NAC ANNUAL PERFORMANCE PLAN 201819 PRESENTATION OUTLINE VISION

NAC ANNUAL PERFORMANCE PLAN 2018/19

PRESENTATION OUTLINE VISION AND MANDATE INTRODUCTION A context of the impact of the environment on the NAC and the NAC’s step change PROGRAMMES 1. Social Cohesion and Nation Building; 2. Innovation, Design and Creation; 3. Arts platforms/showcases/ exhibitions/festivals 4. Arts content creation 5. Strategic Initiatives 6. Capacity Building BUDGET Previous Programmes Arts Development and Public Engagement Administration NAC GOALS: Alignment to DAC Goals and the NDP INITIATIVES IN SUPPORT OF NMC Nelson Mandela Centenary – Be the Legacy/Be Mandela PARTNERSHIPS WITH BRICS COUNTRIES AFRICA MONTH STRATEGIC CAPABILITIES REQUIRED:

The NAC The vision of the NAC is to promote, through the arts, the free expression of South Africa’s cultures This is embedded in our mission which is to develop, support and promote excellence in the arts 1

Our Mandate To give the historically disadvantaged such additional support and resources as are required to give them greater access to the arts To address historical imbalances in the provision of infrastructure for the promotion of the arts To promote and facilitate national and international liaison between individuals and institutions in respect of the arts To develop and promote the arts and to encourage excellence in this regard 2

Our Mandate By develop we mean: Nurture artistic talent by funding and developing academic and professional arts practitioners, managers and giving support to art practitioners Foster mentorship and coaching as a means of improving the quality of artistic expression Create opportunities for the transfer of knowledge and experience through regional and international exchanges Build capacity and expertise in the arts through artistic, entrepreneurial, management, and technical development as well as copyright protection Grow South Africa’s wealth measured by its great works of artistic expression 3

Our Mandate By promote we mean: Facilitate access to markets and economic sustainability for artists Showcase the talent of artists at high profile events Communicate the message that ‘imagination, creativity and design’ are vital ingredients of the arts that contribute to economic, social, emotional and spiritual growth Develop future audiences for the arts Advocate for art and artists as important contributors to the South African society 4

Introduction of context The NAC finds itself at a critical juncture in reinventing itself to remain relevant in an ever-changing sector 2018/19 will see the NAC continue with its strategic realignment as a means of course-correcting and addressing some of the challenges previously experienced Strategy realignment has showcased the importance of recognising the breadth of the arts sector and has forced the organisation to think around the extended value chain in the sector 5

Introduction Due to this, the NAC will focus on the following for the 2018/19 period • Collaboration with global, provincial and local partners to leverage impact as a national agency; • Disbursing funding appropriately and funding for impact; • Conducting meaningful beneficiary monitoring and evaluation; • Playing a critical role in promoting transformation, social cohesion and nation building as part of the entity’s responsibility to give expression to the National Development Plan; • Steady the course of sound governance and financial management 6

Programmes: 2018/19 In a quest to move away from a discipline based approach to funding, the NAC proposed a new programmatic approach which will see funding allocation to beneficiaries located within specified programmes instead of individual disciplines. Social cohesion and nation building: It is important that funding allocation is underpinned by equity, inclusivity, diversity and participation of various groups of people (women, youth, vulnerable people and in particular people living with disabilities Linked to NAC Goal 1: Links to DAC Strategic Goals: Job Creation; Development, protection, preservation and promotion of arts; culture and heritage; • Innovation, design and creation: Content creation lies at the heart of the creative industries. It aims to promote excellence and innovation in new works. New innovative designs and works have intrinsic and economic value which brings in the element of dynamism and vibrancy to the arts. Research and development are the essential elements in the creation of new works. Linked to Goal 2: Achieve global recognition for our unique South • African arts and culture. 7

Programmes: 2018/19 3. Arts platforms/showcases/ exhibitions/festivals: Arts content creation and distribution are important for audience development, audience engagement and for the consumption of the arts. Linked to NAC Goal 5: Increase awareness and appreciation of the arts 4. Strategic Initiatives: Strategic initiatives focus on working with partners to leverage available funding, build sustained capacity and achieve real impact for the arts community. These initiatives raise the profile of the sector. They have the potential to develop and promote the arts significantly locally, in the continent and globally. Linked to NAC Goal 4 : Market access and enrichment through arts and culture 5. Capacity building: Through support for the provision of training and education, this programme will offer grants and scholarships to help grow the talent of art practitioners, arts managers and other industry related professionals. Governance and accountability. Links to DAC Strategic Goals: A professional and capacitated arts and culture sector and to NAC Goal 3 - Contribute towards sustainable arts capability 8

