government communication and information system strategic ... · 8.4 programme 4: communication...

STRATEGIC PLAN2012/13 – 2016/17

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TABLE OF CONTENTSForeword by the Minister 2

Foreword by the Chief Executive Officer 4

Part A: Strategic overview 81. Vision 8

2. Mission 8

3. Organisational values 8

4. Legislative and constitutional mandate 9

5. Planned policy initiatives 9

6. Situational analysis 10

6.1 Performance environment 10

6.2 Organisational environment 12

6.3 Description of the strategic planning process 15

7. Strategic outcome-oriented goals of the institution 15

Part B: Strategic objectives 168. Departmental programmes 17

8.1 Programme 1: Administration 17

8.1.1 Resource considerations 23

8.1.2 Expenditure trends 24

8.1.3 Risk management 24

8.2 Programme 2: Communication and Content Management 25




8.3 Programme 3: Government and Stakeholder Engagement 40




8.4 Programme 4: Communication Service Agnecy 50




Part C: Links to other plans 549. Public entities 54

9.1 Media Development and Diversity Agency 54

List of Acronyms 56

Contact details 57

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FOREWORD BY THE MINISTER

“The two words ‘information’ and ‘communication’ are often used interchangeably, but they signify quite different things. Information is giving out; communication is getting through.” – Sydney J. Harris (late American journalist and columnist).

South Africa is on the threshold of another critical phase in its development as a democracy and economy.

Our emphasis as government on higher growth and job creation to reduce and ultimately eradicate poverty and inequality is, as President Jacob Zuma has put it, “the solution for the country”.

In addition, the President indicated in the 2012 State of the Nation Address that the work done in the previous year to create jobs “in-dicates that if we continue to grow reasonably well, we will begin to write a new story about South Africa – the story of how, working together, we drove back unemployment and reduced economic inequality and poverty”.

“It is beginning to look possible; we must not lose this momen-tum,” the President said.

We are mindful, as we turn to the Government Communication Strategy for the years to come, that while the Government Com-munication and Information System (GCIS) is at the heart of our story-telling as a nation, mere words are not, as someone once said, a substitute for action.

We are therefore aware that our underlying performance as a government and as a society as a whole is what will ultimately constitute the “new story about South Africa”.

It has been our experience in recent years that the South African story is more compelling and energising at home and abroad.

Greater numbers of South Africans are confident that the country is moving in the right direction, based on the five key priori-ties – fight against crime and corruption, health, employment, education and rural development – we have set for ourselves, and citizens are aware that our economy, which is strongly integrated into the international economy and financial systems, has been able to withstand the worst effects of the global downturn.

Internationally, this has positioned our country as a safe(r) haven for potential investors and trade partners.

As we set out over the coming years to finalise the National Development Plan, which sets out where we want to be in 20 years’ time, and as we embark on a massive infrastructure development drive, the hopes of our own people and the interest of international investors and trade partners are destined to intensify.

The infrastructure development programme is the ultimate public-private partnership into which we will enter – a programme in which government will procure extensively from the private sector that will, in the process of establishing the infrastructure, create jobs and contribute to the better life that remains our ultimate goal.

The years covered by the GCIS Strategic Plan therefore constitute a period during which we will need to energise the nation around our development goals and maintain the confidence of investors and partners internationally.

It is a time when the economic landscape will change dramatically, hopefully accompanied by an equally uplifting change in the psychological landscape of the nation as we develop pride in our achievements and share the wealth of the nation more equitably than before by closing the poverty gap and creating more opportunities for more of us.

It is against this backdrop that the GCIS Corporate Strategy and the National Communication Strategy will unfold until 2017, with flexibility being retained for changes in the objective environment that may force adaptations to new circumstances or challenges.

However, most of our assumptions are positive and ambitious, in keeping with our belief that South Africa continues to forge ahead in the right direction.

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Our communication effort – getting through, that is – will be commensurate with our role as a developmental state that is located at the centre of a mixed economy, a state that has to lead and guide the economy and intervene in the interest of the poor, given the history of our country.

The GCIS will set about its mission conscious that each new year brings new challenges, new opportunities, new options and new technologies for us to communicate and through which to communicate.

During the period covered by this strategy, the GCIS will modernise its operations and practices and ramp up its outputs, from providing training to communicators, to leveraging government’s considerable buying power in the advertising sector.

The GCIS will provide leadership at home while taking global best practice into account, of course within the confines of our fiscal means.

The adoption of new technologies and the skilling and reskilling of staff will be complemented by the outsourcing of key projects to partners in the private sector, stimulating business activity in the communications sector in the country. The GCIS is undertaking also to deepen stakeholder relations so we can engage directly with communities and key con-stituencies in our society and economy, as we do not expect media to convey every detail and nuance of our work or intent to such groups.

Our communication effort should during these years match our role and standing in the international community and the global economy. The GCIS will therefore work more closely with The Presidency, the Department of International Relations and Cooperation and the economic clusters to ensure that our voice is heard internationally and that we hear the interna-tional community as clearly.

The forthcoming milestones of 20 Years of Democracy, the fifth democratic general election and the Millennium Development Goals are among landmarks that will arise during this strategic period.

These are all exciting, communication-intensive milestones through which we can entrench social cohesion and build inter-national interest and confidence in our ability as a country.

In the spirit of Working Together and given the GCIS’ strategic positioning as the pulse of excellence in government com-munications, the GCIS will strengthen partnerships with stakeholders in government communication, the National Executive, provinces, local government and the private sector.

The strength of relationship is crucial in an environment where a complex web of inter- and co-dependencies are the key to our eventual success.

I take this opportunity to commend this Strategic Plan to Parliament and to wish the GCIS Chief Executive Officer, Mr Jimmy Manyi, and his GCIS team all of the best in their contribution to creating a better life for all our people.

Thank you.

-----------------------------------------------Mr Collins ChabaneMinister in the PresidencyExecutive authority of GCIS

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FOREWORD BY THE CHIEF EXECUTIVE OFFICER

The Strategic Plan of the Government Communication and Infor-mation System (GCIS) for the period 2012/13 to 2016/17 covers a critical period in the country’s development as a democracy and a force in the international system.

The strategic plan anticipates foreseeable and unforeseeable developments that will place significant demands on the GCIS ability and readiness to function as the pulse of excellence in gov-ernment communication.

In terms of the content of our communication, the focus remains the five national priorities of security, health, employment, educa-tion and rural development.

This focus will be augmented by the emphasis on infrastructure development, which is designed to act as a catalyst that will positively influence the achievement of government’s objectives around the five key priorities.

Our thinking on the period ahead has been shaped by our quest for continuity that will build on our strengths and past successes, as well as by strategic input by Minister Collins Chabane and the Deputy Minister Obed Bapela, as well as research on public opin-ion and media discourse.

At the same time, our strategy builds on our record and reputa-tion as the institution providing strategic leadership in government communication and coordinating the government communication system across all spheres of the government.

In terms of constraint, this strategic plan sets out an ambitious programme of work in the face of limited fiscal resources, especially in the early years of the period under discussion.

Adequate resourcing is essential for the implementation of both the GCIS Corporate Strategy and the Government-wide Communication Strategy that calls for an efficient organisation and a dynamic programme of engaging with South Africans and international stakeholders.

Informative. In touch. In partnership.

In serving as the “pulse”, the anticipated outcome is that of a public – in the country and abroad – that is effectively informed about government’s policies, plans and programmes, and engages in two-way communication with government in the spirit of Working Together.

The climate in which we will operate in the years under discussion is shaped by a range of insights and experiences arising from the socio-political environment as well as from technological and economic factors.

