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STRATEGIC PLAN

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					                                                     Gabomotho Building
                                                     Dr. James Moroka Drive

                                                     Private Bag X90

                                                     Mmabatho 2735

                                                     Republic of South Africa

                                                     http://www.nwpg.gov.za/dsac/




STRATEGIC PLAN



  FOR THE FISCAL YEARS
             2011-2016




       North West Province




          Date: March 2011




 Tel: +27 (18) 388-2800 l - l E-mail: @nwpg.gov.za
FOREWORD BY EXECUTING AUTHORITY

Sport, Arts and Culture activities are no longer just entertainment, leisure as well as time
buying exercise. They are a core for moral regeneration, social transformation, nation
building and economic empowerment. It is therefore imperative that the North West
Province and its people must take the mandate of sport, arts and Culture in serious light
as one of the best forms to unlock towards positive image and transformation. In other
words, the fundamental mandate of the Department touches base with all aspects of life
irrespective of age, race, creed and gender.

The Departmental Strategic Plan (2011-2016) is a well thought of vision envisaged to
accelerate service delivery to the citizenry in the province. The Department therefore,
plans with all its projects, events - national and provincial days to bring back the stature
this Province used to bask in. This is a united front of our developing and seasoned
sport, arts and culture specialist which we envisage to execute during this fiscal year-
2011/12. This year the Department will occupy many of our peoples’ minds as
meaningful activities are geared towards them for their betterment both physically and
economically.

As a quest to further improve sport, arts and culture activities in the province the
department will this financial year build indoor sporting facilities in the four districts of the
province especially where sport is required most. This will enhance on the current
structures available in the Province.

The department will also as a custodian for recording and safeguarding our heritage as
well as records management, afford the people of the province to bring forth all records
for safe keeping for usage in the future. This will enable us to protect our identity and
origins for future reference by our coming generations.

The Department has again committed to continue to support disability activities as well as
developing all the people of the North West Province through activities within our
mandate. We are therefore reaffirming our commitment to serve our communities for
2011/12 financial year with the people of the North West Province.




                                                                                               2
OFFICIAL SIGN-OFF
It is hereby certified that this Strategic Plan:
Was developed by the management of Sport, Arts and Culture under the guidance of
MEC: Hon. HP Chauke
Was prepared in line with the current Strategic Plan template provided by National Treasury and it
accurately reflects the performance targets which Sport, Arts and Culture will endeavour to achieve given
the resources made available in the budget for 2011/12.




                                                                                                       3
C ONTENTS
PART A: STRATEGIC OVERVIEW……………………………………………………..................5
1. Vision…………………………………………………………………………………………...........6
2. Mission……………………………………………………………………………………………….6
3. Values…………………………………………………………………………………………………6
4. Legislative and other mandates…………………………………………………………….......7
 4.1 CONSTITUTIONAL MANDATES…………………………………………………………….............8
 4.2 LEGISLATIVE MANDATES…………………………………………………………………............8
 4.3 POLICY MANDATES…………………………………………………………………………….......9
 4.4 RELEVANT COURT RULINGS……………………………………………………………...............9
 4.5 PLANNED POLICY INITIATIVES……………………………………………………………............9.
5 Situational analysis…………………………………………………………………………...........9
 5.1 SERVICE-DELIVERY ENVIRONMENT………………………………………………………………...9
 5.2 ORGANISATIONAL ENVIRONMENT……………………………………………………………….....9
 5.3 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS ………………………………………….10
6. Strategic goals of the department/public entity……………………………………………....11


PART B: STRATEGIC OBJECTIVES………………………..………............................................13
7. Programmes
 7.1 STRATEGIC OBJECTIVES……………………………………………………………….....................14.
 7.2 RESOURCE CONSIDERATIONS………………………………………………………….....................26
 7.3 RISK MANAGEMENT…………………………………………………………………………………….28


PART C: LINKS TO OTHER PLANS……………………………………………………………………..30
8. Links to the long-term infrastructure and other capital plans…………………………...........31
9. Conditional grants…………………………………………………………………………………….32
10. Public entities………………………………………………………………………………………….33


ANNEXURES………………………………………………………………………………………………..




                                                                                           4
PART A:



   1. Overview by the Accounting Officer

      The Department of Sport, Arts & Culture strives to affirm service delivery to our
      people through its activities engulfed in its vision and mission. During this financial
      year the department takes the baton of our mandate forward to the next lap to
      improve the lives our people through our services.

      2011/12 financial year’s strategic vision is even better to take the North West
      Province forward in matters of sport, arts and culture. It is in our view to commit
      towards concerted efforts in order that all of us – the people of this province can
      pride ourselves with regards our positive results.


      The strategic Plan of the Department also entails our mission to create sustainable
      jobs through sport, arts and culture within our mostly rural communities.
      Infrastructure development targets as well as the survey within communities
      during the last financial year were met.

      The Department also continues to further reach out to our people through
      personnel and programmes designed specifically for communities targeted. These
      are training of sports fanatics as well as artists who are then supported to sustain
      their skill and for sharing with other fellow community members.

      The Support given to our senior citizens and people with disability especially in
      sport and recreation are a key highlight for the Department.


      One key performance areas of the department and its partners is to lure big
      events which will eventually culminate to local economic boost to the Province. We
      are committing to do our best to meeting this task on behalf of the Province. As
      ‘you can’t walk alone, each man is bedded in his people, their history, their culture
      and their values’ it is important that the Department involve all stakeholders –
      communities to achieve all our targets.




                                                                                           5
    1. VISION

A transformed representative hub of talent in Sport, Arts and Culture, which is internationally
recognized and admired in support of an active and winning nation at all times.

    2. MISSION



To create, promote and develop Sport, Arts and Culture for community betterment and enrichment,
maximising access, development and excellence at all levels of participation

    3. VALUES



   Passion for Art and Play

   Creative and innovative

   Sharing and creating

   Team Work

   Accountability

   Mutual respect

   Transparency

   Dedication and Commitment



3.1 BRAND PROMISE


“We share your passion for art and play”


Strategic Goals


       Acceleration of transformation and inclusivity in Sport, Arts, Culture, Library and Archive
        programmes.
       Empower communities with sustainable Sport, Arts, Culture programmes, Library and Archive
        programmes.
       Create, promote and develop sustainable Sport, Arts and Culture, Library and Archive
        programmes
       Reengineering of Arts, Culture and Heritage programs into business enhancement activities.
       Provide and develop sustainable infrastructure, research for Sport, Arts, Culture, Library and
        Archive services accessible to all communities.
       Provide effective Communication and Marketing services of all Sport, Arts and Culture
        programmes

                                                                                                     6
       Provide effective and efficient policy, legal services, monitoring and evaluation (Minimum
        Information Security Standards, Information and Knowledge Management) functions to the
        Department.
       Provide effective and efficient financial management and Administration Services to the
        Department and relevant stakeholders.
       Provide strategic Human Capital Management support and advisory functions to the Department.