STRATEGIC GOALS 9

STRATEGIC GOAL 1 10

Quarterly Targets Goal 1 Programme performance indicator Reporting period Annual target 2018/19 Quarterly targets Jun) Q 2 (30 Sep) 100% of disbursements to be made in accordance with agreed disbursement criteria 100% of disbursements to be made in accordance with agreed disbursement criteria Reduce surplus Quarterly funds through effective oversight to a maximum of a percentage of projectsand grants budget 90% disbursements made 35% disbursements made 15% disbursements made Percentage of grants and projects funding allocation across all disciplines and NAC strategic imperatives Allocation of grants/projects per funding session: 50% for arts promotion, 30% for creation of new work, 20% for capacity building Allocation of grants/projects per funding session: 50% for arts promotion, 30% for creation of new work, 20% for capacity building Percentage of disbursements made in accordance with the agreed disbursement criteria Quarterly Q 1 (30 Q 3 (31 Dec) Q 4 (31 Mar) 11

STRATEGIC GOAL 2 12

Quarterly Targets Goal 2 Programme performance indicator Reporting period Annual target 2018/19 12 Q 1 Percentage of funding allocated to support indigenous art forms Quarterly Percentage of allocated funding disbursed to targeted rural areas/provinces Quarterly 25% of funding allocated funding to support disbursed to targeted rural areas/ provinces Percentage of funding allocated to support women and women-led organisations Quarterly Percentage of funding allocated to support organisations working with people living with disabilities and individuals living with disabilities Percentage of funding allocated to support projects benefiting the youth (30 Jun) 6% of funding allocated to 6% of funding support indigenous art forms allocated to support Q 2 (30 Sep) Q 3 (31 Dec) Q 4 (31 Mar) Monitor projects’ progress in terms of drawing down on the first instalment allocated Monitor projects’ Compile a consolidated progress in terms of report on the funds allocated project implementation 25% of funding allocated funding to support disbursed to targeted rural areas/ provinces Monitor projects’ progress in terms of drawing down on the first instalment allocated Monitor projects’ Compile a consolidated progress in terms of report on the funds allocated project implementation 10% of funding allocated to women and women-led organisations 10% of funding allocated to support women and women-led organisations Monitor projects’ progress in terms of drawing down on the first instalment allocated Monitor projects’ progress in terms of project implementation Compile a consolidated report on the funds allocated Quarterly 2% of funding allocated to support organisations working with people living with disabilities and individuals living with disabilities Monitor projects’ progress in terms of drawing down on the first instalment allocated Monitor projects’ progress in terms of project implementation Compile a consolidated report on the funds allocated Quarterly 18% off funding allocated to support projects that benefit the youth Monitor projects’ progress in terms of drawing down on the first instalment allocated Monitor projects’ progress in terms of project implementation Compile a consolidated report on the funds allocated indigenous art forms 13

STRATEGIC GOAL 3 14

Quarterly Targets Goal 3 Quarterly targets Programme performance indicator Reporting period Annual target 2018/19 Q 1 (30 June) Q 2 (30 September) Q 3 (31 December) Q 4 (31 March) Percentage of funding allocated to bursaries approved Quarterly 20% of funding allocated bursaries approved 5% of funding allocated to international bursaries Call for national bursary applications 15% of funding allocated Call for international to national bursaries for bursary applications block and post graduate studies Fund training and development programmes Quarterly Fund 7 Training and development programmes 7 training and development programmes identified and selected 7 training and development programmes funded Monitor training and development programmes Evaluate training and development programmes Support training for community arts centre managers Quarterly Support the training of 7 community art centre managers 7 community art centres identified and selected to receive training Fund training of 7 community art centre managers Monitor training of 7 community arts centre managers Evaluate training of 7 community art centre managers Identify and support Quarterly strategic projects Identify and fund 4 strategic projects Identify and allocate funding for 4 strategic projects Implement 4 strategic projects Monitor progress of projects Compile evaluation reports Establish a strategic partnership for the development of arts education Establish 2 partnership with relevant structures for the development of arts education Identify 2 relevant structures for the development of arts education Sign memorandum of understanding with 2 relevant structure Implement partnership programme Report on partnership programme Quarterly 15

STRATEGIC GOAL 4 16

Quarterly Targets Goal 4 Programm e performan ce indicator partnershi p established with a relevant structure that promotes nation building and social cohesion Reportin g period Quarterly Annual target 2018/19 Partnerships established with 2 relevant structures that promote nation building and social cohesion Q 1 (30 June) Identify 2 relevant structures that promote nation building and social cohesion Quarterly targets Q 2 Q 3 (31 (30 December) September) Memorandum Implementatio of n of understanding programmes / service-level agreement with 2 identified structures signed Q 4 (31 March) Report on partnership s established 17