South Africa’s integration into the global economy has left the country vulnerable to the impact of the downturn on domestic conditions and especially the effort to create jobs. At the same time, our policy frameworks and pursuit of alternatives, includ-ing the Green Economy, have delivered some forms of resilience and shielding against global knock-ons.

Performance barometer

In terms of public perception, South Africans are demanding greater government intervention and effectiveness in delivering services, controlling the cost of living, reducing crime rates, creating jobs, fighting corruption and increasing transparency and accountability.

These public priorities and demands for action line up clearly alongside government’s own ambitions and delivery agree-ments in these areas.

Between half and three-quarters of South Africans perceive government as performing well in improving healthcare, deliver-ing welfare payments, addressing education, promoting nation-building, encouraging international investment and improving public transport, among other positive developments.

These perceptions are at play at a time when the country is building up to marking 20 years of democracy, holding a fifth general election and assessing its performance against the Millennium Development Goals.

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These landmarks are destined to generate intense internal assessments and public scrutiny over the performance of the current Administration and the dividends of the democratic dispensation as a whole since its inception.

At the same time, South Africa is being globalised rapidly through its role and profile as a force for good and transformation in the international system and its association with the emerging economic and political powers of the south, including Brazil, China and India.

How people make sense of it all

The GCIS is tasked with bringing government information to citizens who are inundated with multiple sources – human and technological – of information minute-by-minute.

Much as there is only one government, information emerging from this source competes for citizens’ attention spans and interaction with many other sources that impact on people’s awareness and perception of government.

Between 2006 and 2010, radio was the most widely used media source in the country, followed by television, and with cell-phones outstripping the use of newspapers across all living standards measures (LSM) groups.

Even so, slightly less than a fifth of South Africans were found to have accessed the Internet during a sample seven-day period in the first half of 2011.

Noting rapid advances in information and communication technology, the GCIS will encourage the adoption of and ex-perimentation with new technologies, fully aware that new modes may be short-lived or those new, previously unimagined options may become available in the next few years.

Action stations – the GCIS at workValue for money

For the GCIS, one of the key programmes in the years ahead is the entrenchment of the practice of media bulk buying on behalf of all departments and entities. This initiative will maximise government’s buying power in the media market and en-sure coherence of messages across campaigns.

This initiative will also entail recruitment of appropriately skilled and qualified staff as well as the acquisition of technology that will enable efficient service to client departments in a fast-paced environment, without compromising procurement regu-lations or creative quality.

Excellence in this area is critical to gain confidence across government that GCIS has got the people and the systems to run an efficient cost effective operation. GCIS has a duty to win back government accounts over and above relying on the Cabinet decision to centralise media buying.

GCIS in pursuance of achieving plurality and diversity will in particular also focus on the new entrants including community media, small commercial and larger media.

Grooming government communicators

The GCIS will during this period launch an unprecedented effort to train professional communicators and political leadership in communication skills, with a National Qualifications Framework credit bearing or accredited qualification.

This effort will build communication capacity nationally, provincially and locally, and will ensure that communication profes-sionals will be effective in the full spectrum of communication, from interpersonal methods to working with media and man-aging campaigns.

This effort will involve partnership with public communication institution across Africa and other international centres as part of bringing the practice of government communication in line with best experiences globally.

Operational improvement

The most significant development during the period ahead is the relocation from the current headquarters in the centre of Pretoria to the new business hub in Hatfield.

This development is critical for staff morale and our relationship with stakeholders including The Presidency, political princi-pals who rely on the GCIS infrastructure in their dealings with media, government communicators around Pretoria and the media.

The new premises are designed – literally and figuratively – to unleash creativity, establish synergy among business units that need to work together in close quarters but are currently physically dispersed, and to enhance our reputation and rela-tions with stakeholders.

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During this period, the GCIS will modernise various operations to ensure effectiveness and position the organisation as an employer and partner of choice in a professional and industrial sector that is highly responsive and innovative.In one aspect, supply chain management will be leveraged to enable the new programmes outlined earlier and to drive transformation in the sectors who we work with and procure goods and services from.

In human resource development and talent management new policies have recently been adopted to ensure high staff mo-rale and productivity during the period ahead.

The automation of certain business processes, a new induction programme for incoming staff and the provision of technol-ogy that will allow staff to be productive when working remotely from Head Office or the nine provincial centres are on the drawing board as well.

On message

This strategic plan covers a range of content-driven initiatives for improved engagement with audiences and constituencies within the country and elsewhere.

We anticipate:

• increasing the frequency of the Vuk’uzenzele newspaper• making greater use of social media• stepping up engagement with community media• broadening the GCIS suite of publications• rewarding excellence in government communication across all spheres• maintaining alignment between cluster communication strategies and the broader Government Communication Pro-

gramme• expanded use of platforms such as community media, seminars, workshops,public participation, door-to-door interactions

and Thusong Service Centres• engagement with community media and other formations not represented by established structures such as the South

African National Editors’ Forum or the Foreign Correspondents’ Association of Southern Africa• working more closely and strategically with the Media Diversity and Development Agency to bring information to South

Africans in media-poor parts of the country, strengthen our dialogue with citizens and catalyse transformation of the media sector and media economy

• offering unprecedented services and facilities to media from the new GCIS headquarters.

In closing

As the pivot of the government-wide National Communication Strategy, the GCIS is required to fine-tune its own operations to mobilise respect and support across the total communication system.

The period ahead demands energy and innovation on the part of the GCIS and the total system and demands that we assert our long-held perspective that the GCIS is tasked with “communication as delivery, and not communication about service delivery”.

It is a task we look forward to and through which we will serve the nation in totality.

I wish to take this opportunity to thank Minister Collins Chabane, Deputy Minister Obed Bapela and the Parliamentary Portfolio Committee on Communications for their strategic guidance, oversight and close interest in and support for the work we do.

This is also an opportunity for me to publicly thank the GCIS team in its totality for the commitment and energy shown in our effort to remain in conversation and consultation with the nation.

We look forward to the strategic period ahead.

-----------------------------------------------Mr Jimmy ManyiChief Executive Officer

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OFFICIAL SIGN-OFF

It is hereby certified that the management of the Government Communication and Information System (GCIS), under the guidance of the Minister, Mr Collins Chabane, developed this Strategic Plan. It takes into account all the relevant policies, legislation and other mandates, for which the GCIS is responsible.

It accurately reflects the strategic outcome-oriented goals and objectives, which the GCIS will endeavour to achieve over the next five years.

Ms Lediana AmaroChief Financial Officer

Signature: ___________________________

Ms Zukiswa PotyeHead of Planning

Signature: ___________________________

Approved by:

Mr Jimmy ManyiChief Executive Officer and Accounting Officer

Signature: ___________________________

Approved by:

Mr Collins ChabaneMinister in the PresidencyExecutive Authority of GCIS

Signature: ___________________________Date: 02 March 2012

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PART A: STRATEGIC OVERVIEW

1. VISION

The pulse of communication excellence in government.

2. MISSION Provide professional services, set and influence adherence to standards for effective government communica-tion system. Drive coherent government messaging and proactively communicate with the public about govern-ment policies, plans programmes and achievements.

3. ORGANISATIONAL VALUES

VALUE Meaning and behaviour associated with the valueProfessionalism • The organisation will strive to operate at the highest level of professionalism in all business

dealings at all times. • Professionalism is a valued quality that comprises friendly, polite and business-like characteristics.

It drives a person’s appearance, personality and professional interactions, providing others with a lasting first impression.

• Officials must demonstrate professionalism by adhering to courtesy, honesty and responsibility when dealing with clients and portraying the organisational image and integrity.