  Core functions of the Department
  NB (All Directorates are inclusive in the Department of Sport, Arts and Culture)
        To ensure that Sport, Arts and Culture are accessible to all communities and to promote
           talent in the province.
        To provide opportunity to access information and knowledge through Libraries and
           Museums and to manage and preserve our historical records to all communities.
        To promote and create conditions for the development of a multicultural society and to
           ensure that previously marginalized communities are given opportunities.
        To render Sport, Arts and Culture services to all citizens of the North West Province.
        To promote Mass Participation in Sport, Arts and Culture.
        To ensure the existence of proper infrastructure and programmes for the development of
           talent and skills in Sport, Arts and Culture activities
        To establish and maintain relevant regional, national and international linkages.
        To promote social cohesion, moral regeneration and nation building


  Demand for and the changes in services of the department
        More Sport, Art and Culture institutions are required
        Requests for funding Creative Industries Festivals and sport participation
        Improve, sustain and forge International Links
        Strike partnerships with Cultural groups and showcase the Provincial talent
        Strengthen the ties with the Municipalities
        Sustain maintenance of environment at the Archive Building
        Upgrade and maintain SAC facilities and centres
        Revive tournaments and sports clubs
        Create monitoring and evaluation capacity at the Districts
        Create jobs


   4. Legislative and other mandates:
            a. Constitutional Mandates
The Departmental programmes derive mandates from Constitution of the Republic of South Africa
1996 (Act No. 108 of 1996) Schedule 4 Part A and Section 6 of the constitution. This is also
enhanced by Chapter 2 of the constitution and other chapter aligned directly and indirectly to the
departmental mandate.




                                                                                                       7
3.2 Legislative Mandate

The specific legislation and policies are covered as part of each programme.                 The general
legislative and other mandates include but are not limited to:


Overarching legislation:

The Constitution, 1996

Promotion of Access to Information Act, 2000

Promotion of Administrative Justice Act, 2000

Public Finance Management Act, 1999

Labour Relations Act, 1995

Public Service Act, 1994

Employment Equity Act, 1998

Basic Conditions of Employment Act, 1997

Preferential Procurement Policy Framework, 2000

Copy Right Act,

National Legislation Impacting on the mandate of the Department:

Cultural institution Act, 1998

Cultural Promotion Act, 1983 (as amended)

Commission for the Promotion and Protection of the Rights of Cultural, Religious and Linguistic
Communities, 1997

National Archives Act, 1996

National Arts Council Act, 1997

National Heritage Council Act, 1999

National Heritage Resource Act, 1999

National Film and Video Foundation Act, 1997

National Sport and Recreation Act, 1998

Pan South African Language Board, 1995

South African Geographical Names Council, 1998


                                                                                                       8
World Heritage Convention Act, 1999

Provincial Legislation Administered by the department:

Cultural issues:

Mmabana Arts, Culture and Sport Foundation, 2000

North West Arts and Culture Council, 2000

Sport and Recreation issues:

The Provincial Sports Council of North West, 1986 (as amended)

North West Sport and Educational Aid Trust Act, 1986 (as amended)

All other legislation that is relevant to all the Mandates of the Department.



4. RELEVANT COURT RULINGS
    None


4.1. PLANNED POLICY INITIATIVES
        NW Community Library and Information Service Act

        NW Provincial Archive and Records Service AcT

      The Provincial Sports Council of North West Amendment Act, 1995 (Act no. 105 of 1995)..

      North West Sport and Recreation Draft Bill, 2004.



5. Situational analysis

5.1 PERFORMANCE ENVIRONMENT

The environment within which the department renders its services could best be described by the following
main environmental challenges:
Economic
    Insufficient formalised Sport, Arts and Culture Organizations and Associations in

     Communities
    Disparity between the first and second economy

    The impact of HIV/AIDS on the economy

    Under-utilization and poor maintenance of facilities.

    Accessibility of facilities to all citizens

                                                                                                       9
    Minimal support by the private sectors in funding of sport, arts and Culture programmes

Social

   Lack of sustainable job opportunities
   HIV/AIDS
   Racial intolerances
   Slow pace of transformation
   High illiteracy rate
   Crime
   Discrimination on equity issues
   Moral decline (Ubuntu)
   Substance abuse



Technological
   Exclusive dominance of resources and knowledge by a few
   Lack of accessibility and affordability of required resources
   Lack of connectivity
   Lack of technological infrastructure in the Province



Environmental
 Poor design and layout of community facilities
   Lack of environmental consciousness
   Pollution
   Soil erosion
   Urbanisation


5.2. ORGANISATIONAL ENVIRONMENT
The Department consists of the following programmes:
        Management and Administration
        Cultural Affairs
        Library and Archives Services
        Sport and Recreation




                                                                                               10
5.3 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

         The strategic and Executive Support under M&E Unit had arranged a consultation sessions with
         programmes in October and November 2010 to note all inputs that would inform the strategic plan
         2011-2016 and to review the Annual Performance Plans 2011/12.

         All these sessions brought an understanding and opportunity to improve the performance
         information management of the Department.

         On the date 05-06 January 2011, the Department of Sport, Arts and Culture engaged as a
         collective together with its major stakeholder, Mmabana Arts, Culture and Sport foundation to
         consolidate and interact on MEC inputs in coming with plans and budgets.

         Managers from various programmes presented their draft APP’s of the next financial year 2011/12.
         A lot of gaps have been identified for corrective action. The strategic planning session was indeed
         very helpful in bringing of a direction of where are we going and how things can be done different in
         order to bring about quality in the services of libraries, sport, arts and culture.

         We do not have policies or guidelines for implementing programmes. The outcomes of the session
         have come out with a light on how to go and come in with clear policies in implementing DSAC
         programes and to effectively monitor and evaluate programmes.


   5. Strategic goals of the department



 Strategic goal 1
                     “Acceleration of transformation in Sport, Arts and Culture, Library and Archives

 Goal statement      Ensuring that sport, arts and culture are inclusive and representative of all communities
                     in the North West Province
 Justification
                     To encourage participation of all racial groups within communities
                     The achievement of this goal will assist and contribute towards social cohesion and
 Links
                     nation building.




 Strategic goal 2    Empower communities with sustainable Sport, Arts and Culture, Library and Archives
                     programmes

 Goal statement      The Department will provide opportunities and platforms in education and training of
                     communities.

 Justification       Forge relationships and buy-in within communities in participation of sport, arts and
                     culture programmes
                     Establish sustainable formations in sport, arts and culture programmes towards social
 Links
                     cohesion and nation building.




                                                                                                            11
Strategic goal 3
                   Create , promote and develop sustainable Sport, Arts and Culture programmes

Goal statement     Encourage and increase participation in sport, arts and culture programmes within
                   communities.
Justification
                   Provide job opportunities as well as access to participation in the economic platforms.
                   Introduction of sport, arts and culture initiatives towards a better living of communities
Links




Strategic goal 4   Provide and develop sustainable infrastructure for sport, arts and Culture accessible to
                   all communities
Goal statement
                   To afford communities access and usage of all facilities within the Province
Justification
                   To redress inaccessibility and imbalances with regard to utilization of facilities.
                   Equal use of facilities will promote and encourage nation building amongst
Links
                   communities.


                   Provide effective Communication and Marketing services of all sport, arts and culture
Strategic goal 5   programmes

Goal statement     To promote the corporate identity and programmes of the department
                   To ensure as well as encourage community participation in the programmes of the
Justification      department

Links              Inform and educate communities on service delivery of government



                   Provide effective and efficient policy, legal services, monitoring and evaluation
Strategic goal 6   Minimum Information Security Standards, Information and Knowledge Management
                   functions to the Department.