STRATEGIC GOAL 5 18

Quarterly Targets Goal 5 Programme performanc e indicator Position and strengthen the NAC brand increase stakeholder awareness and engagement Reportin g period Quarterly Annual target 2018/19 Review and update the brand communication strategy Quarterly targets Q 1 (30 June) Conduct stakeholder perception survey Q 2 (30 September) Q 3 (31 December) Q 4 (31 Update brand communication strategy based on survey findings Implementatio n the updated strategy Monitor the Implementatio n of the updated strategy March) 19

STRATEGIC GOAL 6 20

Quarterly Targets Goal 6 Programme performance indicator Reporting period Quarterly targets Annual target 2018/19 Q 1 (30 June) Review HR strategy, develop annual HR Plan implement 10% of year one of the HR strategy and annual HR plan Q 2 (30 September) Implement 30% of year one of the HR strategy and annual HR plan Q 3 (31 December) Implement 30% of the HR strategy and annual HR Plan Q 4 (31 March) Implement 30% of year one of the HR strategy Implement enhanced HR strategy Quarterly Review HR strategy and develop annual HR plan Implement ICT governance framework Quarterly Review ICT strategy and annual ICT plan Establish an ICT steering committee Implement ICT policies Implement a hardwaremaintenance plan Review ICT systems Implement effective financial management Quarterly Unqualified audit outcome No target set Improvement of new business processes Quarterly 100% of new business processes implemented 1 st draft of new business processes document 2 nd draft of business processes document 3 rd draft of business processes document Final draft approved Evaluation of council subcommittees and advisory panels Quarterly Performance evaluation of council subcommittees and advisory panels No target set Develop evaluation tools Utilise evaluation tools to evaluate council subcommittees and advisory panels 21

BUDGET PROGRAMME BUDGET Arts Development Social cohesion and nation building R 5 400 000 Innovation, Design and Creation R 5 400 000 Arts platforms/showcases/ exhibitions/festivals R 7 400 000 Strategic Initiatives R 5 400 000 Capacity building R 5 400 000 Business Engagement Arts Organisation Support Funding R 23 000 Orchestra Funding Administration R 21 283 000 R 33 721 000 22

INITIATIVES IN SUPPORT OF NELSON MANDELA CENTENARY : Nelson Mandela Centenary – Be the Legacy A collaborative approach in presenting an offering to celebrate a global icon, featuring a global programme focusing on people living with disabilities. The objective is to build partnerships with other community organisations that cater for the people living with disabilities. There is a dire need for such programmes in our communities, programmes that will break the stigma and negative perceptions around disability; and need for greater integration of disability into everyday life. 23

INITIATIVES IN SUPPORT OF: Nelson Mandela Centenary – Be the Legacy The Department of Sport, Arts, Culture and Recreation (DSRAC), Moving Into Dance Mophatong (MIDM) and the National Arts Council will spearhead various initiatives in celebration of Nelson Mandela Centenary be the Legacy 2018. Arts Council England, Performing Arts Council Palestine, Prohelvetia/Swiss Arts Council, Netherlands Embassy, and Erwin Mass, New York based Global theatre icon all expressed interest in partnering with the NAC. This project is a Global initiative working with people living with disabilities, creating platforms and promoting artistic works, training artists that are working with people living with disabilities. 24

INITIATIVES IN SUPPORT OF NELSON MANDELA CENTENARY : MIDM’S 40 TH ANNIVERSARY CELEBRATION MIDM approached the NAC to partner in celebrating their 40 th Anniversary in 2018. Their theme is “ 40 Years of Making a Difference through Dance”. This initiative is aligned to several of the NAC strategic goals as set out in the 2017/18 APP, as well as outcome 14 of Government’s 2014 -2019 medium term strategic framework. The NAC has positioned this initiative as one of the Nelson Mandela Centenary programmes. The Programme will include the following: • MIDM’s 1 -Year Full-time Accredited, Performing Arts Training Course; • The 2 nd / 3 rd Year On-The-Job Training Programmes; • Enable Through Dance Disability Project; • The Provincial Workshops for Unemployed Youth, and • The Provincial and Collaborative Projects. 25

Partnerships with BRIC Countries The NAC signed an MOU with the China Federation of Literary and Art Circles (CFLAC); CFLAC has 13 associations of writers and artists as well as 43 federations of literary and art circles; The agreement was signed to promote exchanges between South Africa and China; This includes delegations being sent to each country, exchanges between South Africa and China and creating platforms for both countries to showcase its arts and culture at events where the countries are participants 26

FOCUS ON AFRICA COLLABORATIONS WITH AFRICAN COUNTRIES: Senegal: Goree Island International Diaspora Festival - November 2017 Namibia/SA Hosting the Africa Regional Meeting April 2 -7 2018 Senegal Biennale in May 2018 27

