Department of Arts and Culture

1. Mzansi’s Golden EconomyContribution of the Arts, Culture and Heritage Sector to the New Growth Path Department of Arts and Culture

2. Objectives 1 • Project initiated at the request of the Minister to reposition the arts, culture and heritage sector as an economic growth sector and introduce programmes to contribute to large scale employment • The creative and cultural industries included as a priority sector for implementation of the new growth path;

3. New Growth Path 2 • Government commitment envisages the creation of 5 million jobs over the next ten years • Identifying areas where employment creation is possible on a large scale as a result of substantial changes in conditions in South Africa and globally. • Developing a policy package to facilitate employment creation in these areas, above all through: • A comprehensive drive to enhance both social equity and competitiveness • Systemic changes to mobilise domestic investment around activities that can create sustainable employment • Strong social dialogue to focus all stakeholders on encouraging growth in employment-creating activities

4. Proposed approach 3 • General continuity and introduction of new initiatives, as far as possible building on and expanding existing initiatives • Skills development for excellence / high performance in the arts, culture and heritage sector • Large scale interventions aimed to optimise growth and employment potential of the sector • Expansion and co-ordination of supply and demand in the sector • Enhancement of existing production and creation of new business opportunities to match demand • Monitoring and evaluation to guide investment and co-ordination of current and future resources for the sector

5. Problem statement - Advocacy 4 • Sector is not visible and regarded as a nice to have • Implicit and explicit messaging from government that priorities are maths and science, technology and engineering • Consequence of progressive removal of the arts from the curriculum is failure to identify and develop talent, failure to develop appreciation and future audiences

6. Problem statement - research 5 • Considerable research by DAC, DAC Entities, Provinces and other role-players • Duplication and overlaps in research • Different methodologies and models resulting in lack of ability to assess trends in qualitative research and analyze time series data in quantitative research

7. Problem statement – institutional arrangements 6 • Proliferation of role-players in government resulting in overlapping functions • Fragmentation and duplication of efforts between DAC, DAC Entities, Provinces, Provincial Agencies • Views articulated that the agencies are responsible for implementation and DAC responsible for oversight • Lack of clarity in roles and responsibilities of national departments • Submission of Provinces that initiatives of DAC result in unfunded mandates • Insufficient communication and co-ordination of different role players to ensure optimal performance

8. Problem statement - programmes 7 • Role clarification required between DAC and DAC emtities • Submission of Provinces that Community Arts Centres are not adequately resourced and functional • Submission of Provinces that Investing in Culture Programme commitments did not materialise

9. Problem statement - Infrastructure 8 • Unutilised and underutilised infrastructure throughout the country • Inadequate resources for maintenance and operation of existing infrastructure

10. Problem statement - Funding 9 • Submission by all role players that there are funding challenges • No apparent alignment in disbursement of Lottery funds with policy and plans of the sector • Ad hoc funding of requests to DAC and submission that in certain instances projects funded fall within the mandate of an agency

11. Position statement 10 • Global evidence that countries with a high degree of social cohesion experience economic growth • Arts, culture and heritage are crucial factors for social cohesion • The arts, culture and heritage economy has the potential to contribute significantly to job creation and economic growth And: • Heritage and culture have intrinsic and intangible value in contributing to social development

12. Cultural statistics 11 • Cultural statistics inform future decision making and allows global comparability • It is proposed that a uniform framework be adopted and that the framework serve as an informing factor for organisational structure

13. Intervention model CREATION CONSUMPTION / PARTICIPATION PRODUCTION DISSEMINATION EXHIBITION, RECEPTION, TRANSMISSION 12 • A simple model is proposed to ensure that interventions in the sector are systematically planned in all stages of the cycle of creation, production, dissemination, presentation and consumption

14. Conference commitment • Establishment of multi-stakeholder project task teams, appointed by the Minister, building on existing initiatives, working through existing institutions, to complete detailed plans for implementation, with financial and human resource implications for a variety of strategic programmes. 13