Goal statement     To ensure proper strategic and executive support in the department
                   To ensure as well as encourage community participation in the programmes of the
Justification      department
                   Support of provincial and national policy implementation towards a developmental
Links              state including improvement of public services and strengthening democratic
                   institutions




Strategic goal 7   Provide effective and efficient financial management and Administration Services to the
                   Department and relevant stakeholders
                   Ensure that Financial management support and advisory functions are rendered at all
Goal statement
                   times
                   To ensure efficient and effective implementation of Finance Management processes in the
Justification
                   Department
                   Adequate availability of skilled and capable Financial Capital to enhance Sport, Arts and
Links
                   Culture programmes




                                                                                                           12
 Strategic goal 8     Provide strategic Human Capital Management support and advisory functions to the
                      Department
                      Ensure that Human Capital management support and advisory functions are rendered at
 Goal statement
                      all times
                      To ensure efficient and effective implementation of Human Capital Management
 Justification
                      processes in the Department
                      Adequate availability of skilled and capable Human Capital to enhance Sport, Arts and
 Links
                      Culture programmes


                       Reengineering of Arts, Culture and Heritage programs into business enhancement
 Strategic goal 9     activities.

 Goal statement       Ensure that Arts Culture, and Heritage sector becomes a viable economic Industries
 Justification        To ensure that creative Industries are in line with new growth path
 Links                Promote economic policies that will ensure job creation




7. Programmes
Programme                                          Sub-programme
    1. Management and Administration                 1.1 Office of the MEC
                                                     1.1.1 Communication and Marketing
                                                     1.2 Corporate Services (Office of the HoD)
                                                     1.2.1 Financial Services
                                                     1.2.2 Mandatory Services/ Strategic and
                                                     Executive Support
                                                     1.2.3 Human Resource Development
2. Cultural Affairs                                2.1 Management
                                                   2.2 Arts and Culture
                                                   2.3 Museum and Heritage Resource          Services
                                                   2.4 Language Services
3. Information and Library Services and            3.1 Management
Archive
                                                   3.2 Library Conditional Grant
                                                   3.3 Library Services
                                                   3.4 District Community Libraries (District Libraries)
                                                   3.5 Record keeping ( Records Administration)
                                                   3.6 Archives Administration
                                                   4.1 Management
4. Sport and Recreation                            4.2 Sport
                                                   4.3 Recreation
                                                   4.4 School Sport
                                                   4.5 Legacy
                                                   4.6 Siyadlala

                                                                                                           13
7.1 PROGRAMMES
7.1.1    OFFICE OF THE MEC
7.1.1.1 STRATEGIC PLANNING AND POLICY FORMULATION

 Strategic objective 1   POLICY FORMULATION

 Objective statement     TO PROVIDE CONTROL   AND SMOOTH OPERATIONAL ENVIRONMENT FOR THE DEPARTMENT

 Baseline                DRAFT DEPARTMENTAL POLICIES IN PLACE

 Justification           TO ACCELERATE SERVICE DELIVERY

                         THE FIGHT AGAINST CRIME AND CORRUPTION /BUILDING COHESIVE AND SUSTAINABLE
 Links                   COMMUNITIES

                         NUMBER OF POLICIES FORMULATED, REVIEWED , INITIATED LEGISLATION AND REVIEWED
 Outcome                 LEGISLATION




 Strategic objective 2   PROVISION OF POLITICAL AND   ADMINISTRATION OVERSIGHT FOR THE DEPARTMENT

 Objective statement     TO PROVIDE THE DEPARTMENT WITH POLITICAL DIRECTIVE

                         MINMECS AND EXCO MEETINGS BEEN ATTENDED REGULARLY AS WELL AS MAKGOTLA AND
 Baseline                PUBLIC PARTICIPATION ENGAGEMENTS

                         ELECTORAL MANDATE AND S TRATEGIC FRAMEWORK CONTENT TO ENSURE SERVICE
 Justification           DELIVERY TO COMMUNITIES


 Links                   A developmental state including improvement of public services

                         SPORT, ARTS AND CULTURE TRANSFORMATION, INCREASED NUMBER OF PARTICIPANTS, A %
 Outcome                 OF PROFESSIONALS IN PRIORITY CODES AND AN IMPROVED TURNAROUND TIME FOR SERVICES




 Strategic objective 2   BUILDING A NON-RACIAL, NON-SEXIST,   DEMOCRATIC, PROSPEROUS SOUTH AFRICA

 Objective statement     CREATE AND PROMOTE AN ENABLING ENVIRONMENT FOR ALL CITIZENS ENSURING EQUALITY

                         CURRENTLY IMPLEMENTING THE EMPLOYMENT EQUITY ACT AND FOUR INTERACTIONS WITH
 Baseline
                         DEPARTMENTS AND COMMUNITIES
 Justification           THE DEPARTMENTAL EQUITY IS SKEWED

 Links                   PROMOTING SOCIAL COHESION AND NATION BUILDING

 Outcome                 2% OF EQUITY IMPLEMENTATION WITHIN THE DEPARTMENT


7.1.1.2 PROGRAMME: MANDATORY SERVICES (STRATEGIC AND EXECUTIVE SUPPORT)
SUB PROGRAMME: RESEARCH

 Strategic objective 1   To provide quality research projects and services for the department
 Objective statement     To conduct research projects
 Baseline                Mini research results being implemented
 Justification           To ensure that informed decisions are made on the basis of research outcomes
                         To build a developmental state including improvement of public services and
 Links
                         strengthening democratic institutions
 Outcome                 Informed decisions made as per research findings


                                                                                                     14
SUB PROGRAMME: SPECIAL PROGRAMMES
                        To transform gender relations, empower designated groups and coordinate Human
Strategic objective 2
                        Rights Priority programmes.
Objective statement     Ensure compliance to policies for citizens with special needs and vulnerable groups.
                        Uncoordinated implementation of policies for citizens with special needs and
Baseline
                        vulnerable groups.
                        To ensure compliance (policies, strategies and Legislative Mandates) and report on
Justification
                        the Departmental performance.
Links                   Build cohesive, caring and sustainable communities
                        Citizens with special needs and vulnerable groups integrated in departmental
Outcome
                        programmes


SUB PROGRAMME: MONITORING AND EVALUATION

Strategic objective 3   To render effective and efficient monitoring and evaluation in the department.
Objective statement     To manage, monitor and evaluate performance in the Department.
                        Four quarterly and one annual reports submitted in relation to Departmental
Baseline
                        performance
                        To ensure compliance (policies, strategies and Legislative Mandates) and report on
Justification
                        the Departmental performance.
Links                   Reinforcement and strengthening of service delivery models.
Outcome                 Effective and efficient performance measures to enhance service delivery


Strategic objective 4   Coordination of the Strategic Plans and Annual Performance Plans
Objective statement     To ensure that Strategic Plans and Annual Performance Plans are submitted
Baseline                Strategic Plan and Annual Performance Plan submitted annually
Justification           Ensure compliance to Legislative provisions
Links                   Reinforcement and strengthening of service delivery
Outcome                 Strategic Plan and Annual Performance Plan implemented


SUB PROGRAMME: RECORDS MANAGEMENT

Strategic objective 5   To render sound records management services in the department
Objective statement     To ensure implementation of mandatory records management systems
Baseline                Record systems not yet implemented, though managed from different components
Justification           Ensure accountability and good governance
Links                   Sustainable resource management and use
Outcome                 Accountable and good governance attained




                                                                                                         15
SUB PROGRAMME: MISS

 Strategic objective 6    Render effective and efficient minimum information security services
 Objective statement      Ensure effective MISS
 Baseline                 MISS not well capacitated
 Justification            To ensure compliance to requirements of MISS
 Links                    Intensify the fight against crime and corruption
 Outcome                  MISS requirements upheld


SUB PROGRAMME: LEGAL SERVICES

 Strategic objective 10     Provide Legal advisory services to the department
 Objective statement        To provide effective legal advisory services for the department
 Baseline                   Legal services provided by Office of the Premier
 Justification              Improve corporate governance and legal support
 Links                      Intensify the fight against crime and corruption
 Outcome                    Legal frameworks and policies implemented


