CDEA STRATEGIC PLAN FOR 2015-2021
TABLE OF CONTENTS CDEA Strategic plan ............................................................................................................................................................. 0 EXECUTIVE SUMMARY ................................................................................................................................................................. 3 CHAPTER 1: INTRODUCTION ........................................................................................................................................................ 5 The Strategic Planning Process ................................................................................................................................................ 6 CHAPTER 2: SITUATIONAL ANALYSIS ........................................................................................................................................... 7 CDEAHistorical Analysis ........................................................................................................................................................... 7 Major Milestones for CDEA ..................................................................................................................................................... 7 Analysis of Key Trends ............................................................................................................................................................. 9 CDEA’s Core Business............................................................................................................................................................... 9 What is the core business/core competency of CDEA an organization? ................................................................................. 9 CDEA Key Customers ............................................................................................................................................................. 10 Customer Needs met by CDEA............................................................................................................................................... 10 CDEA Uniqueness................................................................................................................................................................... 11 What
canCDEA be best in the World AT? ........................................................................................................................... 11
The Future of CDEA: The Dream ............................................................................................................................................ 12 CHAPTER 3: CDEA’ S NEW ORGANIZATION IDENTITY ................................................................................................................ 13 VISION: ................................................................................................................................................................................... 13 MISSION: ................................................................................................................................................................................ 13 MOTTO:.................................................................................................................................................................................. 13 CDEA’S CORE Values .............................................................................................................................................................. 13 CHAPTER 4: INTERNAL AND EXTERNAL ANALYSIS ..................................................................................................................... 14 Internal Analysis: SWOT ......................................................................................................................................................... 14 External Analysis: PESTEL ....................................................................................................................................................... 17 CHAPTER 5: STRATEGIC THEMES ............................................................................................................................................... 20 Theme 1: Focus on Strategy Implementation, Sustainability and Culture ............................................................................ 20 Theme 2: Strengthening CDEA’s Internal Systems and Processes ......................................................................................... 21 Theme 3: Advocacy and Thought Leadership ........................................................................................................................ 23 Theme 4: Artist Promotion and Development of Performing Arts Infrastructure................................................................. 25 CHAPTER 6: PROPOSED ORGANIZATIONAL STRUCTURE ........................................................................................................... 27 CHAPTER 7: IMPLEMENTATION PLAN ....................................................................................................................................... 28 THEME 1: FOCUS ON STRATEGY IMPLEMENTATION, SUSTAINABILITY AND CULTURE ......................................................... 28 OBJECTIVE 1: TO ENSURE THAT THE CDEA BOARD, MANAGEMENT AND STAFF IMPLEMENT THE STRATEGIC PLAN AND KEEP TRACK OF STRATEGIC ISSUES AFFECTING THE ORGANIZATION ............................................................................... 28 OBJECTIVE 2:ATTAIN FINANCIAL SUSTAINABILITY BY DIVERSIFYING CLIENT BASE AND INNOVATING INTO NEW REVENUE STREAMS ............................................................................................................................................................ 30 OBJECTIVE 3: TO CREATE A SHARED UNIQUE IDENTITY AND BUILD TEAM COHESION .................................................... 32 1|P a g e
THEME 2: STRENGTHENING CDEA INTERNAL SYSTEMS AND PROCESSES ............................................................................. 34 OBJECTIVE 1: TO STREGNTHEN HUMAN RESOURCE AND ORGANIZATIONAL DEVELOPMENT ......................................... 34 OBJECTIVE 2: STRENGTHEN MANAGEMENT AND BOARD GOVERNANCE......................................................................... 35 OBJECTIVE 3:
STRENGTHEN OPERATIONS, SERVICE DELIVERY, QUALITY MANAGEMENT & CONTROLS ....................... 36
OBJECTIVE 4: STRENGTHEN IT SYSTEMS AND PHYSICAL INFRASTRUCTURE ..................................................................... 37 OBJECTIVE 5: STRENGTHEN FINANCIAL, SUPPLY CHAIN, AND LEGAL SYSTEMS ................................................................ 40 OBJECTIVE 6: TO BUILD ORGANIZATION AND STAFF CAPACITY IN SALES, BUSINESS DEVELOPMENT AND PARTNERSHIPS ................................................................................................................................................................... 41 THEME 3: ADVOCACY AND THOUGHT LEADERSHIP .............................................................................................................. 43 OBJECTIVE 1: TO CONDUCT RESEARCH, DOCUMENT INSIGHTS AND TRENDS ON THE ROLE OF CULTURE IN HUMAN DEVELOPMENT .................................................................................................................................................................. 43 OBJECTIVE 2: TO ADVOCATE FOR ARTIST RIGHTS AND ROLE OF CULTURE IN HUMAN DEVELOPMENT .......................... 45 OBJECTIVE 3: TO ADVOCATE FOR CULTURE’S ROLE AS A DRIVER AND ENABLER FOR SUSTAINABLE DEVELOPMENT ......... 46 . .......................................................................................................................................................................................... 46 OBJECTIVE 4: DEVELOP SUPERIOR MARKETING, PR AND COMMUNICATION CAPACITY FOR HIGHLIGHTING CDEAACHIEVEMENTS AND ADVANCING CDEA AGENDA. .................................................................................................. 50 THEME 4: ARTIST PROMOTION AND DEVELOPMENT OF PREFORMING ARTS INFRASTRUCTURE ............................................ 51 OBJECTIVE 1: CAPACITY BUILDING FOR ARTISTS AND PROMOTION OF EAST AFRICAN ART SCENE ................................. 52 OBJECTIVE 2: DEVELOP A CO-WORKING SPACE FOR CREATIVES AND SOCIAL ENTERPRENUERS ..................................... 54 OBJECTIVE 3: DEVELOP A MODERN PERFORMING ARTS SPACE IN TANZANIA (ECO SANAA VILLAGE) ............................. 54
2|P a g e
EXECUTIVE SUMMARY CDEA is a creative think-tank that promotes the use of culture as tool to solve the numerous social, political and economic challenges faced in Africa. Registered as a company limited by guarantee in October 19, 2011, the organization seeks to design and develop evidence-based programs that place culture at the center of development in East Africa. CDEA believes that culture is as an enabler of sustainable development that provides peoples and communities with a strong sense of identity, social cohesion, and contributes to more effective and sustainable development East Africa is growing rapidly politically, socially and economically and the challenges are becoming more complex. There is a growing realization of the role of culture in solving problems. CDEA is strategically placed as a solution provider. In 2015 CDEA realized that for it to grow and create sustainably, there was a need for a comprehensive strategy that will provide direction for the next five years. CDEA engaged Wylde International as consultants for a 5-year strategic plan. Wylde engaged with the staff of CDEA over a period of three months and come up with a strategic plan that should see CDEA become a premier creative center that will offer indigenous solutions across the political, social and economic echelons. The strategic direction and goals included in this plan are CDEA’s response on understanding of what its target clients and beneficiaries value most given the current opportunities and challenges in using culture as a tool for offering effective solutions in the society. The five-year period of this strategic plan will be a time for CDEA to take a leadership role in working with a broader array of key partners, and actively engage communities, governments and the private sector using culture as a tool. The fresh perspective on CDEA’s, vision, mission and understanding of its core business and the environment in which it operates in, CDEA will pursue the following strategic themes: Theme 1: Focus on sustainability, strategy and culture Theme 2: Strengthening of CDEA internal systems and processes Theme 3: Advocacy and thought leadership Theme 4: Artist promotion and development of performingarts infrastructure
3|P a g e
This strategic plan, which has three sections, will function as a management tool for CDEA. The first section focuses on identity and culture the second part focuses on about challenges and solutions, while the third plan’s focus is on the implementation of the strategic plan. Full implementation of the plan will move the organization toward more efficiency and effectiveness, achieve sustainability and impact will be achieved, and ensure that CDEA emerges as a leader not only regionally but also globally.
