
infrastructure |
10,478 |
15,240 |
1,752 |
| - Heritage
Institutions: Repairs and refurbishment |
10,478 |
15,240 |
1,752 |
| |
|
|
|
| TOTAL |
259,557 |
295,003 |
317,666 |
3. SERVICE DELIVERY IMPROVEMENT
PROGRAMME
The transformation agenda of the government has taken
the form of various processes for change, all of them born of the
need to introduce inclusive, equitable, modern and efficient
mechanisms of Public Service Delivery.
The Public Service Regulations, 2000 and White Paper
on Transformation of the Public Service Delivery “Batho Pele”
provide the framework for the development of a service delivery
improvement programme.
The Department commits itself to the implementation of
the following service delivery improvement programme.
1. SERVICES RENDERED BY THE DEPARTMENT
-
Facilitating, initiating and implementing
international co-operation agreements on arts and culture.
-
Ensuring the representation of South African arts
and culture on the international scene.
-
Managing heritage and film-related issues in the
country.
-
Managing and administration of arts, culture and
heritage institutions.
-
Promoting arts, culture and heritage festivals.
-
Supporting informal arts education and training.
-
Supporting development and access to the arts.
-
Supporting excellence and sustainability in the
arts.
-
Encouraging co-operation and networks within the
diverse heritage of South Africa.
-
Collecting and preserving the national archival
heritage.
-
Proper management and care of government
records.
-
Heraldic services.
-
Developing cultural industries in partnership with
the private sector.
-
Rendering translation and editing services to
national departments.
-
Promoting of indigenous languages.
-
Language planning and terminology services.
-
Standardisation and advice on the proper use of
geographical names.
-
Management and government of national libraries and
meta-information.
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2. OUR CUSTOMERS
-
The general public
-
The arts, culture and heritage fraternity, e.g.
actors, performers, musicians, crafters, technicians, etc.
-
Arts, culture and heritage institutions, e.g. the
National Arts Council, National Monuments Council, etc.
-
Associated institutions, e.g. museums.
-
South Africa Embassies and High Commissions.
-
National government departments
-
Provincial government departments
-
Education of institutions
-
International organizations and governments
-
Non-governmental organisations
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3. CONSULTATION WITH CUSTOMERS
The Department commits itself to continuous
consultation with its customers regarding service needs and
priorities.
4. SERVICE STANDARDS
The participative and co-operative stance adopted by
the Department towards its customers ensures that the level and
quality of services remain high with the emphasis on previously
disadvantaged majority.
We benchmark our services against international
standards. The Department pledges to endeavour constantly in
consultation with the broader community to improve its services. Our
service standards are outcomes based.
A high level of customer satisfaction will be an
indicator of our aim of offering services of a high quality.
5. ACCESSIBILITY OF SERVICES
The Department aims to make its services accessible to
all particularly those who have not previously received them. Our
Department supports small, medium and micro enterprises.
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6. THE CUSTOMER IS KING
All customers will be treated with respect, dignity
and courtesy at all times.
7. SERVICE INFORMATION DISSEMINATION
We will strive at all times to disseminate full,
accurate and up-to-date service information to all our customers
through a variety of media and in all the official languages.
8. ANNUAL REPORT TO CUSTOMERS
An annual report on the Department’s performance will
be made available. The report will be published in booklets for wide
distribution.
9. REDRESS
Where services are not provided as promised or
expected, customers are encouraged to lodge complaints with the
Department without any hesitation. The Department pledges to
investigate any complaints as quickly as possible. If a complaint is
found to be justified, an apology will be conveyed to the
complainant, followed by the necessary remedial action.
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10. VALUE FOR MONEY
Procedures and processes of getting services from the
Department will be made as simple and customer friendly as possible,
to enhance effectiveness and efficiency.
11. ENQUIRIES
Correspondence and telephonic enquiries will be dealt
with professionalism and promptness. The Department will correspond
with customers in the language of their choice where feasible.