• Officials must demonstrate a level of excellence that goes beyond our normal work and official requirements.

Div ersity • Officials understand that each person is unique, recognising and respecting their individual differ-ences. This can include race, ethnicity, gender, age, religious beliefs, socio-economic status or other ideologies.

• The GCIS will promote a safe, positive and nurturing environment for everyone. • Officials understand each other, beyond simple tolerance to embracing and celebrating the rich

dimensions of diversity contained within each individual. Therefore, officials must embrace the va-riety of people within the GCIS; be able to respond to the diverse public; and harness the diversity of employees by giving people the freedom to express themselves – thereby contributing towards democracy and equality.

Openness and transparency

• The organisation is open in all its communication and accountable and responsible for its actions. • The GCIS values transparency and being straightforward and genuine in all its dealings with people. • Officials provide colleagues and clients access to accurate, relevant and timeous information. • The GCIS recognises that transparency and accountability are essential to good governance.

Innovation • The organisation strives for the receptivity of new ideas, thinking and approaches that are flexible and solutions that are different and officials have the ability to think beyond the norm.

• Officials often attend to problems and issues that others are unable or unwilling to address on their own.

Honesty and integrity • Officials exercise honesty in all their business dealings and strive to protect the integrity of the organisation.

• Officials commit to the actions they take to achieve the best possible outcomes for their clients. • The GCIS strives for equity, fairness and good ethics in decision-making and in the treatment of

one another. • The GCIS honours its commitments with honesty and integrity to build a foundation for trust.

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4. LEGISLATIVE AND CONSTITUTIONAL MANDATE

Section 195 (g) of the Constitution of South Africa, 1996, is the basis of the formation of the GCIS where it stipu-lates that in order to foster transparency the public should be provided with information that is timely, accurate and accessible.

In 1998, the South African Communication Service was dissolved and the GCIS established by Cabinet, largely on the basis of recommendations contained in the report of the Task Group on Government Communications (Comtask: 1996: 58).

Government’s mandate requires that its communication be expanded to enhance access to information that enables the public to participate in the country’s transformation and in bettering their own lives; that it should bring the realities of our emergent and thriving democracy to the attention of the international community; and promote the renaissance of Africa, including regional integration and implementation of people-centred develop-ment programmes.

An in-depth understanding of the strategic intent is key to the correct interpretation of what the mandate of the GCIS seeks to achieve, thus enabling a more focused and impactful execution of the mandate. As the GCIS, our prime responsibility is to ensure the democratic strength, success and security of our country through rapid, responsive and continuous communication of government’s achievements in meeting the mandate to rule given by the citizens of South Africa. The strategic intent speaks of necessity and therefore of the broad agenda of the manifesto of the ruling party.

The GCIS Strategic Plan is further informed by the above stated mandate as well as various relevant legislative mandates and related government policies and directives, which include:

4.1 The Constitution of the Republic of South Africa, 1996 In the execution of our functions and in line with its founding legislation, the GCIS complies with the Constitution with specific reference to the following sections: • Section 41: cooperative governance values • Section 195: basic values and principles governing public administration • Sections 231: international agreements.

4.2 The Public Finance Management Act, (PFMA) 1999, (Act 1 of 1999 as amended).4.3 The National Treasury Framework on developing strategic plans and annual performance plans.4.4 The Medium-Term Strategic Framework (MTSF).

5. PLANNED POLICY INITIATIVES

5.1 Government Communication Strategy (GCS)

The GCIS will gradually implement the Cabinet-approved 2011/14 GCS over the MTEF and ensure alignment among all the three spheres of government. It will provide support to the lead departments in implementation of the five campaigns centered around the five priorities of government linked to the 2009/14 MTSF.

5.2 Set and influence adherence to government communication standards

The GCIS will set and influence adherence to government communication standards through the promotion of the Government Communicator’s Handbook, which is inclusive of the communication policy guidelines. New communicators (heads of communication, ministerial liaison officers and provincial and local communicators) will be inducted on government communication standards and practices.

5.3 Media bulk-buying

Recommendations made by the Comtask Report stated that government was not taking advantage of the benefits of the economies of scale realised through coherent and centralised government media bulk-buying. Cabinet Memorandum no. 8 of 1998 mandated the GCIS to facilitate placement of all national government cam-paigns and advertising through a media bulk-buying contract approved by National Treasury.

In 2011, Cabinet again re-emphasised the need for government to implement media buying in this centralised manner, this time with GCIS playing the role of an in-house media buying agency for government.

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6. SITUATIONAL ANALYSIS

The GCIS’ mandate is to provide strategic leadership in government communication and coordinate a govern-ment-wide communication system that ensures that the public is continuously informed of government pro-grammes and policies in a manner that would improve their lives. It also ensures the GCIS’ strategic alignment with the national government agenda to support the five priority areas of government: education, fighting crime and corruption, health, job creation and rural development.

The Cabinet-approved Government Communication Strategy (GCS) 2011/14 provided the GCIS with an op-portunity to implement its short and medium term communication plan. This strategy, though not fully funded, employs a more measured approach to government communication, which allows reflective baselines to be established. This has enabled targeted interventions in the pursuit of an optimally functioning government-wide communication system. The implementation of this GCS 2011/14 not only provides implementation support to the step change in com-munication, but also ensures that citizens are empowered with access to information on government’s progress, especially in attaining the five key national priorities.

The planning process identified a number of challenges and opportunities that are addressed in the 2012/17 strategic plan document. The identified areas presented following key challenges:

Access to information

The poor in society often suffer deprivation on a number of counts. They suffer from material deprivation, as well as low levels of education and health. Marginalised groups in South African society are often powerless in respect of participating in political and social institutions. These circumstances limit citizens’ abilities to make choices that can improve their well-being.

Poor South Africans also produce, receive and share information that is drawn from informal and unrecorded interpersonal communication. Reliance on informal information sources is often constrained and insular, par-ticularly in remote areas that lack basic communication infrastructure and transport links. Much of the informa-tion and knowledge that can help poor people to improve the quality of their lives, educational standards and employment or business opportunities depends on government efforts to make it available to them. Commercial producers and transmitters of news and information are seldom, if at all, interested in “poor markets.”

Government-wide communication system

The challenge in the coordination of communication forums, for coherence of messages within the three spheres of government has been identified as the:• implementation of the recommendations from Rapid Response provided to other government departments• communication skills gap within the government-wide communication systemIntroduction of and appointment of two chief directors responsible for cluster supervision is also meant to strengthen alignment and coherence of government messages.

6.1 PERFORMANCE ENVIRONMENT

Over the medium term, the department aims to leverage opportunities to improve the efficiency of the government-wide communication system. Centralised media buying

An in-house media buying model in which the GCIS deals directly with media and platform owners, has since been adopted following its approval by Cabinet in June 2011. Government departments’ budgets are made to go further if saved funds are re-invested in campaigns. This will enable government to broaden its target audience and speak to a broader range of the public. Government would also be able to increase reach, which will result in more people being exposed to the message. This would also result in increased frequency, thus allowing the public to gain more opportunities to be exposed to messages. All government departments have been informed that all media buying must be channelled through the GCIS. This is in accordance with Cabinet’s decision.

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Diversified communication platforms

A functioning and healthy democracy requires a dialogue between government and the civil society (the media, trade unions, religious formations, among others). To ensure that such a dialogue takes place, the GCIS is developing platforms and products that are targeted at specific groups in our society.