4|P a g e
CHAPTER 1: INTRODUCTION CDEA is a creative think-tank that promotes the use of culture as tool for sustainable development. To solve the numerous social, political and economic challenges faced in Africa, it is vital to address the cultural dynamics and nuances that these social challenges exist in. The traditional solution to solve challenges in Africa has been to push for more donor funding and invest in education. Whereas money and education are important, we must address the cultural components of existential issues to achieve sustainable development.CDEA believes that culture is as an enabler of sustainable development that provides peoples and communities with a strong sense of identity and social cohesion and contributes to more effective and sustainable development policies and measures at all levels. Therefore, there is need to have policies responsive to cultural contexts that can yield better, sustainable, inclusive and equitable development outcomes.CDEA’s work promotes Article 27 of the Universal Declaration of Human Rights (UDHR). Article 27: 1. Everyone has the right freely to participate in the cultural life of the community, to enjoy the arts and to share in scientific advancement and its benefits 2. Everyone has the right to the protection of the moral and material interests resulting from any scientific, literary or artistic production of which he is the author CDEA’S global objective can further be illustrated using the alternative framework for sustainable development shown below
5|P a g e
THE STRATEGIC PLANNING PROCESS CDEA exists to engage and deliver services to stakeholder that range from public, private, NGO, funding organizations and wide array of artists. To successfully engage all the above and create sustainable development solutions CDEA engaged WYLDE International to facilitate a strategic planning exercise to defineits strategic direction for the next four years. The agenda for the entire planning process was 1. 2. 3. 4. 5. 6. 7. 8. 9.
Introduction and icebreaker Historical analysis Internal analysis Competitive analysis Product/Service offering analysis External analysis Solution generation Prioritization and scheduling Budgetary estimates
6|P a g e
CHAPTER 2: SITUATIONAL ANALYSIS In the WYLDE International process adopted, an analysis of the history, trends and status of CDEAwas important in informing the strategiesthat the organization would undertake going forward. A two-part process was conducted to examine the internal and external operating environment of CDEA in order to inform the strategic focus that CDEA will take to attain its vision of building world-class startups.
CDEAHISTORICAL ANALYSIS CDEA was registered as a company limited by guarantee under the Companies Act 2002 of the United Republic of Tanzania and issued a Certificate of Incorporation number no. 86597, on October 19, 2011. It was also issued with a Certificate of Compliance number1445 under the NGO Act of 2002 on January 30, 2012 of the United Republic of Tanzania. At inception, CDEA was formed to strengthen artists and cultural civil society voice to advocate for a cultural dimension in all public policies and development programs in East African Community States.
MAJOR MILESTONES FOR CDEA 2011
2012 7|P a g e
Wins ED part of Commonwealth Advocacy Committee which was keen to adopt culture as part of development strategies CDEA founded as advocacy vehicle in October 2011 Constituted Board with Tourism, Environment, Urban Development and Media influence Challenges Registration as NGO challenge Physical meeting of board a challenge Funding, initially self-funded Coming up with a common mission Wins January 2012 certificate of compliance Member EAC civil society forum, challenges of seeing culture as agent of development Arts organization does not push socio-economic issues Funding from commonwealth to execute gender project seeking to place culture at the center of the Commonwealth Plan of Action for Gender Equality 2005-2015 Funding from board members Cultural leading workshop SA, met Greg Mwendwa helped HIVOS funding BASATA Partnership (BASATA) is Tanzanian government body charged with promotion of the arts Emmanuel first employee
“Search for Common Ground Funding” for gender project assignment that was poor executed due to poor stakeholder inputs SNV + KPMG Consultancy: Support 5 Community Radio’s (Afya Radio, Radio Faraja, Radio Kwizera, Kasibante FM and Radio Segerema) in the Lake Zone of Tanzania to use Outcome Mapping in their WASH Radio Programming Funding from Akiba to Support marginalized communities in Tanzania to use community radio as a platform to contribute to defining the ethics and values section in the new constitution of the United Republic of Tanzania Flavius joined the team
Challenges EU Funding call disappointment Office space challenges Asking board members for contribution a challenge
2013 2014
8|P a g e
Wins Funding from Akiba to see how marginalized communities can contribute to constitutional making process Africa Initiative Consultancy: End of Project External Evaluation – Song & Dance Project in Ngorongoro District Interim Strategic Plan documenting future programs Community radio program idea Angela joined as a volunteer Film critique clubs initiated Wins Hivos Funding: Capacity building of Arts Federations in Tanzania to be knowledgeable of the 2005 UNESCO Convention, and participate in agenda setting that will trigger the process for establishing a national implementation plan for the Convention in Tanzania. Stimulating artistic Innovation through critical debates and collaborative creations supported by information technology “Eco Terrace” Rooftop funded by HIVOS Eco-terrace completed Community radio initiated Mandolin Kahindi joined team as media officer Sam Jones setup consulting studios Namala Samson joins teams as an innovation officer UNESCO Consultancy: Development of capacities of Arts & Craft Arts Federation including women and men associations to improve the quality of their cultural expressions and be competitive at national and international markets Kilimanjaro Climb funding campaign
2015
Challenges HIVOS signals funding deficit Wins Center for Culture and Development Funding: Research in culture and creative industries with focus on film and music Kenneth Kasulwa Joined team specializing research and advocacy for both public and private sector
ANALYSIS OF KEY TRENDS The following were identified as trends that have become clearer as the organization has grown. 1. Steady growth through the years 2. Increased donor funding from internationals organizations and diverse organizations 3. Team has grown in number and chemistry 4. CDEA not well known 5. Minimum appreciation of culture as a development tool 6. Negative perception of culture in African context 7. Very innovative on generating new ideas 8. Good and improving infrastructure 9. Funding channels opened from networking activities 10. Involved board and diverse skills 11. Close links with government and intergovernmental agencies 12. Executive Director very passionate about culture
CDEA’S CORE BUSINESS WHAT IS THE CORE BUSINESS/CORE COMPETENCY OF CDEA AN ORGANIZATION? CDEA’s core business can be best described as originators of products, services and programs that place culture at the center of human development. 1. Policy research analysis and advocacy a. Ideas b. Commerce c. Learning d. Networking 2. Consultancy a. Training and Audits b. Policy c. Research and implementation d. Cultural Audits 9|P a g e
3. 4. 5. 6.
e. Cultural Understanding Programs a. Design and Implementation Events Promotion Eco-Terrace space event hosting Platform to support artists, radio, film lab
CDEA KEY CUSTOMERS The main recipients of CDEA’s services include: 1. Artists: Idea support, networking and learning 2. Government: Policy Analysis/ Implementation and Monitoring: A Ministry of Culture, BASATA, COSOTA 3. Civil Society Organizations: Working on culture issues and non-cultural issues 4. Development Partners
CUSTOMER NEEDS MET BY CDEA Artists: All Arts and Culture Forms 1. 2. 3. 4. 5.
Income generation Platform to be heard and seen Quality improvement and technical expertise Promotion of artist rights Artist rights awareness amongst artists
Government Entities 1. 2. 3. 4. 5. 6. 7. 8.