12. LOCATION OF THE DEPARTMENT
188 Schoeman Street, Pretoria
CONTACT
The
Director-General
Department of Arts and Culture
Private Bag
X897
PRETORIA
0001
Tel: (012) 337-8000
Fax: (012)
326-7277
Office Hours
08:00 – 16:30
4. ORGANISATIONAL MANAGEMENT
4.1 Human resource strategy 2002/2003
to 2005/2006
The main drivers of the human resource strategy are
the strategic objectives of the department and human resource
functional activities. The ever-changing nature of the environment
demands a flexible and dynamic approach.
The implementation of this strategy will take place
within the context of the new role of Human Resource:
-
Strategic partner
-
Employee champion
-
Change agent
-
Administrative expert
Building of capability and re-positioning of Human
Resource is critical for the realisation of this strategy.
The Human Resource strategy aims:
| STRATEGIC
OBJECTIVE
TO STRENGTHEN THE TRANSFORMATION PROCESS BY
IMPLEMENTING AN EMPLOYMENT EQUITY STRATEGY |
| KEY
ACTIVITY |
HUMAN RESOURCE
RESPONSE |
TIMING OF
IMPLEMENTATION |
| Human Resource
Development |
- Conduct training needs analysis based on
job specific competence requirements
- Facilitate the development of Personal
Development Plans
- Presentation of learning solutions through
external providers
- Introduce an internship
programme
- Introduce learnerships
|
30 May
2002
30 May
2002
Ongoing
30 June 2003
1 July
2002 |
| Systems
efficiency |
- Improve turn around time/response
times
- Information storage and
accessibility
|
Ongoing
Ongoing |
| Accelerate
transformation |
- Develop affirmative action programme and
facilitate its implementation
- Reinforce a culture of work ethic through
awareness workshops on
- Code of conduct
-
Diversity awareness
- Human Resource Policies
- Public
Service Regulations
- Reinforce the culture of high performance
by facilitating the effective implementation of
PDMS
- Promote employee wellness through the
implementation of Employee Assistance Programme and
mainstreaming of internal equity programmes
- Provide a proactive labour relations
services in order to ensure harmonious relations
|
30 May
2003
Ongoing
Ongoing
Ongoing
Ongoing |
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4.2 Affirmative action programme
According to the current workforce profile, the
department has to address representation of women at Senior and
middle Management levels. The workforce profile will be reviewed and
implemented in terms of the annual employment equity targets.
The following key focus areas will drive our
affirmative action programme:
-
Training and development
-
Mentoring programme
-
Performance Management.
RACE AND GENDER REPRESENTIVITY – 31 JANUARY
2003
| DESIGNATION |
SALARY
LEVEL |
WHITE |
COLOURED |
INDIAN |
AFRICAN |
DISABILITY |
SUBTOTAL |
TOTAL |
| |
|
M |
F |
M |
F |
M |
F |
M |
F |
M |
F |
M |
F |
|
| DIRECTOR-GENERAL |
16 |
|
|
|
|
|
|
|
|
|
|
|
|
|
| DEPUTY
DIRECTOR-GENERAL |
15 |
|
|
|
|
|
|
1 |
|
|
|
1 |
|
1 |
| CHIEF
DIRECTOR |
14 |
3 |
|
1 |
|
|
|
1 |
1 |
|
|
5 |
1 |
6 |
| DIRECTOR |
13 |
2 |
|
|
|
|
|
5 |
2 |
|
|
7 |
2 |
9 |
| DEPUTY
DIRECTOR/CHIEF STATE HERALD/LEGAL ADMINISTRATION
OFFICER |
11-12 |
12 |
17 |
2 |
4 |
|
|
15 |
13 |
|
|
29 |
34 |
63 |
| ASSISTANT
DIRECTOR/CHIEF TRAINING OFFICER/ CHIEF WORK STUDY
OFFICER/CONTROL INDUSTRIAL TECHNICIAN/ CHIEF LANGUAGE
PRACTITIONER/PRINCIPAL STATE HERALD/ PRINCIPAL PLANNER/CHIEF
PLANNER/ PRINCIPAL TECHNO ECONOMIST/CHIEF TECHNO
ECONOMIST/CONTROL PERSONNEL OFFICER |
9-10 |
11 |
33 |
|
4 |
|
1 |
15 |
22 |
|
|
26 |
60 |
86 |
| SENIOR
PERSONNEL PRACTITIONER/CHIEF PERSONNEL OFFICER/SENIOR