The information needs of South Africans point towards getting information directly from government. Govern-ment therefore needs to create platforms to communicate directly to and with South Africans. The GCIS coordi-nates government’s Public Participation Programme, which aims to bring government closer to the people – are just but one example of such platforms. The Thusong Service Centres (TSCs) (formerly known as Multi-Purpose Community Centres) remain a pri-mary vehicle for the implementation of development communication and information, and to integrate govern-ment services into primarily rural communities. The GCIS strengthened the coordination of the mobile units in provinces; this was in response to the findings of the 2010 review of TSCs that recommended a more strategic and sustainable focus on mobile and satellite technology, rather than concrete structures, in ensuring universal access to information and services in marginalised areas.

In the previous financial year, Vuk’uzenzele magazine was converted into a government newspaper,thus resulting in a higher print run and an increased frequency. This government newspaper focuses on commu-nicating government programmes and policies, including socio-economic opportunities created by govern-ment programmes, and how to access these. The newspaper has a supplement called Employment News, which addresses matters relating to job creation, careers and skills development. The change in format of Vuk’uzenzele into a newspaper is an example of responding to the demands for information from citizens within the confines of allocated resources.

In heeding the presidential call for a professional cadre of public servants, the Public Sector Manager (PSM) magazine, among others was established to create a platform to communicate with a strategic component of government’s target audiences – middle and senior public sector managers. The magazine aims to help public sector/government managers and their departments/agencies to improve the quality of the services they pro-vide by reporting on management innovations and best practices within the public sector. This is coupled with a quarterly newsletter that is aimed at government and public sector communicators in general, with the same objective of creating a platform through which as a defined section of public servants can share innovations and best practices.

Selected performance indicators

The identified 18 indicators will measure the performance per year of the department over medium-term period according to the number of:

• national and international media coverage reports • regular and ad hoc analytical reports• copies of Vuk’uzenzele published • rapid responses agendas and recommendations• media briefing requests • community and stakeholder liaison visits• community media and outreach platforms aligned to the GCP• communication materials such as pamphlets distributed • media engagements implemented • rapid response facilitated reports• marketing events per TSC per year• radio advertisements and dramas produced per year• video programmes produced per year• requests for photographic coverage handled per year• live broadcasts on community radio stations per year• radio talk shows arranged per year• video coverage of government and national events • graphic designs produced

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6.2 ORGANISATIONAL ENVIRONMENT

The establishment of a 24-hour Rapid Response System that monitors media coverage has enabled the govern-ment-wide communication system to be more proactive and promptly reactive as compared to previous years. This is a deliberate strategy to increase government’s share of voice to its citizens and defend the image of government.

For the GCIS, one of the key programmes in the years ahead is the establishment of a new business division, to manage media bulk-buying on behalf of all departments. This initiative will maximise government’s buying power in the media market and ensure coherence of message across campaigns.

Establishing this new branch will entail recruitment of appropriately skilled and qualified staff as well as the acquisition of technology that will enable efficient service to client departments in a fast-paced environment, without compromising procurement regulations or creative quality. Excellence in this area is critical to dispel the unjustified criticism that centralising government’s media buying power of approximately R1 billion a year is an exercise in ostracising commercial media.

Another significant development during the period ahead will be the relocation of the GCIS from the current headquarters in the centre of Pretoria to the new business hub in Hatfield. This development is critical for staff morale and our relationship with stakeholders including The Presidency, political principals who rely on the GCIS infrastructure in their dealings with media, government communicators around Pretoria, and the media.

The new premises are designed – literally and figuratively – to unleash creativity, establish synergy among busi-ness units that need to work together in close quarters but are currently physically dispersed, and to enhance our reputation and relations with stakeholders. During this period, the GCIS will modernise various operations to ensure effectiveness and position the organisation as an employer and partner of choice in a professional and media/communication sector that is highly responsive and innovative.

In one aspect, supply chain management will be leveraged to enable the new programmes outlined earlier, and to drive transformation in the sectors which we work with and procure goods and services from. In human resource development and talent management, new policies have recently been adopted to ensure high staff morale and productivity during the period ahead. The automation of certain business processes, a new induction programme for incoming staff and the provision of technology that will allow staff to be productive when working remotely from Head Office or the nine provincial centres are already being implemented.

The two newly established chief directorates for clusters will ensure better coordination of the cluster activities. The established chief directorate for government communication training will be responsible for training and capacity-building programmes for government communicators and political principals. The programme will be fully implemented over the five-year period and aims to create a calibre of government communicators that un-derstand and are able to articulate government policies and programmes.

6.2.1 ORGANISATIONAL STRUCTURE

The GCIS has a staff complement of 483 employees out of a total establishment of 500.

The GCIS’ mandate is to continuously communicate with and inform the public on the policies and programmes of government to improve their lives. In carrying out this mandate the GCIS has to provide strategic leadership in government communication. This calls for a workforce/employees with excellent strategic and communication skills and capabilities.

The GCIS has a number of human resources (HR) policies that took cue from the broader policy framework provided by the Department of Public Service and Administration (DPSA). However, these policies do not ad¬equately respond to the strategic objectives of the organisation as well as the environment within which the GCIS operates.

In line with the recent GCIS and government-wide communication system review, the GCIS has had to reflect on its current organisational structure following a review of its corporate strategy priorities – the primary objective being to ensure alignment of the current structure with the new priorities to minimise structural imbalances and optimise the utilisation of our human capital in ways that helps the GCIS achieve its mandate.

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The delivery imperatives of the GCIS have resulted in the review of the structure from the old branches into four programmes, each headed by a Deputy Chief Executive Officer, reporting to the Chief Executive Officer. Each programme has a number of sub-programmes, namely:

• PROGRAMME 1: Administration • Subprogramme 1.1: Departmental Management • Subprogramme 1.2: Human Resources • Subprogramme 1.3: Financial Administration • Subprogramme 1.4: Internal Audit • Subprogramme 1.5: Office Accommodation • Subprogramme 1.6: Strategic Planning and Programme Management. • Subprogramme 1.7: Information Management & Technology

• PROGRAMME 2: Communication and Content Management • Subprogramme 1.1: Management • Subprogramme 1.2: Policy and Research • Subprogramme 1.3: Government Communication Training and Development• Subprogramme 1.4: Marketing and Distribution • Subprogramme 1.5: Content and Writing • PROGRAMME 3: Government and Stakeholder Engagement • Subprogramme 1.1: Management • Subprogramme 1.2: Provincial and Local Liaison • Subprogramme 1.3: Media Development and Diversity Agency• Subprogramme 1.4: Media Engagement• Subporgramme 1.5: Cluster Supervision

• PROGRAMME 4: Communication Service Agency• Subprogramme 1.1: Management• Subprogramme 1.2: Media Production• Subprogramme 1.3: Media Bulk-Buying

14


OR

GA

NO

GR

AM

Min

iste

rM

r Cha

bane

Dep

uty

Min

iste

rM

r O

Bap

ela

Chi

ef E

xecu

tive

Offi

cer

Mr

J M

anyi

Direc

tor:

Offi

ce o

f th

e ch

ief

Exec

utiv

e O

ffice

rM

s P

Pill

ay

Chi

ef D

irec

tor:

Adv

ertis

ing

and

Med

ia B

uyin

gM

r LD

Lip

hok

o

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ef D

irec

tor:

Polic

y an

d Re

sear

ch

Ms

T C

arri

m

Chi

ef D

irec

tor:

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tent

and

Writin

g M

r T

Sea

le

Chi

ef D

irec

tor:

Trai

ning

and

Dev

elop

men

tM

r B

Sim

ons

Chi

ef D

irec

tor:

Mar

ketin

g an

d D

istr

ibut

ion

Ms

T M

odis

e

Chi

ef D

irec

tor:

Soc

ial

Sec

tor,

Gov

erna

nce

and

Adm

in C

lust

ers

Ms

P N

tuli

Chi

ef D

irec

tor:

Eco

nom

ic a

nd

Infr

astr

uctu

re,

Just

ice

and

Inte

rnat

iona

l Clu

ster

s

Ms

N T

eng

imfe

ne

Chi

ef D

irec

tor:

Med

ia E

ngag

emen

t M

s N

Mom

odu

Chi

ef D

irec

tor:

Prov

inci

al a

nd L

ocal

Lia

ison

Mr

M C

urr

in

Chi

ef F

inac

ial O

ffice

r:M

s L

Am

aro

Chi

ef D

irec

tor:

Hum

an R

esou

rce

Mr

Sem

akan

e

Chi

ef D

irec

tor:

Info

rmat

ion

Man

agem

ent

Tech

nolo

gyM

r T

Van

day

ar

Chi

ef D

irec

tor:

Prop

erty

and

fac

ilitie

s M

anag

emen

tM

s T

Thom

o

Chi

ef D

irec

tor:

Str

ateg

ic P

lani

nng

and

Prog

ram

me

Man

agem

ent

Ms

Z P

otye

Chi

ef D

irec

tor:

Inte

rnal

Aud

itM

r N

Mod

iba

Dep

uty

Chi

ef E

xecu

tive

Offi

cer:

Com

mun

icat

ion

Ser

vice

Age

ncy

Vaca

nt

(Un

fun

ded

)

Dep

uty

Chi

ef E

xecu

tive

Offi

cer:

Com

mun

icat

ion

and

Con

tent

M

anag

emen

t M

r V

Mon

a

Dep

uty

Chi

ef E

xecu

tive

Offi

cer:

Gov

ernm

ent

and

Sta

keho

lder

En

gage

men

t M

s N

Leg

oab

e

Dep

uty

Chi

ef E

xecu

tive

Offi

cer:

Cor

pora

te S

ervi

ceM

s P

Will

iam

s

15

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

6.3 DESCRIPTION OF THE STRATEGIC PLANNING PROCESS

The pre-planning process

The 2011/14 Strategic Plan was partially aligned to the Framework on Developing Strategic Plans and Annual Performance Plans. The GCIS strove to fully align the 2012/17 Strategic Plan and Annual Performance Plan with the framework.

National strategic planning session

The three-day strategic planning sessions took place from 19 to 21 July 2011, attended by all senior manag-ers within the department. The Deputy Minister provided a political overview while the Chief Executive Officer provided the organisational overview and highlighted focus areas for acceleration over the five-year period. The session reflected on the current vision, mission and strategic objectives and subsequently reviewed them. By the end of the three-day sessions the department had developed a new vision, mission, goal (outcome) and strategic objectives for each branch, as well as outputs for implementation of the strategic objectives.

Branches’ strategic planning session

The Technical Assistance Unit (TAU) of the National Treasury was approached to help the department to assure the quality and provide technical input into the department’s draft strategic plan. After the Management Com-mittee planning workshop, the branches had to further develop five-year targets against the strategic objectives and outputs. The TAU facilitated the sessions for the Government and Stakeholder Engagement Branch and the Communication and Content Management, which took place on 1 August and 4 August, respectively. The planning unit in the department coordinated the Communication Service Agency’s session on 8 August 2011.

All the planning sessions were completed by 10 August 2011 and the draft strategic and annual performance plans were forwarded to the TAU for quality checks and comments. The first Drafts Strategic Plan 2012/17 and 2012/15 Annual Performance Plan were forwarded to members of the Executive Committee for input and ap-proval on 29 August 2011. The plans were submitted to National Treasury and the Department of Performance Monitoring and Evaluation as prescribed by the planning framework.

7. STRATEGIC OUTCOME-ORIENTATED GOALS OF THE INSTITUTION

The department has only one strategic-outcome oriented goal in support of government Outcome 12.

Strategic outcome-oriented goal.

Coherent, responsive and cost effective communication services for all government programmes.

Goal statement. To provide strategic leadership in government communication and coordinate a government communi-cation system that ensures the public is informed of government programmes and policies.

The GCIS, a transversal strategic communication organisation, provides communication support to implement government’s 12 outcomes. It directly contributes to the implementation of outcome 12.

Outcome 12: An efficient, effective and development-oriented public service and empowered, fair and inclusive citizenship.

Outcome 12B: An empowered, fair and inclusive citizenship

The department will contribute to the outcome by ensuring that the government-wide communication system dis-seminates information on programmes and services that will improve people’s lives. The following programme indicators will measure the progress over the five-year period.

Output 1 Sub-output 2: Access to government serviceIn the period covered in the strategic plan the department will increase and strengthen the communication plat-forms.

16


GCIS link to outcome 12

• Number of marketing events per Thusong Service Centre • Number of copies of Vuk’ uzenzele published• Number of media briefing requests

PART B: STRATEGIC OBJECTIVES

Strategic objectivesStrategic objective 1

Provide a responsive, cost-effective, compliant, and business-focused corpo-rate services.

Subprogramme objectives

1. Implement efficient and effective strategic management processes and procedures in line with the relevant legislation.

2. Implement best practice management for GCIS and goverment-wide communica-tions projects.

3. Attract and retain highly skilled human capital.4. Provide efficient and effective IT infrastructure and systems to deliver cost effec-

tive products and services.5. Provide professional internal audit services for governance improvement and risk

control. 6. Provide proactive, flexible, compliant and cost effective finance, supply chain, and

facilities management.

Strategic objective 2

Building people, products, processes and a reliable knowledge base to ensure an effective government communication system.


7. Set and influence adherence to government communication standards.8. Provide strategic leadership and support in government communication through

media monitoring, research, surveys and analysis to understand the communication environment and the pulse of the nation.

9. Develop content and create platforms to grow the voice of government.10. Provide expertise to offer the best communication solutions to government through

professional language services.11. Provide effective and efficient marketing and distribution services for government.


Maintain and strengthen a well-functioning communication system that proac-tively informs and engages the publics.


12. Aligned messages across the three spheres of government to ensure coherence.13. Inform the citizenry on government’s policies, plans programmes and achievements.14. Ensure informed stakeholders that extend the reach of government’s communica-

tion effort.15. Provide strategic leadership and support in government communication by building,

maintaining and improving relations with the media and driving the communication agenda.


Provide an efficient and effective production, media bulk-buying and advertis-ing agency for government.


16. Provide cost-effective media bulk-buying services for government.17. Provide cost effective and efficient electronic media products and services for gov-

ernment.18. Ensure production of high quality TV commercials and video footage, radio commer-

cials and programmes, print adverts and graphic designs for client departments.


Projecting, defending and maintaining the image of government and that of the state.


19. Set and influence the media agenda through a robust, proactive and efficient rapid response system.

20. Manage corporate identity for government.

17

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

8. DEPARTMENTAL PROGRAMMES

8.1 PROGRAMME 1: ADMINISTRATION

Programme purpose Provide overall management and support for the department.Strategic objective Provide responsive, cost-effective, compliant, and business-focused corporate services.Links to the strategic oriented-outcome goal

Ensure coherent, responsive and cost effective communication services for all government programmes.

The programme’s functions are organised into the following five sub programmes:• Strategic Planning and Programme Management is responsible for the development of the GCIS’ stra-

tegic and Annual Perfomance plans including risk management. The sub-programme further monitors and evaluates the implementation of these plans and reports on the performance. It is also responsible for the implementation of a professional project management discipline for the GCIS and government-wide com-munication projects and campaigns.