STRATEGIC CAPABILITIES Capability Success Indicators Type Description Resource leverage Increase the funds and resources available to arts practitioners through the NAC Mission critical Be able to increase the funding and resources available to arts practitioners through the NAC by leveraging opportunities to attract new funding and additional resources in kind and otherwise from other parties – NGO’s, global and government agencies, philanthropists, businesses and other parties Accurate information Mission regarding arts Critical infrastructure, requirements, activities and resources available - to inform decisions and policy making Be able to gather and manage a knowledge base of information regarding the arts in South Africa so as to be able to provide relevant information when requested and generate insights that impact successful decisions and shape intelligent policy making 28 Create market access opportunities for artists Intelligence

FUTURE STRATEGIC CAPABILITIES TO BE DEVELOPED CONINUES Capability Success Indicators Type Description Collaboration And International Partnerships Collaborative partnerships with key stakeholders – especially provincial and local Arts structures resulting in the building of sustainable ‘on the ground’ capacity for the arts. Mission Critical Be able to collaborate at a grassroots level with stakeholders to ensure that resources are efficiently mobilized and utilised for the benefits of arts communities, particularly those in disadvantaged or marginalized groupings – youth, women, people living with disabilities and rural communities Mission Critical Be able to monitor the use of grant funds in such a way as to ensure maximum impact, evaluate progress, provide relevant assistance and ensure ongoing learning 29 Monitoring & Evaluation (M&E) Showcase creativity, innovation and excellence and take SA artists to the world to enhance international exposure. This entails undertaking exploration and sharing of knowledge, skills and exchanges with international peers to nurture new and existing arts markets in the global context. Successful use of the NAC’s grant funds with good governance and high levels of integrity

FUTURE STRATEGIC CAPABILITIES TO BE DEVELOPED CONINUES Capability Success Indicators Type Description Promotion and advice Well informed arts practitioners, capable of making a success of their ideas / projects Mission Critical Be able to promote the NAC as a source of assistance to arts practitioners in such a way as to ensure that applications received are diverse and correspond with NAC’s strategic objectives, are of high quality, complete and wellmotivated Mission Critical Be able to process high volumes of applications for different grant types efficiently whilst at the same time responding to requests for information regarding the current status of applications 30 High quality applications that have the potential to significantly impact the lives of people and contribute to vibrant arts communities in South Africa. Spread of applications that serve all of the NAC’s strategic objectives, inclusive of equity in the arts Process Efficiency Efficient processing of high volume of applications Applicant satisfaction with responsiveness

STRATEGIC CAPABILITIES CONT…. Capability Success Indicators Type Description Arts Advocacy Broad appreciation of the potential of the arts to contribute to nation building, personal empowerment and social cohesion in South Africa Mission Critical Be able to communicate clearly, utilizing high impact media and engaging storytelling. Utilise the potential of the arts to contribute to growth in the economy, a better society / quality of life for all and personal empowerment / growth Create a deep understanding and appreciation of the arts in society (policy makers and citizens) Create support for arts events and programmes by developing audiences of the future (demand creation) Be able to respond to matters affecting the arts (media and environment) in an articulate, professional and compelling manner 31

STRATEGIC CAPABILITIES CONT…. Capability Success Indicators Type Description Governance structures that contribute to effective strategic conversations and to representative decision making that promotes the ‘ownership’, integrity and impact of the work of the NAC Mission Critical Be able to act in compliance with the PFMA, the NAC Act and good governance best practice Be able to manage risk effectively and efficiently Be able to build stakeholder relationships that facilitate impactful action NAC’s - Positive reputation and deep credibility as an efficient and effective, high integrity financial / grants administrator Cultural Engagement Global and regional learning, market development opportunities for South African artists Mission Critical Engage with foreign governments and agencies to develop exchange programmes that will benefit South African arts practitioners Successfully manage complex, multi-stakeholder programmes of engagement and exchange 32

STRATEGIC CAPABILITIES CONT…. . Capability Success Indicators Programme and Project Management Efficient NAC projects delivered successfully on time and on budget Type Be able to utilize Project and Programme Management tools and methodologies to successfully plan across multiple programmes and / or projects Applicants assisted with their planning processes Be able to use PM tools and Methodology to support applicants with complex applications Internal projects efficiently and effectively planned and managed Talent Information and Communicati ons Technology (ICT) Engaged, motivated people – right person in the right place at the right time! Efficient, easy to use systems and processes to capture grant and other relevant information and to communicate and add value to stakeholders Description Support Be able to use PM tools and methodologies, to monitor and evaluate project success Be able to attract, motivate, manage, develop and retain competent and committed people Be able to capture and process information with high levels of accuracy and efficiency utilizing standardized workflows, reporting and communication tools. Use technology to promote and develop artistic practices, facilitate learning and engagement (elearning, social media and relevant platforms). 33

Questions