15. Mandate of project teams • Development of a detailed concept and business plan with outcomes, outputs, financial and human resource implications • Implications for adjustment budget and MTEF budget • Recommendations on implementation agency • Recommendations, if any, for institutional reform and changes to the organisational structure • Implications arising from the recommendations of the policy review and the legislative review • Implications for the Strategic Plan and APP 14

16. Principles guiding project teams • Recognising, building on, expanding and scaling-up significantly existing initiatives • Identification of talent and skills development • Large scale, high impact programmes maximizing growth and employment potential of the sector • Expansion and co-ordination of supply and demand • Enhancement of existing production and creation of new business opportunities to match demand • Monitoring and evaluation to guide future decision making 15

17. Stimulating Demand 3 project Interventions 16

18. Public art • Outputs • Large-scale, labour intensive public art programmes • Small scale, community-based initiatives • Implementation through commissions managed by the NAC 17

19. Public art resource request • Financial and job estimates • Y1: R19.7m, 1 250 work opportunities • Y2: R45.7m, 2 750 work opportunities • Y3: R69.2m, 5 150 work opportunities • Use of public art projects for NLHR and Heritage Projects will increase resource request 18

20. Art Bank • Outputs • Procurement and curating of art • DIRCO, IMC and SATourism offices internationally • Head Offices of National Departments, Premier’s Offices in Provinces • High footfall service delivery points – Home Affairs (including all points of entry), SASSA, Hospitals • Procurement and curating of artworks for lease for minimum period of 2 years • Disposal of 20% of stock per annum • Implementation by the NAC, advised by an acquisitions committee, based on the Canadian model 19

21. Art bank resource request • 3000 FTEs to be created over a 3 year period; • Financial implications estimate of R 10 m per annum with 15% administrative overheads and excluding income this would allow procurement of 1 700 artworks at R 10 000 and leveraging of minimum of 2:3 income for practitioners through exposure to consumers 20

22. Sourcing enterprise • Outputs • Virtual Platform to profile all practicing and credible creative industries and heritage services providers • Pilot Physical Enterprise to source commodities, activities and experiences, primarily for the public sector • Implementation by NAC and Advisory Panel appointed by Minister to guide implementation 21

23. Sourcing enterprise resource request • Estimates of income and direct and indirect employment – 1225 FTE’s over 3 years • Budget for development, establishment and operation • Y1: R39.0m • Y2: R27.4m • Y3: R33.6m 22

24. Audience Development and Consumption 4 project interventions to develop audiences and increase consumption in the arts, culture and heritage sectors 23

25. Cultural precincts • Scope of precincts • Cultural programme and development of creative industries • Commercial development and new investment • Marketing, branding and promotion • Spatial development framework • Institutional development • Implementation • Province or alternative Development Agency • Core team at DAC responsible for policy, approval of plans, disbursements, accountability, transversal functions for precincts 24

26. Precincts resource request • Estimates of direct and indirect employment 1675 FTEs over 3 years • Financial implications per precinct estimated as • Y1: R47m • Y2: R47m • Y3: R59m 25

27. Cultural Events • Scope • Expand offering and duration of existing events, including touring of productions and exhibition to events • Tour the best of exhibitions and events elsewhere • Combination of identified events and ad-hoc events annually by • Call for proposals with demonstrable co-financing • Grant funding based on competitive bidding • Marketing and promotion • Entrepreneurial support (grants and seed capital) • Skills development • Implementation • Identified event organiser / successful bidder for each event • Core team at DAC responsible for policy, approval of plans, disbursements, accountability, transversal functions for events, management of competitive bidding 26

28. Cultural Events resource request • Estimates of direct and indirect employment – 600 FTEs over 3 years • Financial implications per annum estimated as • Y1: R20m • Y2: R27m • Y3: R33m 27

29. Information centres • Outputs • Permanent information centres at cultural precincts and sites of high patronage including marketing material, access to the virtual portal, virtual exhibitions and experiences • Mobile information centres to travel to events and for awareness and audience development • Implementation • Core team at DAC responsible for management of agreements with hosts and transversal functions of content development and marketing for information centres 28