• Human Resources (HR) is responsible for strategic leadership in the implementation of the department’s HR management strategy.

• Information Management and Technology (IM&T) is responsible for the establishment and support of information management and technology systems in the GCIS.

• The Chief Financial Officer provides the department with overall financial and supply chain management, auxiliary services, and guides management in complying with legislative requirements, budget planning and administration.

• Internal Audit improves risk management, control and governance processes.

18


Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

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bp

rog

ram

me

obje

ctiv

e: I

mpl

emen

t ef

ficie

nt a

nd e

ffec

tive

stra

tegi

c m

anag

emen

t pr

oces

ses

and

proc

edur

es in

line

with

the

rel

evan

t le

gisl

atio

n.

Targ

et

20

16

/1

7

Tabl

ing

of t

he

revi

ewed

Ann

ual

Perf

orm

ance

Pla

n in

Par

liam

ent.

Four

qua

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ly

perf

orm

ance

re

port

s pr

oduc

ed

acco

rdin

g to

the

sp

ecifi

ed t

ime-

fram

es a

nd w

ithin

th

e pr

escr

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le

gisl

atio

n.

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e th

e de

part

-m

enta

l ann

ual

repo

rt in

Par

lia-

men

t w

ithin

the

le

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ated

tim

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ames

.

20

15

/1

6

The

five-

year

st

rate

gic

plan

an

d al

igne

d th

ree-

year

an

nual

per

for-

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ta

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spe

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mes

and

w

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pre

-sc

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d le

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n.

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annu

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t in

Pa

rlia

men

t w

ith-

in t

he le

gisl

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tim

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mes

.

20

14

/1

5

Tabl

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of t

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Ann

ual

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Pla

n in

Pa

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with

in t

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20

13

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4

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qua

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d le

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Par

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in t

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20

12

/1

3

The

five-

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plan

and

alig

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thre

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nnua

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in t

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Pa

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An

appr

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five

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Part

ially

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011/

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Str

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and

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Ann

ual P

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Plan

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App

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.

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0 Ann

ual R

epor

t ta

bled

in

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tpu

t

App

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d fiv

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ar

stra

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c pl

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and

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l pe

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e re

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on

prog

ram

me

perf

orm

ance

in

form

atio

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Ann

ual

Repo

rt p

ro-

duce

d.

19

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

Su

bp

rog

ram

me

obje

ctiv

e: I

mpl

emen

t be

st p

ract

ice

proj

ect

man

agem

ent

for

the

GCIS

and

gov

ernm

ent-

wid

e co

mm

unic

atio

ns p

roje

cts.

Targ

et

20

16

/1

7

95%

pro

ject

s im

plem

ente

d in

line

with

th

e Pr

ojec

t M

anag

emen

t Pr

oced

ures

H

andb

ook.

90%

GCIS

an

nual

per

for-

man

ce p

lans

op

erat

iona

lised

.

20

15

/1

6

90%

pro

ject

s im

plem

ente

d in

line

with

the

Pr

ojec

t M

anag

e-m

ent

Proc

e-du

res

Han

d-bo

ok.

80%

GCIS

an

nual

per

-fo

rman

ce p

lan

oper

atio

nalis

ed.

20

14

/1

5

80%

pro

ject

s im

plem

ente

d in

line

with

the

Pr

ojec

t M

anag

e-m

ent

Proc

edur

es

Han

dboo

k.

70%

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ann

u-al

per

form

ance

pl

ans

oper

atio

n-al

ised

.

20

13

/1

4

70%

pro

ject

s im

plem

ente

d in

line

with

the

Pr

ojec

t M

anag

e-m

ent

Proc

e-du

res

Han

d-bo

ok.

50%

GCIS

an

nual

per

for-

man

ce p

lans

op

erat

iona

lised

.

20

12

/1

3

60%

pro

ject

s im

plem

ente

d in

line

with

the

Pr

ojec

t M

anag

e-m

ent

Proc

edur

es

Han

dboo

k.

Coo

pora

te s

er-

vice

s br

anch

an-

nual

per

form

ance

pl

ans

oper

atio

n-al

ised

.

Per

form

ance

in

dic

ator

Perc

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ge

proj

ects

impl

e-m

ente

d in

line

w

ith t

he P

roje

ct

Man

agem

ent

Proc

edur

es

Han

dboo

k.

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enta

ge o

f G

CIS

ann

ual

perf

orm

ance

pl

ans

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iona

lised

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ect

man

agem

ent

met

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as

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plem

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-tio

n to

ol.

Bas

elin

e

Impl

emen

tatio

n of

the

20

10/1

1 G

CP

par-

tially

com

plia

nt t

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e pr

ojec

t m

anag

emen

t m

etho

dolo

gy.

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of

the

GCIS

an

nual

per

form

ance

pl

ans

oper

atio

nalis

ed

usin

g pr

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t m

anag

e-m

ent

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tool

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Effic

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ect

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itutio

nalis

ed p

roje

ct

man

agem

ent

disc

iplin

e w

ithin

the

org

anis

atio

n.

20


Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

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ines

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cuse

d co

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ate

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ices

.

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bp

rog

ram

me

obje

ctiv

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rovi

de e

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ent

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ctiv

e IT

infr

astr

uctu

re a

nd s

yste

ms

to d

eliv

er c

ost

effe

ctiv

e pr

oduc

ts a

nd s

ervi

ces.

20

16

/1

7

Impl

emen

ta-

tion

of s

trat

egic

el

emen

ts o

f th

e 20

13 –

201

7 IM

&T

stra

tegi

c pl

ans.

App

rova

l of

the

2016

– 2

021

IM&

T st

rate

gic

plan

s.

20

15

/1

6

Impl

emen

-ta

tion

of

stra

tegi

c el

emen

ts o

f th

e 20

13 –

20

17 I

M&

T st

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gic

plan

s.

20

14

/1

5

Impl

emen

ta-

tion

of s

trat

egic

el

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ts o

f th

e 20

13 –

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7 IM

&T

stra

tegi

c pl

ans.

20

13

/1

4

Impl

emen

-ta

tion

of

stra

tegi

c el

emen

ts o

f th

e 20

13 –

20

17 I

M&

T st

rate

gic

plan

s.

20

12

/1

3

Impl

emen

-ta

tion

of

stra

tegi

c el

e-m

ents

of

the

2010

– 2

013

IM&

T st

rate

gic

plan

s.

App

rova

l of

the

2013

–

2017

IM

&T

stra

tegi

c pl

ans.

Per

form

ance

in

dic

ator

Impl

emen

ta-

tion

of s

trat

egic

el

emen

ts o

f th

e 20

10 –

201

3 IM

&T

stra

tegi

c pl

ans.

Bas

elin

e

App

rove

d 20

10

– 20

13 I

M&

T Str

ateg

y.

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tpu

t

Impl

emen

ted

and

revi

ewed

Inf

orm

atio

n M

anag

emen

t an

d Te

chno

logy

(IM

&T)

Str

ateg

y al

igne

d to

the

GCIS

Cor

pora

te S

trat

egy.

Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

Su

bp

rog

ram

me

obje

ctiv

e: A

ttra

ct a

nd r

etai

n hi

ghly

ski

lled

hum

an c

apita

l.

Targ

ets

20

16

/1

7

Impl

emen

-ta

tion

and

revi

ew o

f 20

13 –

201

7 H

R S

trat

egy.

20

15

/1

6

Impl

emen

ta-

tion

of 2

013

– 20

17 H

R

Str

ateg

y.

20

14

/1

5

Impl

emen

tatio

n of

201

3 –

2017

H

R S

trat

egy.