PROVISIONING ADMINISTRATION OFFICER/ SENIOR SECURITY
ADNMINISTRATION OFFICER/ SENIOR STATE ACCOUNTANT/SENIOR
ADMINISTRATIVE OFFICER/ PRINCIPAL ARCHIVIST/PRINCIPAL
COMMUNICATION OFFICER/ PRINCIPAL CULTURAL OFFICER/CHIEF
INDUSTRIAL TECHNICIAN/ PRINCIPAL LANGUAGE
PRACTITIONER/PRINCIPAL LIBRARIAN/ SENIOR STATE HERALD/CHIEF
PROGRAMMER/CHIEF NETWORK CONTROLLER/SENIOR PLANNER/SENIOR
TECHNO ECONOMIST |
8 |
9 |
20 |
4 |
|
|
1 |
20 |
10 |
1 |
1 |
33 |
31 |
64 |
| CHIEF:
DATA CAPTURING/PERSONNEL PRACTITIONER/ PRINCIPAL PERSONNEL
OFFICER/PROVISIONING ADMINISTRATION OFFICER/CHIEF PROVISIONING
ADMINISTRATION CLERK/ CHIEF ACCOUNTING CLERK/ STATE
ACCOUNTANT/CHIEF REGISTRY CLERK/ SECURITY ADMINISTRATION
OFFICER/TRAINING OFFICER/ CHIEF TYPIST/ WORK STUDY
OFFICER/ADMINISTRATIVE OFFICER |
7 |
|
5 |
3 |
|
|
|
11 |
12 |
|
|
14 |
17 |
31 |
| ACCOUNTING
CLERK/DATA TYPIST/TYPIST/PERSONNEL OFFICER/PROVISIONING
ADMINISTRATION CLERK/SECRETARY/ TELECOM
OPERATOR/ARTISAN/GENERAL FOREMAN/ ADMINISTRATION
CLERK/INTERNAL AUDITOR/ARCHIVIST/ COMMUNICATION OFFICER/
CULTURAL OFFICER/ LANGUAGE PRACTITIONER/LIBRARY
ASSISTANT/LIBRARIAN/PROGRAMMER/ NETWORK CONTROLLER/AUXILIARY
SERVICES OFFICER/ SECURITY OFFICER/PRINCIPAL SECURITY
OFFICER |
3-6 |
1 |
5 |
6 |
5 |
2 |
|
29 |
26 |
1 |
1 |
39 |
35 |
74 |
| CLEANER/DRIVER/MESSENGER/OPERATOR/FOODSERVICES AID/
GROUNDSMAN/SECURITY GUARD |
1-2 |
|
|
|
|
|
|
|
|
|
|
|
|
0 |
| SUBTOTAL |
|
38 |
80 |
16 |
13 |
2 |
2 |
97 |
86 |
2 |
2 |
154 |
180 |
334 |
| |
|
118 |
29 |
4 |
183 |
4 |
334 |
|
| |
|
35,3% |
8,7% |
1,2% |
54,8% |
|
|
|
4.3 Information technology resource
strategy
An Information Technology Plan will address the
following objectives:
-
Implementing comprehensive knowledge and information
management in the Department
-
Migration towards open source software
-
Utilising modern human language technology
-
Providing Internet portals to promote all activities
within the Department's mandate
-
Develop a Management Information System to be used
in associated institutions
-
Comprehensive IT disaster recovery systems and
procedures
-
Development of a skills development plan to raise
the general level of computer literacy in the Department
-
Configuring a suitable mobile office for senior
managers
STRATEGIC OBJECTIVE
FULL
EXPLOITATION OF INFORMATION TECHNOLOGY IN SERVICE
DELIVERY |
| KEY
ACTITIVTY |
IT
RESPONSE |
TIMING OF
IMPLEMENTATION |
| Implementing
comprehensive knowledge and information management in the
department. |
Convene the Knowledge
and Information Management (KIM) Work Group of the Government
IT Officers Council, involve DAC stakeholders in its work and
craft a policy and strategy |
First draft strategy
by September 2003 |
| Migration towards open
source software |
Select suitable
software and schedule staggered implementation |
First Open Source
application implemented by July 2003 |
| Utilising modern human
language technology |
Upgrade software used
in translating |
Needs specification
available by June 2003 |
| Providing Internet
portals to promote all activities within the Department's
mandate |
Design a portal on
celebrating 10 years of democracy |
Trial version
available end September 2003 |
| Develop a Management
Information System to be used in associated
institutions |
Using open source
software, building on existing reporting systems, develop a
system that covers all required perspectives. |
System ready for trial
implementation February 2004 |
| Comprehensive IT
disaster recovery systems and procedures |
Implement proper
procedures as soon as the split of the old DACST network is
completed |
Procedures in