Capacity building for government officials: awareness and understanding of culture Information and data about the creative and cultural industries in Tanzania and East Africa Implementation of global conventions-support-maintaining and reporting Local implementation of National Cultural policies Development of local council policy, legislation, structure and technical assistance strategy Lobbying and advocacy Culture for development Human resource tools
Community Service Organizations 1. 2. 3. 4.
Arts as a tool for development Advocacy support Program development and implementation Cultural understanding and contextualization
10 | P a g e
Development Partners 1. Values Analysis-Part Of cultural audit 2. Program design Intergovernmental Bodies 1. 2. 3. 4. 5.
Culture Integration Mapping of creative industries Social development Culture for development: Themes: security, environment, agriculture Lobbying and advocacy
Corporate Organizations 1. 2. 3. 4.
Cultural awareness and understanding Arts and Culture as tool for marketing Cultural CSR programs Culture for design of products and services
CDEA UNIQUENESS 1. 2. 3. 4. 5. 6. 7. 8. 9.
Research leading to evidence based policy and practice Place culture at the center of development EA scope and partnerships Practical programs like radio and film Inspirational lectures connected to social innovation Focus on UNESCO convention Multicultural Board Multi-disciplinary Creative think-tank that is theoretical and practical focused on creative economy and urban revitalization
WHAT
CANCDEA BE BEST IN THE WORLD AT?
Designing and development of evidence based programs that place culture at the center of development in East Africa
11 | P a g e
THE FUTURE OF CDEA: THE DREAM Using the WYLDE International process, the CDEA team went through a dreaming session where they wrote down their dreams for CDEA. The dreams capture the desire for CDEA in wanting to be a major catalyst for the appreciation and placement of culture as integral component of social, economic and political development. 1. Have a creative hub 2. State of the art equipment cameras, sceneries, studios, warehouses 3. Platform for screenings, festivals, cinemas be popular movies, documentaries, locally and internationally 4. Big research department with continuous research, tracking trend over time 5. Home of reliable data on the industry that informs their products and services 6. Face of culture and industry 7. Midundo as major online radio with major links with popular and conscious musicians 8. Audio production house for adverts, programs for local and international radio stations 9. Artist management and promotion 10. East Africa Vibes Convert to showcase artist from CDEA and others
12 | P a g e
CHAPTER 3: CDEA’ S NEW ORGANIZATION IDENTITY VISION: An East African Community where culture is at the centre of development
MISSION: We facilitate multiple-stakeholders in East African to use culture and creativity as a resource to stimulate innovation and find solutions for sustainable production and lifestyles
MOTTO: Promoting creativity and innovation
CDEA’S CORE VALUES i. ii. iii. iv. v.
Respect for the diversity of cultural expressions Social cohesion and African cultural renaissance Professional excellence, Innovation, sustainability Integrity, credibility, transparency and accountability Empowerment, justice, equality and democracy
13 | P a g e
CHAPTER 4: INTERNAL AND EXTERNAL ANALYSIS INTERNAL ANALYSIS: SWOT Using the WYLDE International organization assessment process CDEAmapped their strengths and weaknesses and it is documented as follows.
IDENTITY AND CULTURE
STRENGTHS
WEAKNESSES
1. Creative relaxed environment 2. Chemistry within the team 3. Afro Thursdays 4. Pan-Africanism 5. Monday morning reflections 6. Open door policy 7. Colorful logo 8. Proactive board 9. Innovative
1. Define a lot of things like development, products, culture 2. Internal engagement to vision 3. External understanding of CDEAs identity 4. Poor board engagement
STRATEGY AND PLANNING
1. Organizational values for strategy and plan 2. Annual reviews of strategy 3. Fundraising for strategies 4. Everyone involved in planning 5. Policies that guide planning
1. Poor reviews 2. Proper work plans 3. Poor resource planning and budgeting 4. Contingency planning 5. Human resource planning
BUDGETING
1. Project faced budgeting 2. Books are audited 3. Automated financial system 4. Financial procurement
14 | P a g e
1. No internal finance person 2. Need for board member 3. Part time accountant 4. No budget forecasting 5. No surplus 6. Forex losses
policy 5. Donor accountability 6. Consultancies to bridge budget MARKETING BRANDING
1. 2. 3. 4.
Brand strategy Marketing plan Lack of donor directory No clear distribution channels
AND
1. Branding collaterals 2. Media presence 3. Influential blogs 4. Events have boosted the brand
PR AND COMMUNICATION
1. Strong industry networks and database 2. Good social media presence 3. Journal 4. Informative website
1. No strategy 2. Twitter 3. Budget constraints
BUSINESS DEVELOPMENT AND SALES
1. ED exposure to development world 2. Eight big partners 3. Wide variety of products
1. Need for dedicated resources 2. BD systematic process 3. Limited fundraising strategy 4. Sales pipeline
OPERATIONS AND SUPPLY CHAIN
1. Fravius does estate management and procurement 2. Modern audio visual group 3. Health and safety
1. Documented SOPs 2. Need office van 3. Improved I.T support
SERVICE DELIVERY
1. Positive mention by others 2. Positive feedback 3. Sought after for partnerships
15 | P a g e
1. Develop profile of services
4. Strategic partnerships 5. Positive referral by repeat customers QUALITY AND PROCESSES
1. Periodic reviews 2. Automated process 3. Culture of improvement
HUMAN RESOURCE
1. Passionate team 2. Good chemistry 3. Skilled and knowledgeable 4. Low power distance 5. Recognition of effort 6. Flexible and mature staff 7. KPI 8. Competitive recruitment 9. Mobilizing volunteers 10. Envisioned review
BOARD
1. Committed 2. Organization has a constitution
ICT
1. Staff well equipped
INFRASTRUCTURE FACILITY 16 | P a g e
AND
1. Eco Sanaa 2. Radio station 3. Office space
1. Conduct inventory
1. 2. 3. 4.
Teambuilding Policy Volunteer management Internship management policy 5. Systematic performance review
1. Develop CDEA Board policy 2. Board induction process 3. Quorum and regular meetings 4. Lacking key expertise finance and younger people 5. Geographical scope 6. Commercial board
1. Poor I.T support 2. Server not well protected
1. 2. 3. 4.
Film Lab Performance theater Parking Space to accommodate
INNOVATION RESEARCH AND DEVELOPMENT
1. Brainstorming session 2. In-house research for better sector understanding 3. Network with industry innovators 4. Film critique
5. 6. 7. 8. 1. 2. 3. 4.
500+ Training rooms Bar and restaurant Residential Van Action plans from brainstorming sessions Updated product portfolio Artist development policy Curator
EXTERNAL ANALYSIS: PESTEL The following Opportunities and threats are were identified using the PESTEL Analysis to conduct an external environment scan, and position CDEAto thrive and tap into opportunities that emerge locally, regionally and globally.
FACTOR POLITICAL
17 | P a g e
OPPORTUNITIES 1. Goodwill 2. Ministry of information culture youth and sports 3. BASATA 4. EAC, integration 5. Regulatory framework UNESCO 2005-local and regional support 6. AU action plan using arts 7. Capacity building support 8. Community theater 9. Addressing thematic issues
THREATS 1. BASATA ARTIST registration challenges 2. BASATA not proactive in development of creative arts 3. Conservative film board 4. Outdated political cultural policies 5. Challenges in domiciling the ministry 6. Limited budget 7. Media freedom
10. Policy development and advocacy ECONOMIC
1. Creative arts viable economic activity 2. Retail distribution 3. Online marketing 4. Local demand of indigenous products 5. Consistently growing economy 6. Rise of middle class 7. Diaspora market and remittances 8. Ministry of trade 9. Ministry of tourism support
TECHNOLOGY
1. 2. 3. 4.