20

13

/1

4

Impl

emen

tatio

n of

rev

iew

ed H

R

Str

ateg

y (2

013

– 20

17).

20

12

/1

3

Revi

ew o

f th

e 20

10 –

13

HR

Str

ateg

y.

App

rova

l of

2013

– 2

017

HR

Str

ateg

y.

Per

form

ance

in

dic

ator

App

rove

d 20

13 –

20

17 H

R S

trat

egy.

Bas

elin

e

Impl

emen

tatio

n of

201

0 –

2013

HR S

trat

egy.

Ou

tpu

t

An

appr

oved

and

impl

e-m

ente

d 20

13 –

201

7 H

R

Str

ateg

y.

21

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de a

pro

activ

e, fl

exib

le,

com

plia

nt a

nd c

ost

effe

ctiv

e fin

ance

, Sup

ply

Cha

in M

anag

emen

t (S

CM

) an

d fa

cilit

ies

man

agem

ent.

Targ

et

20

16

/1

7

Sub

mis

sion

of

accu

rate

ann

ual

finan

cial

sta

te-

men

ts.

Sub

mit

on t

he

pres

crib

ed d

ue

date

to

Nat

iona

l Tr

easu

ry.

Sub

mit

12 fi

nan-

cial

ana

lysi

s- a

nd

cash

-flow

rep

orts

.

Ann

ual S

CM

sta

-tis

tical

rep

orts

.

20

15

/1

6

Sub

mis

sion

of

acc

urat

e an

nual

fin

anci

al

stat

emen

ts.

Sub

mit

on

the

pre-

scribe

d du

e da

te

to N

atio

nal

Trea

sury

.

Sub

mit

12

finan

cial

an

aly-

sis-

and

ca

sh-fl

ow

repo

rts.

Ann

ual S

CM

st

atis

tical

re

port

s.

20

14

/1

5

Sub

mis

sion

of

accu

rate

an

nual

fina

ncia

l sta

te-

men

ts.

Sub

mit

on t

he p

re-

scribe

d du

e da

te t

o N

atio

nal T

reas

ury.

Sub

mit

12 fi

nanc

ial

anal

ysis

- an

d ca

sh-fl

ow

repo

rts.

Ann

ual S

CM

sta

tistic

al

repo

rts.

20

13

/1

4

Sub

mis

sion

of

accu

rate

ann

ual

finan

cial

sta

te-

men

ts.

Sub

mit

on t

he

pres

crib

ed d

ue

date

to

Nat

iona

l Tr

easu

ry.

Sub

mit

12 fi

nan-

cial

ana

lysi

s- a

nd

cash

-flow

re-

port

s.

Ann

ual S

CM

sta

-tis

tical

rep

orts

.

20

12

/1

3

Sub

mis

sion

of

accu

rate

an-

nual

fina

ncia

l st

atem

ents

.

Sub

mit

on t

he

pres

crib

ed d

ue

date

to

Na-

tiona

l Tre

asur

y.

Sub

mit

12

finan

cial

ana

ly-

sis-

and

cas

h-flo

w r

epor

ts.

Ann

ual S

CM

st

atis

tical

re-

port

s.

Per

form

ance

ind

icat

or

Sub

mit

annu

al fi

nanc

ial

stat

emen

ts t

o th

e Au

di-

tor-

Gen

eral

and

Nat

iona

l Tr

easu

ry b

y 31

May

.

Qua

rter

ly in

terim

fi-

nanc

ial s

tate

men

ts t

o N

atio

nal T

reas

ury.

Num

ber

of fi

nanc

ial

anal

ysis

- an

d ca

sh-fl

ow

repo

rts

subm

itted

to

Nat

iona

l Tre

asur

y in

line

w

ith t

he b

udge

t cy

cle.

Qua

rter

ly s

tatis

tics

re-

port

s.

Bas

elin

e

Acc

urat

e fin

an-

cial

and

inte

rim

fin

anci

al s

tate

-m

ents

.

Adh

ere

to

Nat

iona

l Tr

easu

ry’s

due

da

tes.

Sub

mit

12 fi

nanc

ial

anal

ysis

- an

d ca

sh-fl

ow r

e-po

rts.

Part

ially

com

-pl

iant

SCM

pr

oces

s.

Ou

tpu

t

Ann

ual fi

nanc

ial

stat

emen

ts a

nd f

our

inte

rim

fina

ncia

l sta

te-

men

ts.

100%

adh

eren

ce t

o N

atio

nal T

reas

ury

budg

et c

ycle

.

Com

plia

nt s

uppl

y ch

ain

(SCM

) an

d fa

cilit

ies

man

agem

ent

proc

esse

s.

22


Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de p

roac

tive,

flex

ible

, co

mpl

iant

and

cos

t ef

fect

ive

finan

ce,

supp

ly c

hain

, an

d fa

cilit

ies

man

agem

ent

Targ

et

20

16

/1

7

Com

men

ce w

ith

the

rene

wal

pr

oces

s of

leas

e ag

reem

ent.

20

15

/1

6

Man

age

the

leas

e ag

reem

ent.

20

14

/1

5

Hea

d O

ffice

op

erat

ing

from

the

new

pr

emis

es.

20

13

/1

4

Relo

catio

n to

ne

w p

rem

ises

.

20

12

/1

3

90%

fit

out

for

the

new

bui

ldin

g.

Per

form

ance

in-

dic

ator

Hea

d O

ffice

ope

rat-

ing

from

the

new

pr

emis

es.

Bas

elin

e

Site

iden

tified

, se

rvic

e pr

ovid

er

appo

inte

d an

d ne

w

offic

es s

ecur

ed f

or

Hea

d O

ffice

.

Ou

tpu

t

Key

Str

ateg

ic o

bje

ctiv

e 1

: Pr

ovid

e a

resp

onsi

ve,

cost

-eff

ectiv

e, c

ompl

iant

and

bus

ines

s-fo

cuse

d co

rpor

ate

serv

ices

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de a

pro

fess

iona

l int

erna

l aud

it se

rvic

es f

or t

he im

prov

emen

t of

gov

erna

nce

and

risk

con

trol

.

Targ

ets

20

16

/1

7

Impl

emen

t th

e up

-da

ted

annu

al

oper

atio

nal

plan

.

4 au

dit

prog

-re

ss r

epor

ts

prod

uced

on

impl

e-m

enta

tion

of

the

annu

al

oper

atio

nal

plan

.

20

15

/1

6

Upd

ate

and

impl

e-m

ent

the

risk

-bas

ed

inte

rnal

aud

it pl

an

and

annu

al p

erfo

r-m

ance

pla

n.

4 au

dit

prog

ress

re

port

s pr

oduc

ed o

n im

plem

enta

tion

of

the

annu

al o

pera

-tio

nal p

lan.

20

14

/1

5

Upd

ate

and

impl

emen

t th

e risk

-bas

ed in

tern

al

audi

t pl

an a

nd a

n-nu

al p

erfo

rman

ce

plan

.

4 au

dit

prog

ress

re

port

s pr

oduc

ed

on im

plem

enta

-tio

n of

the

ann

ual

oper

atio

nal p

lan.

20

13

/1

4

Upd

ate

and

impl

e-m

ent

the

risk

-bas

ed

inte

rnal

au-

dit

plan

and

an

nual

per

-fo

rman

ce

plan

.

4 au

dit

prog

ress

re

port

s pr

o-du

ced

on

impl

emen

-ta

tion

of

the

annu

al

oper

atio

nal

plan

.

20

12

/1

3

Thre

e-ye

ar r

isk-

base

d in

tern

al

audi

t pl

an a

nd

annu

al o

pera

tiona

l pl

an d

evel

oped

an

d ap

prov

ed.