SUB PROGRAMME: INFORMATION T ECHNOLOGY

 Strategic objective 8    Provide information technology services in the Department
 Objective statement      Ensure coordinated quality service provision of information technology
 Baseline                 Information Technology services not well capacitated
 Justification            Ensure effective provision of information technology services
 Links                    Sustainable resource management and support
 Outcome                  Better performance of the department


SUB PROGRAMME: INFRASTRUCTURE AND FACILITIES

 Strategic objective 6    To maintain and develop infrastructure and facilities plans for DSAC
 Objective statement      Ensure proper maintenance and development of infrastructure and facilities
 Baseline                 Development and maintenance managed by different programmes in the department
 Justification            Ensure coordinated infrastructure delivery
 Links                    sustainable resource management and use
 Outcome                  Infrastructure developed and maintained according to approved plans


7.1.1.3 PROGRAMME: COMMUNICATION AND MARKETING

 Strategic objective 1    Effective communication and marketing services to the Department
 Objective statement      Ensure proper Communication and marketing of programmes
 Baseline                 Communication and marketing strategies
                          Provision of effective tools for a better corporate identity, public and media relations,
 Justification
                          as well as marketing of programmes
                          Realisation of the departmental mandate and footprint in the minds of the electorate
 Links
                          as an important element of Batho Pele Principles
                                                                                                            16
Outcome                 Department effectively profiled
Strategic objective 2   To popularize the Departmental programme of action
Objective statement     To ensure proper access of departmental information to communities
Baseline                Communication programmes popularized.
Justification           Provision of publications and development communication
Links                   Enhance access to information for the people on issues of sport, arts and culture
Outcome                 Improved Departmental Footprint and public relations.


Strategic objective 3   Foster and strengthen relations with the media and other stakeholders.
Objective statement     Build sound and sustainable relations with all media and stakeholders
Baseline                Regular interaction with media and other stakeholders
Justification           Proactive media and public relations strategies
Links                   Project a positive image of the department with media releases and statements
                        Increased number of Media Publicity as well as public relations of the Department to
Outcome
                        communities and other stakeholders

                        To project a positive profile of the department through relevant tools to all
Strategic objective 4
                        stakeholders
Objective statement     Build a positive footprint of the department among sport, arts and culture practitioners
Baseline                Involvement of specific media and tools in marketing programmes of the department
Justification           Employ relevant strategies for sport ,arts and culture profiling
                        Communicating and marketing sport ,arts and culture as a vehicle towards poverty
Links
                        eradication and social cohesion
Outcome                 Publications, brand and advertising and public relations


SUB PROGRAMME: EVENTS MANAGEMENT AND PREPARATIONS

Strategic objective 5   To provide effective and efficient events management.
Objective statement     Provide support in all departmental events.
Baseline                Events calendar in place
Justification           Apply effective event coordination and support to all programmes
                        Usage of departmental events as a way to enhance service delivery through sport,
Links
                        arts and culture to address crime, social cohesion and poverty
Outcome                 Successful departmental events




                                                                                                         17
7.1.2     ADMINISTRATION AND MANAGEMENT SUPPORT
7.1.2.1   Programme: Corporate Management services
ORGANISATIONAL DEVELOPMENT

 Strategic objective 1   Provide Organizational Development advisory services
 Objective statement     To provide management advisory support service within the Department
 Baseline                The number of interventions and workshops performed
 Justification           To improve processes and procedures for effective service delivery
                         It contributes towards the realization of the whole Departmental Strategy to achieve
 Links
                         its own vision, mission and goals.

 Outcome                 Alignment of the organizational structure and a number of effective services rendered


PERFORMANCE MANAGEMENT DEVELOPMENT SYSTEM

 Strategic objective 2   To improve Efficiency and incentivise maximum performance in the Department
 Objective statement     PMDS effectively implemented within the Department
 Baseline                Performance reviews to ensure proper implementation
 Justification           To improve efficiency and achievement of goals
                         It contributes towards the realization of the whole Departmental Strategy to achieve
 Links
                         its own vision, mission and goals.
 Outcome                 Enhanced performance and capacity in the Department

HUMAN RESOURCE DEVELOPMENT
                         Implementation of National Skills Development Strategy and to administer Human
 Strategic objective 3
                         Resources Development.
                         Capacity building programmes for optimum utilization of Human Resources in the
 Objective statement     Department

 Baseline                Implementation of human resource development strategy.
                         Improve skills of the workforce in order to increase and improve performance in the
 Justification
                         workplace.
                         Skills Development contributes towards the better performance of the Department in
 Links
                         achieving its goals.
 Outcome                 Capacity of employees developed


HR ADMINISTRATION

 Strategic objective 4   Ensure efficient , effective and integrated administration of the Department
                         Provide for proper implementation of conditions of service within the Department
 Objective statement
 Baseline                Improved productivity of personnel within the Department
 Justification           Improve skills of the workforce to encounter challenges dynamic knowledge systems.
                         It contributes towards the realization of the whole Departmental Strategy to achieve
 Links
                         its own vision, mission and goals.
 Outcome                 Improved staff morale and retention

                                                                                                        18
EMPLOYEE HEALTH & WELLNESS

 Strategic objective 5   Ensure implementation of the Health and Safety Act
 Objective statement     To administer health, safety and wellness matters in the Department
 Baseline                Provision of health, safety and wellness support to employees
 Justification           Create and maintain well, safe and healthy working environment
                         The wellbeing of personnel is critical in achievement of Provincial and Departmental
 Links                   goals.
                         Healthy workforce and safe working environment
 Outcome



LABOUR RELATIONS

 Strategic objective 6   Provide sound Labour Relations support to the Department
                         To give attention to Labour related matters and ensure implementation of all policies
 Objective statement
                         and processes
 Baseline                Provision of Labour Relations support to the department.
 Justification           The objective seeks to create and maintain sound Labour Relations environment
 Links                   Fair Labour practices give effective to the constitutional mandate.
                         Minimal Labour disputes and improved staff moral ,Labour relations strategy
 Outcome
                         developed and implemented

7.1.2.2 PROGRAMME: FINANCIAL SERVICES

 Strategic objective 1   Provide effective and efficient financial services to the Department
 Objective statement     To provide financial services
 Baseline                Financial strategies
 Justification           To ensure financial compliance to policies, strategies and legislative mandates
 Links                   Contributes towards an unqualified Audit Report
 Outcome                 Compliance to Section 217 of the Constitution, PFMA, and all other financial prescripts


7.1.3 CULTURAL AFFAIRS
7.1.3.1 ARTS AND CULTURE

 Strategic Objective 1     Transformation of Creative Sector with a view to develop industries.
                           Accelerate the transformation of creative sector and ensure monitoring and support of
 Objective statement       arts and culture structures.
                           The current status quo reflects that genres are crowded. This crowding makes other
 Baseline
                           genres to suffocate.
                           It will accelerate the promotion of cultural diversity and advance artistic discipline within
 Justification
                           creative sector.
                           Organised Artistic disciplines will lead to the vibrant creative sector in accelerating
 Links
                           economic growth and promote social cohesion.
 Outcome                   Professionals emanating from this sector. Hosting of Major Festivals and Exhibitions.