operation end May 2003 |
| Development of a
skills development plan to raise the general level of computer
literacy in the Department |
Compile training
schemes and evaluation procedures for all staff in
collaboration with the HR Section |
Schemes ready by
October 2003 |
| Configuring a suitable
mobile office for senior managers |
Design a suitable
configuration to provide communication and access to
peripherals |
Configuration
specifications available by end April
2003 |
4.4 Organisational structure
4.5 Information on consultants since
2001/2002
| Type
of service |
Name
of consultant |
Cost
R |
Year of cost incurred |
| |
|
|
2001/2002 |
2002/2003 |
2003/2004 |
| Appointment of a
Consultant/Company that will introduce and implement a new
performance management system |
KMMT
Incorporated |
680,675.75 |
680,675.75 |
|
|
| Appointment of a
consultant to undertake a risk assessment, establish a fraud
prevention plan, compile a three year rolling strategic
internal audit plan and an annual internal audit
plan |
PriceWaterHouseCoopers
and MSGM |
298,860.00 |
182,200.00 |
R
116,660.00 |
|
| Appointment of a
consultant to conduct a forensic investigation on the Albert
Luthuli Project |
Gobodo Forensic and
Investigative Accounting (Pty) Ltd |
74,440.00 |
74,440.00 |
|
|
| Appointment of a
consultant to offer an Employment Assistant
Programme |
Pick Mphuthi and
Associates |
201,944.00 |
201,944.00 |
|
|
| Appointment of a
co-ordinator for the Advisory Panel on Human Language
Technologies |
Language &
Cultural Consultants cc |
229,850.00 |
|
R
229,850.00 |
|
5. PLANNING INFORMATION FOR
2002/2003
5.1 Programme and output details for
year ending 31 March 2004
The Department of Arts and Culture will pursue the
following objectives :
Programme 1: Administration (Corporate
Services)
| Outputs |
Service delivery
indicator and target |
Estimated
cost
(as reflected in the Estimates of National
Expenditure)
R’000 |
| Management and
Communication |
Improved image of
department.
Top class services and accurate information
will be available and provided on time and consistently to all
customers, stakeholders and role players. The services and
information will be provided during official hours of work of
the department and after hours in certain cases.
Targeted
audience influenced positively without exceeding budget
The
services and information will be provided and made available
during official hours of work of the department and after
hours in certain cases.
Planning, commitment and active
participation of customers, stakeholders and role players is
required to sustain the provision of top class services and
accurate information. |
16,885 |
| Human resource
management |
Human resources
projects completed successfully.Top class services and
accurate information will be available and provided on time
and consistently to all customers, stakeholders and role
players. The services and information will be provided during
official hours of work of the department and after hours in
certain cases.Projects completed within timeframes and
budget.The services and information will be provided and made
available during official hours of work of the department and
after hours in certain cases.Planning, commitment and active
participation of customers, stakeholders and role players is
required to sustain the provision of top class services and
accurate information. |
6,245 |
| Information
technology |
Develop and implement
IT systems as dictated by business strategies: Availability of
network and information systems for value added management
information and service delivery.