ECOLOGICAL
1. Green initiatives 2. CDEA space showcase of energy 3. UNEP sustainable production and
18 | P a g e
Internet usage Mobile Digital migration Dropping prices on devices like phones 5. Production equipment cheaper 6. Cheaper broadcasting equipment 7. YouTube 8. Accessible production software 9. Tech savvy young people 10. Social media 11. Green screen 12. BPO
1. 2. 3. 4. 5.
Artist compensation Copyright infringement Royalties Distribution challenges Consumption productions standards and practices 6. TZ shilling depreciation challenges 7. EAC lack of cross border duty artistic content
1. Internet abuse 2. Technical skills shortage 3. Communications bill might be limiting 4. Media freedom challenges
1. High initial investment 2. Acts of God
consumption 4. Recycling for Arts SOCIAL
1. Youth empowerment 2. Promotion of consciousness value and positivity 3. Capacity building in arts curriculum and best practices 4. Appreciation of African things 5. Consumption of artistic item 6. Art for social change
1. Negative media content 2. Sexual exploitation of women 3. Education system curriculum pro science
LEGAL
1. Policy making advertisement to governments 2. Developing artistic right policies, bills etc. 3. Advocacy agenda for artists (creative industry act) 4. Capacity building of artist an their rights 5. AU advocacy 6. Harmonization of EAC artists rights 7. National youth 8. Capacity building of social services committee
1. Cross border tariffs 2. Limited CDEA political legislature networks 3. Jurisdictions challenges local versus regional (content+regional) 4. Appropriation challenges 5. Poor management of arts initiatives
19 | P a g e
CHAPTER 5: STRATEGIC THEMES After reviewing both internal and external factors, the following strategic themes were identified as key for CDEA to realize its vision mission. Over the next three years, these themes will be the basis of this strategic plan Theme 1: Focus on sustainability, strategy and culture Theme 2: Strengthening of CDEA internal systems and processes Theme 3: Advocacy and thought leadership Theme 4:Artist promotion and development of performing arts infrastructure
THEME 1: FOCUS ON STRATEGY IMPLEMENTATION, SUSTAINABILITY AND CULTURE To achieve its desired dreams for the next three years CDEA will have to adopt a mechanism for ensuring its strategic plan is implemented and tracked. In addition, to that is the need to create an organizational culture that reflects this dream as well as charting its way to financial sustainability OBJECTIVE 1: To ensure that the CDEA board, management and staff implement the strategic plan and keep track of strategic issues affecting the organization Proposed Activities: a) b) c) d) e) f) g) h)
Define and set focus on key core business areas and define success matrix for the organization Grand launch of Strategic Plan Develop quarterly work plans Develop departmental business plans and budgets Monitoring and evaluation mechanism Develop quarterly review mechanism Conduct quarterly reviews Package Strategic Plan as a fundraising tool
OBJECTIVE 2: Attain financial sustainability by diversifying client base and innovating into new revenue streams Proposed Activities: a) Develop products that solve major global social-economic problems (Agriculture, health, environment, education and governance) b) Develop donor directory and industry intelligence c) Develop products for central and district governments d) Develop products for corporate organization e) Production of targeted consumer products f) Develop advertising revenue and marketing plan for MIDUNDO g) Develop a solid business development plan for CDEA sales activities 20 | P a g e
h) i) j) k) l)
Develop marketing plan for CDEA programs, products and services VAS licenses to assist in distribution Partnerships with retailers across EAC Map out regional and global opportunities To register the business entity of the organization
OBJECTIVE 3: To create a shared unique identity and build team cohesion Proposed Activities: a) b) c) d) e) f) g)
Monthly out of office hangouts and internal vision casting sessions Define strong Pan African/Eco identify brand Forums to engage staff, board and arts member community Staff and board members reflection meetings at least once a year Define key words that describe CDEA’s identity Visual reminders of CDEA identity High quality collaterals that shout CDEA’s identity
THEME 2: STRENGTHENING CDEA’S INTERNAL SYSTEMS AND PROCESSES To achieve its dreams CDEA needs to strengthen its systems and processes to operate at a higher level of efficiency OBJECTIVE 1: TO STREGNTHEN HUMAN RESOURCE AND ORGANIZATIONAL DEVELOPMENT
Proposed Activities: a) b) c) d) e) f)
Review HR manual to align with proposed structure Periodic teambuilding session Skills audit and develop training schedule Job classification and grading Volunteer management policy Define performance review calendar
OBJECTIVE 2: Strengthen management and board governance Proposed Activities: a) b) c) d) e) f) g)
Board strategic skills audit (finance, IT, legal, fund management etc.) Define formal board induction process Regional board representation Identify and engage potential Advisory board members Commercial board constituted Biannual board meetings Board Management reports
21 | P a g e
OBJECTIVE 3:
Strengthen Operations, service delivery, Quality Management & Controls
Proposed Activities: a) b) c) d) e) f) g)
Develop and document departmental Standard Operating Procedures ISO certification of business processes Development of ECO label standard Develop service charter and training of staff on same Artist/client engagement policy Recommendation letters and endorsement on website CDEA branded ECO Van, Film Lab 4Wheel and office utility car/Tuk tuk
OBJECTIVE 4: Strengthen it systems and physical infrastructure Proposed Activities: a) b) c) d) e) f) g) h)
Document management systems reboot Have well planned IT data backup\security plan Comprehensive forward looking ICT strategy Strategic partnerships with technical skills providers Develop database of local creative service providers and share within creative community Development of CDEA mobile app Emergency procedures policies on fire, health or security and travel related issues Develop facilities/estate management policy
OBJECTIVE 5: Strengthen financial, supply chain, and legal systems Proposed Activities: a) Organizational and departmental budgeting/forecasting /targeting capturing administrative support b) Set surplus targets to facilitate endowment fund c) Set up impact investment fund to fund creatives d) Pricing of CDEA programs, products and services e) In house Finance/Administration and HR manager f) Procurement and logistics officer g) Advisory board member with strong financial acumen h) Organizational and departmental risk register and risk management policies OBJECTIVE 6: To build organization and staff capacity in sales, business development and partnerships Proposed Activities: a) Hire business development manager b) Pro-active relationship management strategy of past donors 22 | P a g e
c) Develop sales/fundraising tracking tool and review framework d) Training of program heads in business development and fundraising e) Proposal writing training of staff
THEME 3: ADVOCACY AND THOUGHT LEADERSHIP CDEA has a unique opportunity to be a Pan-African thought leader on the role of culture in human development. This will entail subject matter mastery through research, which will strategically feed advocacy efforts. In addition, to capturing insight CDEA will position itself strategically as thought leader through it marketing and PR efforts. OBJECTIVE1: To conduct research, document insights and trends on the role of culture in human development Proposed Activities: a) Research on the following areas: i)
b) c) d) e) f) g)
Knowledge development around culture and development