                                                                                                              19
Strategic Objective 2    Promotion, coordination and development of the creative sector into viable industries.
                        To ensure promotion, coordination and development of artistic disciplines according to
Objective statement     specific genres.
                        NWCDI established and supported up to 60 crafters. Workshops provided to various
Baseline
                        arts genres throughout the province
                        It will accelerate the promotion of cultural diversity and advancement of artistic
Justification
                        disciplines within the creative sector.
                        Organised Artistic disciplines will lead to vibrant creative industries in accelerating
Links
                        economic growth and promote social cohesion.
Outcome                 Professionals emanating from this sector. Hosting of Major Festivals and Exhibitions.


                        Promotion of respect for cultural diversity and the advancement of artistic disciplines
Strategic Objective 3
                        within the creative sector.
                        To ensure promotion of respect and tolerance for cultural diversity and the
Objective statement     advancement of artistic discipline into viable industries.
                        Annual festivals of Zindala Zombili, NW Cultural Calabash, Craft Exhibitions, Music
                        Development, Stop Crime, and Film Festival hosted. Participated in the annual Gcwala
Baseline                Nga Masiko festival and the SATMA awards. ( inclusive of Local, Districts and
                        Provincial Festivals and events)

                        It will accelerate the promotion of cultural diversity and advance artistic disciplines
Justification
                        within the creative sector..
Links                   Support government priorities of social cohesion, nation building, economic growth.
Outcome                 Professionals emanating from this sector. Hosting of Major Festivals and Exhibitions


Strategic Objective 4   Infrastructure Development of the Art sector.
                        Facilitation and coordination of provision of arts institutions in addressing past
Objective statement     imbalances, through building, upgrading and maintaining identified and or existing
                        buildings, in the communities of the North West Province.
                        The existing ones are non operational due to lack of staffing, absence of proper
Baseline
                        intergovernmental relations frame-work, and non existence of infrastructure/ buildings.
                        Community Based Artists need space to train, refine, network (exhibitions, showcase
Justification
                        etc.) and perfect their craft / trade and talent.
                        Adequate infrastructure will lead to highly developed talent that will promote cultural
Links
                        tourism with strong economic outlook (GDP).
                        Priority areas and rural areas are to be provided with this service and skills have to be
Outcome
                        developed from these institutions.

7.1.3.2 MUSEUM & HERITAGE

Strategic objective 1   Build, upgrade and maintain Museums and Heritage infrastructure.
Objective statement     To facilitate the mobilization of resources in support of development Programs
Baseline                Transform museum and heritage facilities local, district and Provincial level
                        To encourage participation, representation as well as awareness to our disadvantaged
Justification
                        areas and to improve the standard and the environment of the infrastructure
                        Through infrastructure projects the Department creates temporary employment and
Links                   support small business in the construction sector as well increasing access to sites and
                        promotes tourism which contributes to the economic growth.
Outcome                 Number of heritage and museums upgraded




                                                                                                         20
                        Develop sustainable museums and heritage resource management programs in the
Strategic objective 2
                        Province.
Objective statement     To promote cultural tourism in the Province
                        To increase participation by developing and implementing targeted programs for the
Baseline                communities, such as identification, conservation and preservation of our museums
                        and heritage.
                        To ensure that more histories are collected and documented and expand the skills in
Justification           this field of expertise. More marketing materials will also be produced to popularize the
                        work done by our institutions so that people can access these services.
Links                   For ensuring the effective protection of cultural resources by the communities
Outcome                 Educational programs management.


Strategic objective 3   Research programs in heritage and museums
Objective statement     To conduct research programmes on heritage and museums
Baseline                One research about Bakwena was conducted in Mafikeng Museum
                        Promote awareness of our province heritage. Ensure that museums are properly
Justification
                        stocked with heritage of the Province
                        Assist in increasing tourism around the Province which has the potential of promoting
Links
                        economic growth in the Province
                        Enhance museum collection and heritage programmes
Outcome


7.1.3 .3 LANGUAGE SERVICES

Strategic Objective 1   Deliver diversified programs to develop previously marginalised languages
                        To ensure the delivery of diversified and sustainable programmes in order to develop
Objective statement
                        previously marginalised languages up to 2015
                        Ten Word festivals held; Twelve Setswana books published; four sustainable projects
Baseline
                        initiated
                        Preservation of previously marginalised languages key to social cohesion and nation
Justification
                        building
                        The promotion, development and transformation of Arts, Culture, Museums, Heritage
                        , Language, Library and Archive services in order to contribute to Social cohesion,
Links
                        nation building and sustainable Economic Growth opportunities (Strategic goal for
                        Cultural Affairs)
Outcome                 Pre marginalized languages developed and strategy for the development to be done


Strategic Objective 2   Ensure the delivery of improved language programmes
Objective statement     To ensure the delivery of integrated language programmes up to 2015
                        A draft provincial language bill; infrastructure for a provincial Language Committee;
Baseline
                        viable partnerships with key stakeholders; a provincial language forum
                         A provincial policy and an effective provincial language committee are key to
Justification           ensuring that an conducive environment is created for the development and
                        promotion of historically marginalised languages
                        The promotion, development and transformation of Arts, Culture, Museums, Heritage
                        , Language, Library and Archive services in order to contribute to Social cohesion,
Links
                        nation building and sustainable Economic Growth opportunities (Strategic goal for
                        Cultural Affairs
                        Integrated society and knowledge of indigenous languages by residents of the
Outcome
                        province


                                                                                                        21
7.1.4 LIBRARY, INFORMATION AND ARCHIVE SERVICES

7.1.4.1 LIBRARY SERVICES

 Strategic Objective 1      Provision of Library infrastructure
                           To provide infrastructure required for public library services, namely buildings and
 Objective statement       ICT
                           Seven new libraries built since 2003/4. (Since 2003 to date)
                           Eight libraries were upgraded and maintained since 2008/09.(To date)
 Baseline                  Since 2007/08 fourteen community libraries have been upgraded and maintained.
                           Infrastructure has been provided in community libraries for network connections.
                           21 community libraries provided with Public Internet Access.
                           There is high demand for library facilities. There are only 117 library services
                           established in the province with a population of more than 3 million. It is important to
 Justification
                           keep the library buildings in good condition. ICT plays a vital role in lives of
                           communities.
 Links                     Massive programme to build economic and social infrastructure
 Outcome                   Increased access to library and information service


 Strategic Objective 2     Provision of Library materials
 Objective statement       To provide library materials, books and other formats to public libraries
                           Number items provided to community libraries since 2006 is 166 790 items.
 Baseline
                           Collection of library materials forms an integral part of a library which contributes to
 Justification
                           human development.
                           According to our Constitution everybody has the right to information.
 Links
                           Library materials to the value of R11.7 million to be acquired during 2010/11 (SOPA)
 Outcome                   A community that is well developed and educated, further more reduction of illiteracy


 Strategic Objective 3     Library awareness and promotion
 Objective statement       To promote the use of libraries and culture of reading
                           Library promotional programmes are held in each community library and a total for
 Baseline
                           2009/10 financial year is 1 856.
                           Library usage still remains a challenge as new libraries are built and library materials
 Justification
                           are acquired for usage by the communities.
                            Number of Awareness Campaigns to increase by 10% and the number of visits by
 Outcome
                           community members should also follow the same pattern


 Strategic Objective 4     Monitoring and support of Libraries
 Objective statement       To monitor and provide support to public/community libraries
                           Each library is visited once a quarter and a total visits for 2009/10 financial year was
 Baseline                  1 784 visits.