The technical and
operational IT functions and services will be outsourced to
SITA: Business Agreement, Incorporating Agreement,
Applications Services, Network Services, Centralised Data
Processing Services, Comprehensive Printing Services,
Decentralised Data Processing Services
Strategic direction
regarding the utilisation of IT in the Department's service
delivery: Approved IT Plan and inclusion of DAC initiatives in
e-Government policy |
858 |
| Legal
services |
Decreased
litigation.
An estimated 1200 memoranda of agreement is
scrutinised annually. Services will be available at the
offices of the directorate for a minimum of seven hours on
each departmental working day.
Services will be provided
within the budgetary constraints
Services will be available
at the offices of the directorate for a minimum of seven hours
on each departmental working day.
Services will be provided
on an ongoing basis to cope with dynamic legal
environment.. |
383 |
| Internal
audit |
Improvement in the
departments controls and operations
Reports to and feedback
from the Accounting Officer and Audit Committee. Complete
tasks within the timeframes budgeted in the internal audit
plan.
Complete planned audits within budget
The services
and information will be provided and made available during
official hours of work and after hours in certain
cases.
Planning, commitment and active participation of
customers, stakeholders and role players is required to
sustain the provision of top class services and accurate
information. |
305 |
| Financial
management |
Appropriate and
timeous information and service.
Provide information on
budgeting, expenditure and ledger accounts timeously to
management in order condition to make decisions on financial
affairs
Low rollover %
Support will be available to
department at all times
Planning, commitment and active
participation of customers, stakeholders and role players is
required to sustain the provision of top class services and
accurate information. |
5,093 |
| Total:
Programme 1 |
29,770 |
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Programme 2 Arts, Culture and Language in
Society
| Outputs |
Service delivery
indicators |
Estimated
cost
(as reflected in the Estimates of National
Expenditure)
R’000 |
Promotion of arts
and culture in South Africa
Annual grant to
Playhouses: the State Theatre, Artscape, the KZN Playhouse,
PACOFS, the Market Theatre and the Windybrow
Theatre.
Matching grant funding to various
orchestras.
Annual grant for arts development: the
National Arts Council; Business Arts South Africa and the
Moral Regeneration Movement (MRM).
Annual grant for
promoting arts in society, i.e. community arts centres, arts
and culture festivals, disability arts and creative arts
development. |
Sustainability
of Playhouses by means of an annual grant to six
Playhouses.
Sustainability development through a
three-sphere funding model to three Companies on a three-year
contract basis.
Sustainability and accessibility for
two public entities and the MRM on an annual funding
basis.
Support for grass roots communities and
popularisation of the arts for 24 community arts centres and
10 festivals per annum.
Annual funding to Community Arts
Centres, festivals, disability arts and CAD. |
158,852 |
| Financial support
to the National Arts Council |
Sustainability and
accessibility of the arts by means of an annually
grant. |
42,072 |
National Language
Service
Approved National Language Policy
Framework. |
A comprehensive,
coherent policy with a clear implementation
strategy.
20 million brochures and 10 000 posters
printed by June 2003 to create public awareness. |
39,316 |
| Telephone Interpreting
Service. |
40 trained telephone
interpreters, 70 functional sites at police stations, 26 sites
at clinics and customer care centres in Tshwane Metropolitan
Council and at
40 labour centres.
|
|
| South African Language
Practitioners’ Council. |
Accredited language
practitioners. |
|
| Language Code of
Conduct for the Public Service. |
Research and develop
Language Code of Conduct by November 2003. |
|
| Language units in
national departments & in each province. |
Language Units
negotiated and established. |
|
| Spellchecker
programmes for the indigenous languages. |
Spellcheckers
researched and tested for the 10 indigenous languages by
February 2003. |
|
| Hoyozela Language
Awareness Campaigns. |
Communication
strategies researched and developed for 100 000 multilingual
calendars by January 2003. |
|
| A multilingual
translation and editing service. |
Translated and edited
documents into all the official languages and out of foreign
languages as needs continually. |
|
Technical dictionaries
in the official languages.