ii) Place of arts in modern curriculum iii) Skills development iv) Impact of absence of arts in primary and secondary education v) Contribution of arts in GDP vi) Impact of arts in social development vii) Arts as tool for youth employment viii)Place of culture in environmental conservation ix) Legislation, tariffs, tax incentive, cross border challenges in EAC and recommendations Two major annual research release Present research and insights at local/global conferences Present research on CDEA Website Local and international academic partnerships Develop an innovation and incubation framework Build capacity of CDEA technical skills training through strategic technical partnerships
OBJECTIVE 2: To advocate for artist rights and role of culture in human development Proposed Activities: a) b) c) d) e) f) g)
Develop advocacy and lobbying agenda for artist rights throughout EAC Engage central and local governments Engage government agencies related to the arts and creative industries Engage EAC and EALA Internal capacity building on government structures and jurisdiction challenges Development of private sector alliances Influential champions
23 | P a g e
OBJECTIVE 3: To advocate for culture’s role as a driver and enabler for sustainable development Proposed Activities: a) Research and advocacy for the creative economy b) Support civil society organizations to take the lead in evidence-based research for policy advocacy on integrating culture into national and regional polices and strategies c) Mainstreaming of cultural expressions in social development planning and programming i.e. Use of community drama, interactive video, participatory community radio programming for community mobilization in Agriculture, education, environment, gender, health, water and sanitation sectors for improvement governance, management and accountability, civic education and democracy d) Work closely with country mechanisms responsible for promotion of the Arts in East Africa, such as National Arts Council/ BASATA in Tanzania to facilitate multi-stakeholder platforms for the creation of public-private partnerships to develop the creative industries e) At national, sub-regional and regional level, we will work closely with the East African Community (EAC) and African Union (AU) mechanism to advocate for implementation of the Plan of Action for cultural and creative Industries in Africa OBJECTIVE 4: Develop superior marketing, PR and communication capacity for highlighting CDEA achievements and advancing CDEA agenda. Proposed Activities: CDEA should look at its marketing, communication and PR functions as a strategic tool for growing its brand rather than a business tool; similar to NGO use of communication to grow brands and highlight achievements. These functions are also vital in advancing CDEA research learning’s and spreading it advocacy agenda a) Engage PR, branding and communication strategist to develop CDEA/departments brand strategy b) Build internal capacity in event management\ marketing c) Develop internal and external communication collaterals d) Branded annual creative arts festival e) Develop social media strategy f) Centralized database of media industry networks g) Develop new mobile optimized website h) Strategic research releases i) Develop periodic publication j) CDEA profile video k) Video documentation of CDEA achievements and promotion of YouTube channel 24 | P a g e
THEME 4: ARTIST PROMOTION AND DEVELOPMENT OF PERFORMING ARTS INFRASTRUCTURE OBJECTIVE 1: Capacity building for artists and promotion of East African art scene Proposed Activities: CDEA is well placed to be an agent for mentoring and incubating aspiring artists as well as to be a catalyst for the growth of the East African art and culture scene. a) Skills development for artists and creative entrepreneurs through technical and business incubation and acceleration and market linkages b) Support creative events –writers, filmmakers, fashion designer c) Capacity building on artist rights d) Standardize artist curriculum e) Develop standardized framework, objectives for the creative hub f) Hire curator g) Organize arts showcasing events h) Building regional event and mobilization partnerships i) Local and International co-creation, design thinking and innovation forums j) Develop retail distribution partners across EAC k) Build linkages with regional production/broadcasting houses l) Distribution platform for the Diaspora m) Engage government to partner with artists to promote tourism and trade n) Influential champions
OBJECTIVE 2: Develop a co-workin space for creative and social entrepreneurs ( Hot Desks Masaki) Proposed Activities: There is an urgent affordable working space for startup creative and social entrepreneurs in Dar es Salaam. CDEA will therefore engage in the following activities to actualize this logistical need in the market:
Develop of Business case for Hot Desks Masaki Marketing of business case Secure co-working space house for leasing Market co-working space Launch co-working space
OBJECTIVE3: Develop a modern performing arts space in Tanzania Proposed Activities: There is an urgent need for a modern performing arts space in Tanzania. The proposed space would also be the global headquarters for CDEA. The space ideally would be composed of: 25 | P a g e
a. b. c. d. e. f.
g.
h.
i. j. k. l. m. n. o.
26 | P a g e
State of the art performance 500 seat Outdoor amphitheater 500 pax Multi-Purpose Hall/ Exhibition hall/gallery space/Eco Art Shop Community/Learning Space/Resource Center Restaurant + Dance floor /Lounge/Bar/Private Production warehouse i) Office and meeting room ii) Audio studio iii) Visual production equipment iv) Green screens v) Lighting vi) Computers accessories vii) Rehearsal space Broadcasting facility i) On air studio ii) Audio production studio iii) Newsroom iv) Office space for radio staff v) 15 pax meeting room CDEA office block i) CDEA HQ, 50 pax ii) 1 Major boardroom 20 pax iii) 2 meeting rooms 12 pax iv) Toilets v) Storage space vi) Kitchen vii) Break room Rental office space 50 pax, 30 Pax resident space and 3 Bedroom Executive Guesthouse 300 parking space ATM Manicured themed yard Backup generator Gym/Spa and swimming pool
CHAPTER 6: PROPOSED ORGANIZATIONAL STRUCTURE
Board of Directors
Advisory Board
Executive Director Documentary
Culture & Governance Research and Advocacy
& Future Creative Economy Incubator & Accelator programme
Artists Rights Audiovisual Incubator
Design Incubator
Pan-African Writers
Business Development
Hot Desks Masaki
Finance, Business Adminstration
Financial Management
Lounge & other events Eco Sanaa Village
Investment fund
HR Management
Support Services Managment Eco Sanaa Terrace & Hot Seats Management
Endownment Fund
Capacity Buildiing Consultancies
27 | P a g e
Strutured Workplace Learning Programme Management
CHAPTER 7: IMPLEMENTATION PLAN THEME 1: FOCUS ON STRATEGY IMPLEMENTATION, SUSTAINABILITY AND CULTURE OBJECTIVE 1: TO ENSURE THAT THE CDEA BOARD, MANAGEMENT AND STAFF IMPLEMENT THE STRATEGIC PLAN AND KEEP TRACK OF STRATEGIC ISSUES AFFECTING THE ORGANIZATION INITIATIVE MEASURE TARGETS TIMELINE IN QUARTERS RESPONSIBLE
Define and set focus on key core business areas and define success matrix for the organization Grand launch of Strategic Plan
Staff strategic planning retreat Board input
Develop departmental business plans and budgets Develop quarterly work plans
28 | P a g e
Create organizational planning template Departmental/ annual/quarterly plans created Develop short term planning tools to facilitate attainment of quarterly/annual plan
CDEA core business defined CDEA strategic focus and success indicators defined Staff and Board agree and sign off on strategic plan Strategic Plan Launched by July 31st , 2015 1 plan per department Short term planning tool created
Q2-Q3 2015 Engaging all key stakeholders Q3 2015 Strategic plan launched
Q3 2015 for current year Q4 every year for annual planning and budgeting process