                           Monitoring and evaluation needs to be done at municipality level since the Province
 Justification
                           is transferring funds to municipalities.
 Links
                           Reinforcement and strengthening of service delivery models
 Outcome                   A 20% increase to library visits and awareness campaigns




                                                                                                           22
 Strategic Objective 5     Provision of Special services
                           To provide special services to library users such as toy library, GIS, and services for
 Objective statement       the Visually impaired people.
                           Since 2004/05 financial year Toy Library Services was established in 59 libraries.
 Baseline
                           Government Information Service (GIS) was established in 19 community libraries.
                           It has been established that toys plays an important role in early childhood
                           development and is an essential tool to build a future reader. Through toys and
 Justification             games children learn and play and develop the required skills for reading and
                           development.
                           People can be able to access government information through community libraries.
 Links                     Early Childhood Development (national and Provincial)
                           More Access to these services by community members and fostering partnership
 Outcome
                           with Early Childhood Development Centres


7.1.4.2 ARCHIVE SERVICES

 Strategic Objective 1     Sound Records Management Service
                           Ensure establishment of sound records management services within governmental
 Objective statement
                           bodies.
 Baseline                   Records Management service fully established in 3 Governmental Bodies.
                           Sound records management is a fundamental for good governance and effective and
                           efficient administration, therefore all Government Departments, Local Municipalities,
 Justification
                           Traditional Authorities and public entities need to control and manage records in
                           accordance with the legislation on archives and records management.
                           Good governance will enable governmental bodies to ensure government systems
 Links
                           that will be responsive, accountable, effective and efficient.
                           Records Management service to be fully established within the remaining
 Outcome
                           Government Bodies


 Strategic Objective 2     Manage archives Repository
 Objective statement       To effectively manage archives at repository
                           Archives repository to be established in the newly built archives facility starting
 Baseline
                           2010/11 financial year.
                           Authentic archive records of the province of North West must be preserved and
 Justification
                           made accessible to the public and institutions
                           Well established archive repository will contribute in building a cohesive caring and
 Links
                           sustainable communities.
 Outcome                   Increased number of communities accessing this facility



 Strategic Objective 3     Awareness and use of archives
 Objective statement       To promote awareness and use of archives
                           Promotional programmes rolled out annually including the National Archives Week,
                           participation in departmental and provincial events. Introduction of oral history
 Baseline
                           programme to enhance documenting of the history and heritage of people of North
                           West.
                           The archives services have been relocated to a new purpose built archives facilities
 Justification
                           where a provincial repository will be established and made accessible to the people.
 Links                     Nation building, social cohesion
 Outcome                   Historical Knowledge implanted to communities

                                                                                                          23
7.1.5 Sport and Recreation
7.1.5.1   Sub – Programme: Sport and recreation Services
                          Ensure Lifelong participation in sport and recreation making more people active more
 Strategic objectives 1
                          often.
                          To make more people active and participate in sport and recreation mass
 Objective statement
                          participation programmes.
 Baseline                  Increased number of people Participating In Sport and Recreation Programmes
 Justification            Encourage more active participation in Sport and Recreation programmes
                          Active participation in sport and recreation contributes towards healthy life and
 Links
                          minimizing social ills in line with National priorities.
                          Improved Health profile for participants and reduced crime rate in areas where
 Outcome
                          programmes have been unfolding.


                          Ensure sustainable infrastructure for Sport and Recreation accessible to all
 Strategic objective 2
                          communities
 Objective statement      To encourage and support optimal usage of all existing sport and recreation facilities
                           Number of facilities accessible to all communities in 4 Districts and 21 Local
 Baseline
                          Municipalities.
                          Encourage participation as well as usage of existing structures by all communities
 Justification
                          across racial groups of the population
 Links                    Equal opportunity for access and usage of facilities
 Outcome                  Accessible sport and recreation facilities to all communities


 Strategic objective 3    Support the provision of Sport Scientific support services
 Objective statement      High performance programmes for talented athletes
 Baseline                 Potential Athletes identified for High performance programmes
 Justification             Improve competiveness and elite athletes through High performance intervention
 Links                    Improved status of the Nation and economic benefits of elite athletes
 Outcome                  Increased number of elite athletes in high level competitions


                          Ensuring sustainability of transformation and accountability in Sport and Recreation
 Strategic objective 4
                          programmes
 Objective statement      Equal participation and access to all sport and recreation programmes
 Baseline                 Skewed access to sport facilities, participation and development
 Justification            Equal opportunities to address the imbalances of the past
                          Healthy communities and building of a non racial, non sexist, non tribal, democratic
 Links
                          and prosperous South Africa
 Outcome                  Transformed Sport and Recreation programmes in North West Province


                          Ensuring the provision of sustainable school sport and mass participation
 Strategic objective 5
                          programmes across all age spectrum
 Objective statement      Increase participation of schools in sports and mass participation programmes
 Baseline                 School sport committees and structures developed during the period under review.
 Justification            Enhanced well being of learners both physically and mentally
 Links                    Increased participation of learners in school sport and talent identification
 Outcome                  Reduced social ills and improved educated communities and learners.


                                                                                                          24
          Strategic objective 6                  Facilitating and supporting the hosting of Major events
                                                 To attract major events to the province and continue on the legacy of 2010 FIFA
          Objective statement
                                                 World Cup event
          Baseline                               Number of major events staged in the province
          Justification                          Bringing major events to the province will boost economic and tourism development
          Links                                  Accelerating economic growth and promoting social cohesion
          Outcome                                Increased number of Major events resulting in economic growth of the Province


        7.2 RESOURCE CONSIDERATIONS
           Overview of 2010/11 budget and MTEF estimates
           EXPENDITURE ESTIMATES


Table 2.1: Summary of receipts: Sport , Arts &
Culture
                                                              outcome                 Main          Adjusted       Revised
                                                                                                                                      Medium term estimates
                                                                                  Appropriation   Appropriation   Estimate


R thousand                                          2007/08   2008/09   2009/10                     2010/11                     2011/12     2012/13   2013/14
                                                                            -
  Equitable share                                   279,605   277,080   888         305,015       315,198             315,198   334,392     353,192   371,596

  Conditional grants                                23,035    59,476    -            93,297       110,301             110,301   97,956      102,853   108,510

     Sport Mass Participation                       7,506     20,217    -            34,022         37,593        37,593        35,124      36,880    38,909

     Community Library Services Grant               15,529    39,259    -            59,275         72,708        72,708        62,832      65,973    69,601




  Departmental receipts                             192       593       888              931            931       931           911         898       887

Total receipts                                      302,832   337,149   -           399,243       426,430             426,430   433,259     456,943   480,993


Table 2.2: Departmental receipts : Sport , Arts
& Culture
                                                              outcome
                                                                                      Main          Adjusted       Revised
                                                                                                                                      Medium term estimates
                                                                                  Appropriation   Appropriation   Estimate


R thousand                                          2007/08   2008/09   2009/10                     2010/11                     2011/12     2012/13   2013/14

Tax receipts                                        -         -         -                     -              -    -             -           -         -

 Casino taxes

 Horses racing taxes

 Liquor licenses

 Motor vehicle licenses

Sales of goods and services other than capital      192       593       786              909            909       909           889         876       865

Transfers received

Fines, penalties and forfeits                                           102                22            22       22            22          22        22

Interest, dividends and rent on land


                                                                                                                                                25
Sales of capital assets

Transactions in financial assets and liabilities

Total departmental receipts                        192       593       888              931            931       931        911         898       887




Table 2.4: Summary of payments and estimates : Sport , Arts &
Culture
                                                             outcome                 Main          Adjusted       Revised
                                                                                                                                  Medium term estimates
                                                                                 Appropriation   Appropriation   Estimate


R thousand                                         2007/08   2008/09   2009/10                     2010/11                  2011/12     2012/13   2013/14

Programme 1: Management & Administration           51,268    55,067    -            65,342         63,331        63,331     73,307      79,254    85,275