Terminology for Mathematics,
Science and Technology in the official languages. |
Technical dictionaries
in the official languages.
Adequate terminology to
cater for the needs of each official language
continually. |
|
Pan South African
Language Board
Producing comprehensive monolingual
dictionaries for each official language.
Resolution of
violations of language rights. |
Comprehensive
monolingual dictionaries for each official language as
determined by needs. |
21,634 |
| Total:
Programme 2 |
261,874 |
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Programme 3: Cultural Development and International
Relations
| Outputs |
Service delivery
indicators |
Estimated
cost
(as reflected in the Estimates of National
Expenditure)
R’000 |
Cultural Development
and International Relations
International
liaison. |
Programmes of
cooperation and practical agreements that can complement broad
government objectives.
Target resources and partnership
projects from Overseas donor countries. |
91,033 |
| The transformation and
sustainability of Cultural Industries. |
Facilitate the
coordination of sectors (craft, film, music, design, books and
publishing), the sharing of information and the development of
globally competitive industries.
The Development of new
products in all sectors and ensure increased participation
from PDIs. |
|
| Poverty
Relief. |
Empower local
communities through skills training leading to sustainable
work opportunities.
Implement all projects contained in
the business plans. |
|
| Work together with the
Department of Education to improve quality and provision of
arts education in schools. Work with Create SA at MAPPP SETA
to ensure quality work-based training. Fund SGBs for arts
sectors to complete curricula. |
Improving quality of
arts education in schools and ensuring quality work-based
training. |
|
| Financial support
to the National Film and Video Foundation. |
The National Film and
Video Foundation (NFVF) will be funded to fulfil its statutory
mandate.
The Department will oversee the NFVF and ensure
that it meets the commitments and deadlines outlined in its
Strategic Plan. |
21,290 |
| Total:
Programme 3 |
112,323 |
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Programme 4: Heritage, National Archives and
National Library Services
| Outputs |
Service delivery
indicators |
Estimated
cost
(as reflected in the Estimates of National
Expenditure)
R’000 |
Heritage
Institutions
Establish new National Heritage
Council and heritage institutions.Implement heritage policies
and see to equitable redistribution of heritage
resources.Research on impact of policies implemented after
1996.Management of declared heritage institutions.Provide
capital grants and the effective monitoring of the utilisation
of such grants. |
Established councils
ensure sustainability of institutions and management complies
with all legislative requirements i.t.o. administration, human
resource and financial spheres.
Equitable distribution
of resources due to transformation process and budget.
New
councils established for all 13 DCIs as well as a
transformation budget of R7 million distributed in the 2003/04
financial year. |
260,319 |
South African
Heritage Resources Agency
Proclamation of new
heritage bodies focusing on neglected
histories.
Establishment of the Provincial Heritage
Resources Agencies (PHRAs). |
Established 9 PHRAs
and ensure implementation of three-tier management of the
heritage sector and compliance with all legislative
requirements i.t.o. administration, human resource and
financial spheres.
Declaration of new heritage sites in
accordance with the legislative frameworks in
2003/2004. |
15,160 |
Promotion of
Heritage
Support to organisations that preserve and
promote living heritage.
Advice on preservation and
promotion of indigenous music and revival of indigenous
games.
Legacy Projects: Implementation of current
Legacy Projects: Albert Luthuli, Samora Machel and Khoi-San
Project; Conservation plan for Sarah Bartmann’s
gravesite.
Feasibility studies for newly proposed
Legacy Projects: Lilliesleaf Camp, eMakhosini, Robert Sobukwe,
Mapungubwe, Steven Biko, Sarah Bartmann Monument and
Matola. |
Financial aid to
organisations complies with PMFA.
Implemented projects
according to project management guidelines and frameworks to
ensure project delivered within timeframe, budget and existing
HR capacity.