ED
INITIATIVE
Monitoring evaluation mechanism
MEASURE
and
Develop quarterly review mechanism
Conduct reviews
Package Strategic Plan as a fundraising tool
29 | P a g e
quarterly
TARGETS
TIMELINE IN QUARTERS
Define Performance and Success indicators Reports templates for capturing success indicators
Quarterly organizational reviews with Wylde Monthly departmental reviews
Monthly departmental Reports Monthly organizational reports 4 quarterly reviews 12 Monthly reviews
Strategic Plan ready with clear action and budget items
Fundraising strategy consisting of budget items derived from Strategic Plan
Last Wednesday of every month Last Friday of every month
Last week (Friday) of every 3rd month Last Thursday of every month Q3 2015
RESPONSIBLE
OBJECTIVE 2:ATTAIN FINANCIAL SUSTAINABILITY BY DIVERSIFYING CLIENT BASE AND INNOVATING INTO NEW REVENUE STREAMS INITIATIVE MEASURE TARGETS TIMELINE IN RESPONSIBLE QUARTERS
Develop products that solve major global socialeconomic problems (agriculture, health, environment, education and governance) Develop donor directory and industry intelligence
Develop products for central and district governments
Develop and market product for corporate organization
30 | P a g e
Creating a cross functional product development / innovation team Strategic partnership in identified focus areas Annual donor engagement plan according to annual donor preferences
Develop project concepts for central and district governments
Development of project concepts and engaging corporates for sponsorship as part of CSR
Monthly blue ocean/ brainstorming sessions 1 major initiative per year across each identified sectors Donor engagement strategy and concept notes
3 project concepts ready
Q3-Q4 2015 Ongoing
Annual pipeline of 20 corporates to approach for sponsorship of project concepts
Ongoing
First Friday of ED every month Q2 2016 January every year
INITIATIVE
MEASURE
TARGETS
TIMELINE IN QUARTERS
RESPONSIBLE
Map out regional and global opportunities
Regional and Global opportunity mapping
1 regional program per year I global program per year
Q1 – Q4 2016 Ongoing
Develop advertising revenue and marketing plan for MIDUNDO Develop a solid business development plan for CDEA sales activities Develop marketing plan for CDEA programs, products and services
Advertising rates and marketing determined
Monthly advertising revenues realized
Q4 2015
BDM
Develop CDEA product portfolio and create sales and marketing plan
Sales and Marketing plan ready
Q3 2015
BDM
To register the business entity of the organization
Investment company incorporated
Memarts and articles’ of association in place
Q 4 2016
31 | P a g e
OBJECTIVE 3: TO CREATE A SHARED UNIQUE IDENTITY AND BUILD TEAM COHESION INITIATIVES MEASURE TARGETS
Define strong Pan African/Eco identify brand Define key words that describe CDEA’s identity Staff and board members reflection meetings at least once a year
Visual reminders of CDEA identity High quality collaterals that shout CDEA’s identity
Manual Info graphics Video Banners Posters
Monthly out of office hangouts and internal vision casting sessions
Take stock of CDEA achievements Define and implement CDEA traditions e.g. Pizza Days, Birthday Traditions, Movie Nights (To be captured
32 | P a g e
Define CDEA identity, values and their explanation Mandatory CDEA values internalization staff session
TIMELINE IN QUARTERS
Values and identity defined 1staff session every month 1 staff and board session every session
ED Q3 –Q4 2015 First Friday of every month Once a year
1 Manual 1 info graphic 1 video 3 Banners
Q3 2015
CDEA fun stuff annual calendar
Q3 2015
RESPONSIBLE
in an annual calendar)
Compile communicate success stories
and CDEA
Compile existing CDEA success stories (articles, videos) Documentation of CDEA success stories Share success stories
Artist town halls
Forums to engage staff, board and arts member community
33 | P a g e
Database of stories/videos created Stories published on CDEA Website/YouTub e Chanel 2 town halls a year
Q3 2015 Ongoing
Q4 2015
ED
THEME 2: STRENGTHENING CDEA INTERNAL SYSTEMS AND PROCESSES OBJECTIVE 1: TO STREGNTHEN HUMAN RESOURCE AND ORGANIZATIONAL DEVELOPMENT INITIATIVE MEASURE TARGETS TIMELINE QUARTERS
Review HR manual to align with proposed structure Periodic teambuilding session Skills audit and develop training schedule Job classification and grading Volunteer management policy Define performance review calendar
34 | P a g e
Engage HR Consultant Review current staff capacity Determine required new HR capacity Staff training audits
Revised HR Manual Training Calendar Teambuilding Calendar
Q3 2015 Q3 2015 Q3 2015
IN RESPONSIBLE
ED &HR & ADMIN
OBJECTIVE 2: STRENGTHEN MANAGEMENT AND BOARD GOVERNANCE INITIATIVE MEASURE TARGETS
Board strategic skills audit (finance, IT, legal, fund management etc. Define formal board induction process Identify and engage potential advisory board members Regional board representation Commercial board constituted Biannual board meetings Board management reports
35 | P a g e
Analyze current board effectiveness and strategic contribution to CDEAs growth Board induction manual Shortlist potential board advisors Shortlist commercial board members
Develop board meetings calendar Develop board management reports
TIMELINE QUARTERS
IN RESPONSIBLE
Board effectiveness report Board induction manual ready
Q3- 2015 Q3- 2015
Advisory board constituted Commercial board constituted
Q3 - 2015 Q1 – 2016
2 board meetings dates decided and communicated 2 annual board reports
Q3 2015 Every sixth month preceding the board meeting
ED
OBJECTIVE 3: STRENGTHEN OPERATIONS, SERVICE DELIVERY, QUALITY MANAGEMENT & CONTROLS INITIATIVE MEASURE TARGETS TIMELINE IN QUARTERS
Develop and document departmental Standard Operating Procedures
Map processes and critical paths Process documentations and reporting
Creation of Standard Operating Procedures for all departments and reports of the same
Q3 - 2015
ISO certification of business processes Development of ECO label standard
Certifications audit Initiate ECO Label process
ISO certification ECO label
Q2 2016 – Q2 2017 Q2 2017
Artist/client engagement policy Develop service charter and training of staff on same
Client Engagement policy ready Service Charter ready
Q3 2015 Q3 2015
Recommendation letters and endorsement on website
Define CDEA client engagement policy Define and articulate CDEA service offering and service charter components Document testimonials from satisfied clients
Testimonials of satisfied clients on website and collaterals
Q3 2015
36 | P a g e
RESPONSIBLE
ED& HR
HR ADMIN
&
INITIATIVE
MEASURE
CDEA branded ECO Van, Film Lab 4Wheel and office utility car/Tuk tuk
TARGETS
Budget and fundraise for operations vehicles
TIMELINE IN QUARTERS
Branded Van Purchased
OBJECTIVE 4: STRENGTHEN IT SYSTEMS AND PHYSICAL INFRASTRUCTURE INITIATIVE MEASURES TARGETS
Document management systems implementation Comprehensive forward looking ICT strategy
37 | P a g e
Document current IT systems Standard Operating Procedures and reset procedures Train all office staff on IT systems rebooting Map out IT staff requirements and decide to hire part time or full time IT officer Map out and document current
Management systems documentation and training done Full time/part time IT Officer CDEA IT asset register ready and assets permanently tagged CDEA IT policy and master plan ready
RESPONSIBLE
Q2 2016
ED/FO
TIMELINE IN QUARTERS
RESPONSIBLE
Q3 2015 Q2 2016 Q3 2015 Q4 2015
Short Term: ED/LO Long Term: ED, Future IT Officer HR & ADMIN
INITIATIVE
MEASURES
Have well planned IT data backup\security plan
Development of CDEA mobile app Strategic partnerships with technical skills providers Develop database of local creative service providers and share within creative
38 | P a g e
TARGETS
TIMELINE IN QUARTERS
CDEA IT assets Conduct CDEA IT hardware and software needs assessment Develop CDEA IT policy and master plan
