Stakeholder Management in the Implementation of Community Arts Centres Policy in South Africa: A Comparative Case Study of Indonsa and Fezile Dabi CACs

Abstract

This study critically examined the implementation of Community Arts Centres (CACs) policy in South Africa, with a specific focus on stakeholder management. Despite being envisioned as vehicles for cultural participation, community development, and social cohesion, many CACs have struggled to fulfil their mandate due to fragmented governance, poor coordination among stakeholders, and unclear policy translation. Using a qualitative, comparative case study approach, the research focused on two CACs—Indonsa in KwaZulu-Natal and Fezile Dabi in the Free State—selected for their contrasting contexts and administrative arrangements. Primary data were collected through 21 semi-structured interviews with government officials, CAC managers, staff, users, and community members, supplemented by field observations and document analysis. The study revealed that ineffective intergovernmental relations, limited policy literacy, under-resourced infrastructure, and weak participatory mechanisms hinder policy implementation. Furthermore, the research highlighted the lack of a coherent stakeholder engagement framework and the absence of institutional support for leadership and programme development. Drawing on stakeholder theory and intergovernmental relations literature, the study concluded that meaningful policy implementation in CACs depends on collaborative governance, clearly defined roles, transparent communication, and community participation. Key recommendations include the development of a national stakeholder management framework, institutionalisation of local advisory forums, capacity-building for CAC leadership, and the alignment of national policy with on-the-ground realities. The study offers insights relevant to policymakers, practitioners, and cultural stakeholders seeking to revitalise CACs as vibrant community assets.