At least 2 projects on Living Heritage
implemented in 2003/2004.
Completed capital
works projects and allocated recurrent
expenditure.
Existing facilities restored and
renovated.
Established management structures.
Completed
conservation management plan
Projects approved by
Cabinet.
Conceptual framework document developed.
Task
Teams set up and consultative process undertaken for each
proposed project.
Front-ends and research for each project
undertaken.
Costed capital works funds for each project
approved by National Treasury. |
16,459 |
South African
Geographical Names Council
Naming and
renaming.
Upgrading of the database.
Establishment of
the provincial geographical names committees. |
Renaming and naming in
compliance with national and international best standard
regulatory frameworks.
Provincial Geographical Names
Councils are operational with adequate financial and human
resources.
Backlog of 57 000 names cleared.
All 9
provincial councils established in 2003/04 |
4,400 |
National Archives
of SA
Good Governance as far as records management
is concerned. |
Provincial Records
Management Capacity Building Project
Electronic Records
Management: Partnership with SITA on Standardisation of
e-records and long term information systems
Compliance:
Partnership with Auditor-General and DPSA on including records
management issues in audits and public service management
bench marking
Establishment of National
Councils |
58,174 |
| Heritage
transformation projects |
Oral History Project:
Refiguring the holdings in concepts and
contents
Outreach: Spell out NFA outreach programme and
Edukit Project
Internal: Setting and reaching equity
targets in the National Archives
Symbolism for the
African Renaissance: Refiguring Heraldry |
|
| Batho Pele/Access to
archival and information services |
Preserving Archival
Heritage
Enhanced access to information at the national
level through activities within the national meta-information
framework |
|
Capital
Works
Capital grants to associated and other
institutions for maintenance and other capital
projects. |
Ensure sustainability
of institutions in respect of infrastructure development and
repair and maintenance needs, to all of the Department's
institutions over the medium term: 2003/04 to
2005/06. |
168,050 |
| Total:
Programme 4 |
522,560 |
5.2 Interdepartmental projects and
contributions during 2003/2004
| Programme or Project |
Activities |
Responsibilities of DAC |
Responsibilities of other departments |
Expenditure |
| Programme 2: Arts,
Culture and Language in Society |
Telephone Interpreting
Service of South Africa (TISSA)
Language Code of
Conduct for Public Service
Multilingual translating and
editing service
Language Units |
Establish service at
identified sites and training of interpreters
Policy
development
Provide service to government
departments
Policy development |
South African Police
Service and Tshwane Metro Council: Implement at
sites
Implementation by all government
departments
Utilise
service
Implementation within Public
Service |
|
| Programme 3: Cultural
Development and International Relations |
Programme of
co-operation and agreements
Cultural
Industries
Arts Education |
Determine and
negotiate content, programmes and resources with international
partners
Policy development
Policy
development |
Department of Foreign
Affairs facilitate with foreign partners
National Treasury
responsible for Development Aid and Donor Funding
Implementation where applicable and liaison on
relevant matters
Department of Education: Introduction
into school curriculum; Department of Labour: Work based
training through MAPPSETA |
|
| Programme 4: Heritage,
National Archives and Library Services |
Living Heritage
Programme aims at preserving indigenous
music
Legacy Projects aim at addressing imbalances
in portraying heritage
Electronic Records
management aim at promoting good governance
Records
management in audit and Public Service management bench
marking
National Orders |
Determine policy and
provide funding
Determine policy and provide
funding
Responsible for training and capacity
programme
Determine policy
Registration of
new National Orders |
South African
Qualification Authority: Accrediting school
curriculum
Department of Public Works: Assisting
with infrastructure
SITA: Standardisation and
establishing information system
Department of Public
Service and Administration and the Auditor General implement
pilot programmes
Office of the Presidency : awarding
National Orders |
|
14 February 2003
|
For any enquiries, please contact
|
Director- General of
Arts and
Culture
Tel : 012-337 8000
Fax : 012-326
7277
| |
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