30. Information centres resource request • Estimates of direct and indirect employment 600 FTEs over 3 years • Financial implications of • R 10 m for mobile information centre • R 40 m for each permanent information centre (to be reviewed) • R 20 m for content development and marketing 29

31. Touring venture • Outputs • Five incubators to pilot specific tour systems, and establish “best practice” conventions – poetry, music, theatre, fine arts and heritage • Subsidy programmes for producers and presenters, companies, artists and small companies • Programme of travelling to precincts and events • Train(s) / truck(s) for travelling countrywide for education, awareness and audience development • Implementation by the NAC supported by a Reference Group / Evaluation Committee 30

32. Touring venture resource request • Estimates of direct and indirect employment – 1050 FTEs over 3 years • Financial implications estimate of R 15 m per annum with administration costs capped at 15% and minimum leveraging from other sources of 2:3. 31

33. Human Capital Development 2 projects interventions focused on early talent identification and development 32

34. Basic Education • Outputs • Formal and extra-mural programmes in collaboration with DBE • Provincial and national arts competitions and a national arts week • Provision of basic resources in schools • Implementation by DBE with supporting role from DAC and Provincial Departments • Pilot in Eastern Cape in Y1 and scale up in Y2, Y3 33

35. Basic Education resource request • Arts facilitator for a cluster of 10 schools based as Education District Offices • 3 000 5/8th facilitators (25% Section Head Educationist and 75% Educationist M+1/M+2) • Financial implication of R 450m over 3 years 34

36. NaCISA • Outputs • Post-school access programme(s) • Post-Graduate National Service Programme • Arts Teacher Education Centres of Excellence • NaCISA Curriculum materials for Arts Education • Provincial centres • NaCISA Master Artists Centres in Midrand, attached to FET Colleges • Implementation in phased approach with identification of lead and participating organisations 35

37. NaCISA resource request • Budget for development of curriculum material for arts education at post school and tertiary level • Budget for incentives for Universities, FET colleges and Private Providers • Budget for establishment of NaCISA Master Arts Centre including creation of a legal entity, financial feasibility and planning in Year 1 and development in Year 2 and 3 36

38. Heritage Projects 3 heritage intervention areas aimed at changing the apartheid bias of the current heritage offerings 37

39. Heritage projects • Output • Low maintenance, non-opex projects • Heritage infrastructure projects to balance the national heritage landscape which is skewed in favour of colonial and apartheid history • Implementation • Immediate implementation by core team in DAC with skills for management of infrastructure planning and development projects • Medium term decision, together with SAHRA and NHC, on roles and responsibilities set out in legislative review 38

40. Heritage projects resource request • Revision of financial estimates and estimates of direct and indirect employment in progress 39

41. NLHR • Output • Network of sites and/or events linked geographically or thematically • New interpretation centres and low maintenance non-opex exhibition and interpretation • Implementation • Overall management by NHC • Infrastructure development projects by to be established DAC unit 40

42. NLHR resource request • Revision of financial estimates and estimates of direct and indirect employment in progress 41

43. Marine heritage • Output • Recreational underwater Museum in the waters of Kosi Bay • Implementation by UKZN Wild Life Nature Reserve Management Authority 42

44. Marine heritage resource request • Review of estimates of direct and indirect employment in progress • Feasibility for Kosi Bay Museum development in current financial year – R 250 000 • Kosi Bay Museum development – R 45 m 43

45. Statistics and data gathering 44

46. Cultural Observatory • Outputs • Five year research agenda, using different research methodologies, and through networks and partnerships including statistical data collection, monitoring and evaluation, policy focused research •  Physical and online library and tools • Seminar programme and annual conference • Implementation • Programme Manager and small core support unit based at the NRF and governed by a Cultural Observatory Advisory Committee 45

47. Observatory resource request • Core funding of DAC to be reallocated. Could potentially result in savings. • Y1: R18m • Y2: R20m • Y3: R24m 46

48. Conclusion • Cabinet memo in preparation to request mandate and resources • Funding to be sourced from internal reprioritization, MTEF and jobs fund • Co-operation of Provinces, particularly with submissions from Cultural Precincts and Events essential 47

49. Thank you!!!!