Analyze current IT data back up and security status of CDEA Staff trained on IT data backup and security Engage mobile app developer Identify potential IT partners and develop partnership proposals Aggregate information and data on local art stakeholders
CDEA IT data and security systems updated and documented Staff trained
Q3 2015
Mobile App Live IT partnerships established
Q2 2016 Q4 2015
Database integrated into website
Q4 2015
RESPONSIBLE
INITIATIVE
MEASURES
TARGETS
TIMELINE IN QUARTERS
RESPONSIBLE
community
Emergency procedures policies on fire, health or security and travel related issues
Develop facilities/estate management policy
39 | P a g e
Engage a health and safety consultant Develop an overall health and safety plan Develop emergency procedures for CDEA and carry out training Develop first aid policies and training Next of kin procedures Map out facilities management processes and Standard Operating Procedures
Q3 2015 Q3 2015 Q3 2015 Q3 2015
Facilities management manual and reports ready
Q3 2015
Health and safety manual Staff trained on health and safety Staff trained on first aid Next of kin register
HR & ADMIN
OBJECTIVE 5: STRENGTHEN FINANCIAL, SUPPLY CHAIN, AND LEGAL SYSTEMS INITIATIVE MEASURE TARGETS
Organizational and departmental budgeting/forecasting /targeting capturing administrative support In-house finance/administratio n and HR manager Pricing of CDEA programs, products and services Organizational and departmental risk register and risk management policies
Advisory board member with strong financial acumen Set surplus targets to
40 | P a g e
Develop budgets and forecasts that capture administrative costs Hire finance/administration officer Price CDEA products and services Identify potential risks and potential solutions
Identify advisory board member with strong financial acumen Setup an endowment
Annual Organization/ department budgets Finance and administrationofficer hired Product portfolio heads Risk register ready
TIMELINE IN QUARTERS
RESPONSIBLE
Q4 Every year for ED /FO next year’s budget Q4 2015 Q3 2015 Q3 2015
Finance Advisory • Q4 2015 board member •Q4 2017 inducted Endowment fund
INITIATIVE
MEASURE
facilitate endowment fund
fund
Set up an investment fund to fund creatives
Setup investment fund
TARGETS
TIMELINE IN QUARTERS
RESPONSIBLE
setup
Investment setup
fund
Q2 2017
OBJECTIVE 6: TO BUILD ORGANIZATION AND STAFF CAPACITY IN SALES, BUSINESS DEVELOPMENT AND PARTNERSHIPS INITIATIVE MEASURE TARGETS TIMELINE IN QUARTERS RESPONSIBLE
Hire Business Development Manager
Develop sales/fundraising tracking tool and review framework Pro-active relationship management strategy of past doors
41 | P a g e
Search for experienced and teachable business development manager Develop business development tool with identified opportunities and set sales targets with review mechanism Monitor donor funding priorities and maintain Calendar of
Business Development Manager Hired Sales target of ___ set and tracked Proposals submitted
Q1 2016 Ongoing Ongoing
ED and BDM
INITIATIVE
MEASURE
TARGETS
TIMELINE IN QUARTERS
RFP deadlines
Training of program heads in business development and fundraising Proposal writing training of staff
42 | P a g e
Engage consultant to train staff Continuous training on same
Staff Trained in business development and proposal training Annual training
Q3-Q4 2015 Ongoing
RESPONSIBLE
THEME 3: ADVOCACY AND THOUGHT LEADERSHIP OBJECTIVE 1: TO CONDUCT RESEARCH, DOCUMENT INSIGHTS AND TRENDS ON THE ROLE OF CULTURE IN HUMAN DEVELOPMENT INITIATIVE MEASURE TARGETS TIMELINE IN RESPONSIBLE QUARTERS
Research on the following areas i) Culture and development ii) Place of arts in modern curriculum iii) Skills development iv) Impact of absence of arts in primary and secondary education v) Contribution of arts in GDP vi) Impact of arts in social development vii) Arts as tool for youth employment viii) Place of culture in environmental conservation ix) Legislation, tariffs, tax incentive, cross border challenges in EAC and recommendations
Two major annual research release Present research and insights local/global conferences Present research on CDEA Website
43 | P a g e
at
Develop research focus areas and priorities
Plan for two major events to release research Plan to attend one major global
Research calendar ready Research conducted
Q3 2015 Ongoing
Two annual research release event held Research presented at
Q4 2015 Ongoing Q2 2016Ongoing Ongoing
RO
INITIATIVE
MEASURE
Local and international partnerships
academic
Develop an innovation and incubation framework
44 | P a g e
TARGETS
conference to present research findings Create research section on website Identify Strategic institutions to develop MOU’s with joint research and innovation Review current curriculum against top global curriculum Identify areas requiring external technical capacity Align current curriculum to local needs
TIMELINE QUARTERS
global conference Research finding presented on website
MOU’s signed
Q1 2016
Revised curriculum ready and being used
Q3 – Q4 2015
IN RESPONSIBLE
INITIATIVE
MEASURE
Build capacity of CDEA technical skills training through strategic technical partnerships
MOU’s with technical partners Identify capacity building partners to help bolster CDEA curriculum e.g. business skills training partners Curriculum partners MOU
TARGETS
TIMELINE QUARTERS
MOU’s signed
Q1 2016
OBJECTIVE 2: TO ADVOCATE FOR ARTIST RIGHTS AND ROLE OF CULTURE IN HUMAN DEVELOPMENT INITIATIVE MEASURE TARGETS TIMELINE QUARTERS
Develop advocacy and lobbying agenda for artist rights throughout EAC, EALA and AU
Determine key agenda items to push and create agenda strategy
Engage central and local government agencies related to the arts and
List and Establish networks with ___ state agencies
45 | P a g e
Advocacy and lobbying agenda strategy ready
Established working relationships with___ state
IN RESPONSIBLE
IN RESPONSIBLE
Q1 2016
Ongoing from Q4 2015
ED
INITIATIVE
MEASURE
TARGETS
creative industries
TIMELINE QUARTERS
IN RESPONSIBLE
agencies a year
Internal capacity building on government structures and jurisdiction challenges
Research on legislation, tariffs, tax incentive, cross border challenges in EAC and recommendations
Development of private sector alliances
List and Establish networks with ___ corporates
Influential champions
Identify and approach influential/public/eminent personalities to push for artist rights
2 Annual training sessions
1st one in Q1 2016-Biannual
Established working relationships with corporates a year
Ongoing from Q4 2015
Three champions a year
Ongoing from q4 2015
OBJECTIVE 3: TO ADVOCATE FOR CULTURE’S ROLE AS A DRIVER AND ENABLER FOR SUSTAINABLE DEVELOPMENT . INITIATIVE
MEASURE
Research and advocacy for the creative economy
46 | P a g e
Commission research Organize conference Follow-up on advocacy issues
TARGETS
TIMELINE IN QUARTERS
RESPONSIBLE
Culture and Governance Programme Officer
1 research per year I conference per year Two issues for follow up and action
Ongoing
INITIATIVE
MEASURE
TARGETS
TIMELINE IN QUARTERS
Support civil society organizations to take the lead in evidence-based research for policy advocacy on integrating culture into national and regional polices and strategies
Agenda-setting for advocacy Coordination of country focal point agendas Follow-on key issues at national and regional level
1 creative economy coalition in the East Africa member states
Q1 –Q4 annually
Mainstreaming of cultural expressions in social development planning and programming i.e. Use of community drama, interactive video, participatory community radio programming for community
Build an online audience critical of social injustice issues Butiama Community Radio to address social justice issues
Midundo Onlie Radio’s programming targets the youth using a social justice approach and promotes accountable governance
Q1 –Q4 annually
Establish Butiama Community Radio 1 proposal funded to address social justice issues in agriculture, education, environment, gender,