Programme 2: Cultural Affairs                      86,764    80,648    -            92,664         98,923        98,923     105,214     109,269   112,731

Programme 3: Library & Archive Services            85,986    113,044   -           105,179       124,002         124,002    111,617     117,522   123,089

Programme 4: Sport & Recreation                    78,814    88,390    -           136,058       140,174         140,174    143,121     150,898   159,898


Total payments and estimates :(name of
department)                                        302,832   337,149   -           399,243       426,430         426,430    433,259     456,943   480,993

Table 2.5:Summary of provincial payments and estimates by
economic classification: : Sport , Arts & Culture
                                                             outcome                 Main          Adjusted       Revised
                                                                                                                                  Medium term estimates
                                                                                 Appropriation   Appropriation   Estimate


R thousand                                         2007/08   2008/09   2009/10                     2010/11                  2011/12     2012/13   2013/14

Current Payments                                   183,529   209,137   -           293,057       305,442         305,442    307,993     329,933   354,311

  Compensation of employees                        79,020    100,124   -           156,815       144,169         144,169    174,791     194,612   212,866

  Goods and services                               104,509   109,013   -           136,242       161,055         161,055    133,092     135,211   141,335

   Interest and rent on land                                           -                               218       218        110         110       110



Transfers and subsidies to:                        89,167    78,728    -            95,022       100,891         100,891    99,327      100,968   102,501

  Provinces and municipalities                     22,574    13,585    -            27,739         26,756        26,756     25,700      25,700    25,700

  Departmental agencies and accounts               42,631    35,302    -            41,733         46,813        46,813     51,957      53,618    55,051

   Universities and technikons                                         -                                                    -           -         -
   Foreign government and international
organizations                                                          -                                                    -           -         -

  Public corporations and private enterprises                          -                                                    -           -         -

  Non-profit institutions                          23,958    29,841    -            25,550         27,322        27,322     21,670      21,650    21,750

  Households                                       4                   -                                                    -           -         -

Payments for capital assets                        30,136    49,284    -            11,164         20,097        20,097     25,939      26,042    24,181

   Buildings and other fixed infrastructure        24,341    46,261    -              4,000            642       642        18,000      18,000    18,000

  Machinery and equipment                          5,795     3,023     -              7,164        19,455        19,455     7,939       8,042     6,181


                                                                                                                                            26
       Heritage assets                                                     -                                           -         -         -

       Specialised military assets                                         -                                           -         -         -

       Biological assets                                                   -                                           -         -         -

       Land and subsoil assets                                             -                                           -         -         -

       Software and other intangible assets                                -                                           -         -         -

     Payment for financial assets                                          -                                           -         -         -
     Total economic classification: : Sport , Arts &
     Culture                                           302,832   337,149   -       399,243     426,430      426,430    433,259   456,943   480,993


             7.3 RISK MANAGEMENT
             7.3.1 MANAGEMENT AND ADMINISTRATION
NO      STRATEGIC OBJECTIVES                       DESCRIPTION OF KEY RISKS           PLANS TO MITIGATE THE RISKS

1       Effective and Efficient                   Non compliance with internal        Current Controls:
        Financial Services                        policies and procedures (By-pass)   Reporting.
                                                                                      Monitoring.

                                                                                      Future Control:
                                                                                      Generating Financial Circulars

                                                  Commit department without           Current Controls:
                                                  obtaining prior authorization
                                                                                      Regular publications, circulars and information
                                                                                      sessions.
                                                                                      Policies and Procedure manuals
                                                                                      Future Control:

                                                                                      Monitoring and Evaluation
2       Provide Organizational                    Non compliance with internal        Current Controls:
        advisory services                         policies and procedures

        To improve efficiency and                 Absence of formal guidelines
        incentive maximum                                                             Regular publications, circulars and information
        performance in the                                                            sessions.
        Department                                                                    Policies and Procedure manuals

        Implementation of the Skills
                                                                                      Future Control:
        Development Strategy and
        to administer HR in the                                                       Monitoring and Evaluation
        Department.                                                                   Generating HR Circulars
        Ensure implementation
        Health and Safety Act.

        Ensure efficient, effective
        and integrated
        administration of the
        Departments

        Provide sound Labour
        Relations support to the
        Department

3.      Provide Strategic and                     Failure to submit Annual            Future Control:
        Executive Support –                       Infrastructure Plan in time to
                                                                                                                                     27
     Mandatory Services              Provincial Treasury                 Proper Planning
                                                                         Establishment of infrastructure committee
                                                                         Monitoring and Evaluation
4.   Effective communication         Lack of funds to establish a        Current Controls:
     and marketing services to       Marketing and Communication
     the Department                  Strategy.                           Share risk (funds located in various
                                                                         units/programme)
     To popularize the                                                   Future Control:
     Departmental programme
     of action                                                               Budget allocation for communication and
                                                                              marketing be located in the unit
     Foster and strengthen                                                   Each programme must surrender a certain %
     relations with the media                                                 of budget to communication directorate
     and other stakeholders.                                                 Regular publications, circulars and
                                                                              information sessions.
     To project a positive profile                                           Regular meetings at all levels
     of the department through                                               Re-visit organisational structure.
     relevant tools to all
                                                                             Appointment of relevant staff.
     stakeholders.
                                                                             Drive the decentralization process.
     To provide effective and                                                Proper planning and monitoring.
     efficient events                                                        Obtain feedback when the calendar of events
     management                                                               is circulated.



         7.3.2 CULTURAL AFFAIRS
NO   STRATEGIC OBJECTIVES                        DESCRIPTION OF KEY               PLANS TO MITIGATE THE RISKS
                                                 RISKS

1    Transformation of Creative Sector with a    Inadequate coordination of       Current Controls:
     view to develop industries.                 Cultural programmes
                                                                                  None
     Promotion, coordination and
     development of the creative sector into                                      Future Control:
     viable industries.
                                                                                  Revival of Provincial Language
     Promotion of respect for cultural                                            Committees
     diversity and the advancement of artistic
     disciplines within the creative sector.                                      Monitoring and Evaluation.

     Infrastructure Development of the Art
     sector.

2.   Build, upgrade and maintain Museums         Absence of formal                Current Control:
     and Heritage infrastructure.                guidelines.
                                                                                  None
     Develop sustainable museums and
     heritage resource management                                                 Future Control:
     programs in the Province.
                                                                                  Development of guidelines
     Research programs in heritage and
     museums
3.   Ensure the delivery of improved             Shortage of appropriately        Current controls:
     language programmes                         qualified professionals in
                                                 Language Services,               None
     Ensure the delivery of improved             Museums and Heritage
     language programmes                                                          Future Controls

                                                                                  Development of recruitment and
                                                                                  Retention Strategy
                                                                                                                     28
     7.3.3 LIBRARIES , INFORMATION & ARCHIVES SERVICES
NO      STRATEGIC OBJECTIVES                    DESCRIPTION OF KEY RISKS            PLANS TO MITIGATE THE RISKS
1       Provision of Library infrastructure     Insufficient co-ordination or co-   Current control:
                                                operation from Municipalities
        Provision of Library materials                                              None
                                                (MoU)
        Library awareness and promotion                                             Future Controls:
        Provision of special services                                               a. Financial resources.
        Monitoring and support of Libraries                                         b. Secure additional funding to
                                                                                       sustain current Conditional
                                                                                       Grants.
                                                                                    c. Passing of Library Legislation.
                                                                                    d. Intergovernmental intervention
                                                                                       between MEC/HOD,
                                                                                       Municipalities and all
                                                                                       stakeholders.