47 | P a g e
Use cultural expression in consortium proposals to address social justice issues in agriculture, education,
RESPONSIBLE
INITIATIVE
MEASURE
TARGETS
mobilization in agriculture, education, environment, gender, health, tourism, water and sanitation sectors for improvement governance, management and accountability, civic education and democracy
environment, gender, health, tourism, water and sanitation sectors
health, tourism, water and sanitation sectors
Work closely with country mechanisms responsible for promotion of the Arts in East Africa, such as National Arts Council/ BASATA in Tanzania to facilitate multistakeholder platforms for the creation of public-
Get permits to carry out activities in Tanzania Have joint programming with national arts councils, ministries responsible for arts and culture to host multistakeholder platforms to develop the creative industries
1 annual permit from BASATA 2 partnerships
48 | P a g e
TIMELINE IN QUARTERS
Q1-Q4 annually
RESPONSIBLE
INITIATIVE
MEASURE
TARGETS
TIMELINE IN QUARTERS
private partnerships to develop the creative industries
At national, sub- regional and regional level, we will work closely with the East African Community (EAC) and African Union (AU) mechanism to advocate for implementation of the Plan of Action for cultural and creative Industries in Africa
49 | P a g e
Advocacy for the liberalization of trade in services for the creative industries with EAC Advocacy for EAC IP Strategy Designing and advocacy for Guidelines Cultural Clauses in Trade and Investment Agreements Support to AU in promoting culture and creative industries through knowledge development and advocacy
Engagement with the EAC Culture and Sports Officer Engagement with the Head of Culture, AU
Q1 –Q4 annually
RESPONSIBLE
OBJECTIVE 4: DEVELOP SUPERIOR MARKETING, PR AND COMMUNICATION CAPACITY FOR HIGHLIGHTING CDEAACHIEVEMENTS AND ADVANCING CDEA AGENDA. INITIATIVE MEASURE TARGETS TIMELINE IN QUARTERS RESPONSIBLE
Engage PR, branding and marketing strategist to develop CDEA/departments brand strategy
Engage marketing, PR and branding consultant to develop brand and marketing strategy as CDEA value proposition
Marketing, brand, PR and communication strategies Ready
Q3 – Q4 2015
Build capacity of internal marketing staff
Current staff training needs analysis
2 staff trainings held per year
Q3 2015/ Bi Annual
Develop both internal and external communication collaterals
Develop relevant media kits and collaterals Design CDEA office to incorporate visuals and collaterals that promote CDEA culture, achievements and key wins Select and engage and social media strategist Engage web developer
Marketing and communication collaterals ready CDEA office designed and decorated to reflect brand
Q3 – Q4 2015 Q4 2015
Social media strategy ready dedicated staff growing social media relevance of CDEA
Q3 - Q4 2015 Q1 2016
Develop social media strategy New website that is optimized for mobile browsing
50 | P a g e
BDM
INITIATIVE
MEASURE
TARGETS
New mobile optimized website up
TIMELINE IN QUARTERS
RESPONSIBLE
Centralized database of media industry networks
Identify and index relevant media industry players
Media industry database ready
Q4 2015 Continuously Updated
Develop periodic publication Strategic research releases
Develop quarterly publication on place of culture and arts in human development Media events to release research Develop theme and organize annual creative arts festival
Quarterly publication published 2 research release media events a year
Q4 2015 Biannual Biannual
RO
Annual event held
Q1 2016
BDM
Create CDEA profile video Create promotional videos/topical video to be posted on CDEA YouTube channel
Profile Video Created ___ Videos created per quarter
Q3 2015 Q3-Q4 2015
ED/ AVPO
Branded annual creative arts festival
CDEA profile video Video documentation of CDEA achievements and promotion of YouTube channel
THEME 4: ARTIST PROMOTION AND DEVELOPMENT OF PREFORMING ARTS INFRASTRUCTURE 51 | P a g e
OBJECTIVE 1: CAPACITY BUILDING FOR ARTISTS AND PROMOTION OF EAST AFRICAN ART SCENE INITIATIVE MEASURES TARGETS TIMELINE IN QUARTERS RESPONSIBLE
Skills development for artists and creative entrepreneurs
Support creative events – writers, creatives hookup/sundowner, filmmakers, fashion designer, musicians Capacity building on artist rights Standardize artist curriculum Develop standardized framework, objectives for the creative hub
52 | P a g e
Technical and business incubation (fashion and accessories design, interior and exterior design) Acceleration of creative products and services through market linkages Partnership with vocation education and Training Authority (VETA) Organizing weekly creative events
Organize events to empower and inform artists on their rights Revise and localize artist curriculum against global best standards Create a plan with
4 incubators annually Certification of courses
4 events per month
Q1-Q4
ED
Creative Economy Programme Officer
Q2 2020
Q3 2020
Q1-Q4
Creative Economy Programme Officer
Q1 and Q3 every year Q4 2015
RO
Two artist town halls a year Revised Curriculum ready Creative hub programme linked to 6 satellites (Kigamboni,
INITIATIVE
MEASURES
Hire Curator Organize arts showcasing events Building regional event and mobilization partnerships
clear objectives for the creative hub Have statelite focal points/organizations Create curator JD and conduct interviews Organize events to discover untapped art talent as well as promote established talent
TARGETS
TIMELINE IN QUARTERS RESPONSIBLE
Bagamoyo, Kilwa, Iringa, Arusha and Mwanza)
Curator Hired Calendar of ___ annual events ready
Q2 2017 Q4 for next year
Develop retail distribution partners across EAC Build linkages with regional production/broadcasting houses Distribution platform for the Diaspora
Develop comprehensive distribution strategy with clear milestones for both internal action points and action points involving establishing networks with external parties
CDEA distribution strategy ready
Q4 2015
Engage government to partner with artists to promote tourism and trade
Research on events that CDEA can be part of as well as submit concepts to government for
Calendar of at least two annual events in partnership with government
Q4 of every year for ED next year events
53 | P a g e
BDM
INITIATIVE
MEASURES
TARGETS
TIMELINE IN QUARTERS RESPONSIBLE
partnership
OBJECTIVE 2: DEVELOP A CO-WORKING SPACE FOR CREATIVES AND SOCIAL ENTERPRENUERS INITIATIVE MEASURES TARGETS TIMELINE IN QUARTERS
Develop of Business case Marketing of business case
Secure co-working space Market co-working space Launch co-working space
Engage Business development expert
Engage real estate agent to help secure house for lease Develop marketing campaign Launch party
Identify a co-investor into the shared working space/ Secure commitment of 20 clients for 1st year
End of Q3 2016 –Q1 2017
House for subletting secured Marketing campaign ready Broken Ground
Q3 2016
Q4 2016
Q1 2017
OBJECTIVE 3: DEVELOP A MODERN PERFORMING ARTS SPACE IN TANZANIA (ECO SANAA VILLAGE) INITIATIVE MEASURES TARGETS TIMELINE IN QUARTERS
54 | P a g e
RESPONSIBLE
ED, FO/HR AND BDM
RESPONSIBLE
INITIATIVE
MEASURES
Develop a five year business case for Eco Sanaa Village
Develop building plans and models Develop budgets Secure Land Capital campaign Break ground
Site ready launched
55 | P a g e
and
TARGETS
Engage a business development consultant Broker CDEA to strategic investors Engage architect and quantity surveyor
TIMELINE IN QUARTERS
Business plan in place Strategic investor/s secured
Q 2 2017
Q4 2020
Building plans and budget ready
End of Q1 2021
Engage real estate agent to help secure land Develop capital campaign Start Construction
Q4 2017 Q4 2017 – Q1 2020
Land Secured Capital campaign fundraising strategy and proposals ready and auctioned Broken Ground
Q2 2021
Construction to be finalized
Site Ready
Q2 2021
RESPONSIBLE
ED and BDM
ED, FO/HR AND BDM