2       Sound Records Management                Transfer funds not utilized         Future Controls:
        Service                                 according to Business Plans,
                                                                                    a. Service Level Agreements
                                                inadequate monitoring and
        Manage archives Repository                                                     (SLA) /Contract Management /
                                                reporting by municipalities.
                                                                                       MoU.
        Awareness and use of archives
                                                                                    b. Intervention and consultation
                                                                                       between District Management
                                                                                       and Municipal Manager


     7.3.4 SPORT, RECREATION AND TRANSFORMATION
NO     STRATEGIC OBJECTIVES                      DESCRIPTION OF KEY RISKS            PLANS TO MITIGATE THE
                                                                                     RISKS

1      Ensure Lifelong participation in sport    Slow pace of transformation in      Current Controls: None
       and recreation making more people         sport and recreation structures
       active more often.                                                            Future Controls: Development of
                                                                                     the Transformation Charter
       Ensure sustainable infrastructure for
       Sport and Recreation accessible to        Limited access to and
       all communities                           sustainable sport and Recreation
                                                 facilities                          Current Controls: None
       Support the provision of Sport
                                                                                     Future Controls: Review of
       Scientific support services
                                                                                     existing Service Level Agreement


       Ensuring the provision of sustainable
       school sport and mass participation
       programmes across all age spectrum

       Facilitating and supporting the
       hosting of Major events


                                                                                                                29
PART C: LINKS TO OTHER PLANS
8. Links to the long-term infrastructure and other capital plans

 Table 1: Infrastructure Budgets
 Infrastructure Budget request format.
                        Project name                 District           Municipality                MTEF
                                                                                               Forward estimates
                                                                                        MTEF        MTEF          MTEF
                                                                                       2011/12     2012/13       2013/14
 1.New Assets
 Community Library at Dertig                 Bojanala District     Moretele                 500            0           0
 Community Library at Mogwase                Bojanala District     Moses Kotane             550            0           0
 Community Library at Boikotso               Ngaka Modiri Molema   Ditsobotla               600            0           0
 Community Library at Letsopa                Ngaka Modiri Molema   Tswaing                1,100            0           0
 Community Library at Tlokweng               Bojanala District     Moses Kotane           3,500        2,500           0
 Community Library at Lumanyaneng            Ngaka Modiri Molema   Mafikeng               3,750        2,250           0
 Community Library at Pudumoe                Dr. Ruth S Mompati    Taung                  3,500        2,500           0
 Community Library at Mmotla                 Bojanala District     Moretele               1,000        5,000           0
 Community Library at Tshing                 Dr. K. Kaunda         Ventersdorp            1,000        2,000       3,000
 Community Library at Khunwana               Ngaka Modiri Molema   Tswaing                1,000        2,250       2,750
 Community Library at Molopo                 Dr. Ruth S Mompati    Molopo                     0            0       2,350
 Community Library at Ventersdorp            Dr. K. Kaunda         Ventersdorp                0            0       2,800
 Community Library at Kgetleng               Bojanala District     Kgetleng                   0            0       2,800
 Community Library at Ratlou                 Ngaka Modiri Molema   Ratlou                     0            0       2,800
 Multi-Purpose Sport Field                   Dr. Ruth S Mompati    Scheizer-Reneker       9,000            0           0
 Multi-Purpose Sport Field                   Dr. Ruth S Mompati    Manthe                 9,000            0           0
 Multi-Purpose Sport Field                                                                    0       18,000           0
 Multi-Purpose Sport Field                                                                    0            0      18,000
 Total New Infrastructure assets                                                         34,500       34,500      34,500
 2.Maintenance and repairs
 Upgrading Bloenhof                          Dr. Ruth S Mompati    Lekwa-Temane           1,500            0           0
 Upgdrading Scheizer-Reneker                 Dr. Ruth S Mompati    Mamusa                 1,500            0           0
 Upgrading Reivilo                           Dr. Ruth S Mompati    Taung                    800            0           0
 Upgrading Potchefstroom Library             Dr. K. Kaunda         Tlokwe                     0        2,500           0
 Maintenance Delareyville                    Ngaka Modiri Molema   Tswaing                  200            0           0
 Maintenance Sannieshoof                     Ngaka Modiri Molema   Tswaing                  200            0           0
 Maintenance Reagile Library                 Bojanala District     Kgetleng               1,200            0           0
 Maintenance Mabiskraal Library              Bojanala District                              300            0           0
 Upgrading Vryburg                           Dr. Ruth S Mompati    Naledi                     0        1,500           0
 Maintenance Wolmaranstad                    Dr. K. Kaunda         Maquissi Hills         1,000            0           0
 Maintenance of Brits                        Bojanala District     Madibeng                   0          500           0
 Maintenance Coligny Library                 Ngaka Modiri Molema   Ditsobotla               300            0           0
 Upgrading of Mohadin Library                Dr K. Kaunda          Tlokwe                     0            0       1,500
 Upgrading Promosa Library                   Dr K. Kaunda          Tlokwe                     0            0       1,500
 Upgrading Karlienspark                      Bojanala District     Rustenburg                 0            0       1,500
 Upgrading Damonaville Library               Bojanala District     Rustenburg                 0            0       1,000
 Upgrading Glaudina Library                  Dr. Ruth S Mompati    Mamusa                     0            0       1,000
 Upgrading Miga Library                      Ngaka Modiri Molema   Mafikeng                   0            0       1,500
 Total Maintenance and repairs                                                            7,000        4,500       8,000




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 9. Conditional grants
  Name of grant          Community Library Services
  Purpose                To have a transformed urban and rural community library infrastructure, facilities and
                         services (primarily targeting previously disadvantaged communities) through a
                         recapitalised programme at provincial level in support of local government and national
                         initiatives.
  Performance            Improved quality of library building.
  indicator
  Continuation           The grant is continuing in the MTEF 2011/12-2012/14
  Motivation             There still high demand for community libraries in the country. Current funding of
                         community libraries by provinces and local municipalities is still insufficient to meet the
                         needs of community libraries.


  Name of grant          Mass Participation Program
  Purpose                Promote Mass Participation within communities and schools through selected sport
                         activities, empowerment of communities and schools in conjunction with stakeholders
                         and development of communities through sport.
  Performance            Life long participation in sport and recreation, improving education and training of
  indicator              communities and increased access to sector resources.
  Continuation           The grant is continuing in the MTEF 2011/12– 2012/14
  Motivation             There is still high demand for Mass Participation Program in the country. Sport and
                         Recreation is used by South African Government to improve the health conditions of
                         residents, creation of jobs, national building and social cohesion.


 10. Public entities
Name of public entity                               Mandate                                   Outputs
Mmabana Arts, Culture and          MACSF Act, Act no.7 of 2000. Non-            -Ensure sound management of
Sport Foundation                   profit organisation responsible for          institution;
                                   developing the artistic and sporting         Significant increase in enrolment
                                   talents of the people of North West          of students/ participants;
                                   province                                     Well established internal control
                                                                                environment;
                                                                                -Provide training to registered
                                                                                learners in arts and craft;
                                                                                Skills transfer in high performance
                                                                                activities such as gymnastics,
                                                                                tumbling, karate, body building

NW Provincial Arts Culture         NWPACC Act no.8 of 2000. To ensure           -Grant disbursed equitable to the
Council                            equitable allocation of funds to arts        most deserving applicants;
                                   and culture activities throughout the        -Shortcomings of the financial and
                                   province.                                    administrative systems identified;
                                                                                -Advice MEC on issues affecting
                                                                                arts and culture in the Province.




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