4 au

dit

prog

ress

re

port

s pr

oduc

ed

on im

plem

enta

-tio

n of

the

ann

ual

oper

atio

nal p

lan.

Per

form

ance

ind

icat

or

Thre

e-ye

ar r

isk-

base

d in

tern

al a

udit

plan

(2

012/

15)

and

annu

al o

p-er

atio

nal p

lan

appr

oved

.

Num

ber

of a

udit

prog

-re

ss r

epor

ts p

rodu

ced

on

impl

emen

tatio

n of

the

an-

nual

ope

ratio

nal p

lan.

Bas

elin

e

App

rove

d th

ree-

year

ris

k-ba

sed

inte

rnal

aud

it pl

an a

nd a

nnua

l op

erat

iona

l pla

n 20

11 –

201

4.

Pres

ente

d re

port

at

fou

r au

dit

and

Ris

k Com

mitt

ee

and

five

Inte

rnal

Aud

it Com

mitt

ee

mee

ting.

Ou

tpu

t

Ris

k ba

sed

stra

tegi

c

inte

rnal

aud

it an

d an

-nu

al o

pera

tiona

l pla

n an

d au

dit

repo

rts

on

asse

ssm

ent

of in

tern

al

cont

rol s

yste

ms.

23

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

8.1.1 RESOURCE CONSIDERATIONS

PROGRAMME 1: ADMINISTRATION

Detail per subprogramme and economic classifica-tion

Outcome Adjusted appro-priation

Medium term estimates

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15Departmental Management

5 052 5 646 10 890 7 160 6 137 6 556 6 895

Corporate Services 34 340 36 150 38 123 46 561 47 584 50 142 52 530Financial Administration

16 604 20 027 18 819 28 755 74 077 25 324 26 635

Internal Audit 4 564 5 347 5 561 6 000 6 231 6 557 6 895Legal Services 817 201 - - – – –Office Accommodation 12 169 12 706 15 904 34 006 36 810 38 871 42 844Total 73 546 80 077 89 297 122 482 170 839 127 450 135 799Change to 2011 Budget estimate

9 296 49 899 278 1 489

Economic classificationCurrent payments 71 481 78 369 87 212 122 167 170 240 126 799 135 117Compensation of employees

33 114 39 664 39 961 47 865 48 261 50 789 53 673

Goods and services 38 367 38 705 47 251 74 302 121 979 76 010 81 444Computer services 6 326 5 606 7 236 10 433 11 379 12 014 12 102Lease payments 11 847 11 868 15 173 30 719 36 216 38 245 42 182Travel and subsistence 4 263 5 553 3 195 3 557 4 204 4 441 4 680Operating expenditure 1 798 2 767 2 978 3 146 3 157 3 334 3 513Transfers and subsidies

29 146 64 - - - -

Households 29 146 64 - - - -Payments for capital assets

1 951 1 550 2 009 315 599 651 682

Machinery and equipment

1 951 1 550 2 009 315 599 651 682

Payments for financial assets

85 12 12 - - - -

Total 73 546 80 077 89 297 122 482 170 839 127 450 135 799

Check: Programmes less Economic classification

-

-

-

-

-

-

24


DETAILS OF TRANSFERS AND SUBSIDES

Recipient 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15Rand thousand Outcome Adjusted Ap-

propriationMedium term estimates

Households social benefit Current 29 146 64 - - - -Employee social benefits

Total 29 146 64 - - - -

8.1.2 EXPENDITURE TRENDS

Expenditure increased from R73,5 million in 2008/9 to R122,5 million in 2011/12 at an annual average rate at 18,5%. The increase was mainly due to spending on compensation of employees which grew from R33,1 mil-lion to R47,9 million, at an average annual rate of 13,1%, due to additional allocation for improved conditions of service.

Spending in the Office Accommodation subprogramme increased from R12,2 million to R34 million between 2008/09 and 2011/12 due to increased lease costs in respect of the departments new head office building, while spending in the Corporate Services subprogramme increased from R34,3 million to R46,6 million due to increased spending on Information Management and Technology, as well as the expansion of the strategic plan-ning and programme management office.

Over the medium term, expenditure is expected to increase to R135,8 million, at an average annual rate of 3,5%, mainly as a result of spending on compensation of employees, which increased due to an ad-ditional R11,6 million allocated over the medium term for improved conditions of service. The programme has a budget of R2,1 million for consultants between 2012/13 and 2014/15, which is mainly a contingency allocation to assist the department in the resolution of legal disputes.

8.1.3 RISK MANAGEMENT

Section 38(1) of the Public Finance Management Act (PFMA), 1999 (Act 1 of 1999), as amended and Section 3.2 of the Treasury regulations require the department to put a risk management system in place.

Strategic risk Mitigation strategy

Strategic objective 1: Provide a responsive, cost-effective, compliant, and business-focused corporate ser-vices.

1. Non-adherence to corporate governance, particu-larly the PFMA and the Public Service Act, may lead to non-compliance in executing the depart-ment’s functions.

• Provide continuous training to staff on government regulations.

• Create awareness among staff on the implementa-tion of these regulations/legislation.

2. Unavailability of technology could impact the work of the GCIS.

• Redundancy built into the information technology infrastructure.

• Approved information technology continuity plan in place.

25

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

8.2 PROGRAMME 2: COMMUNICATION AND CONTENT MANAGEMENT

Programme purpose Provide strategic leadership in government communi-cation to ensure coherence, coordination, consistency, quality, impact and responsiveness of government communication.

Strategic objective Building people, products, processes and a reliable knowledge base to ensure an effective government communication system.

Links to the strategic-oriented outcome goal Ensure coherent, responsive and cost-effective com-munication services for all government programmes.

Link to outcome 12: output1: sub-output 2 Access to government services

The programme’s functions are organised into the following four subprogrammes:

• Government Communication Training and Development aims to professionalise government communi-cation through developing training course content and identifying, coordinating and implementing effective training programmes for government communicators. The subprogramme builds competency to profession-alise government communicators.

• Policy and Research conducts research through independent service providers to assess how government should address the public’s information needs. It also monitors media coverage of government programmes from a communication perspective. Also, it provides an analysis on how the media interprets government policies and programmes, formulates policy proposals where it is required, proposes government response on any media-related issues and assesses public perceptions in relation to government performance.

• Content and Writing develops content for products to be produced by the GCIS. Funding for the subpro-gramme will be used for writing assignments; language services for products that require translation; editing and proofreading content; managing the development of government and departmental/provincial web sites; and the production of government publications.

• Marketing and Distribution manages and drives the distribution strategy of all the products produced for dissemination to the public and oversees the outsourcing of distribution services to the service providers. The subprogramme manages the corporate identity of government. It also provides marketing services for the GCIS and other government departments.

26


Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: S

et a

nd in

fluen

ce a

dher

ence

to

gove

rnm

ent

com

mun

icat

ion

stan

dard

s.

Targ

ets

20

16

/1

7

Impr

ove-

men

t an

d im

plem

enta

-tio

n.

20

15

/1

6

Impr

ovem

ent

and

impl

emen

tatio

n.

20

14

/1

5

Revi

ew a

nd

rollo

ut o

f th

e qu

alifi

catio

n:

targ

eted

in

stitu

tions

to

intr

oduc

e th

e ne

w c

ours

e.

20

13

/1

4

Des

ign

and

deve

lopm

ent

of

the

curr

icul

um.

20

12

/1

3

Aca

dem

ic s

ympo

sium

with

at

leas

t 10

geo

grap

hica

lly

repr

esen

tativ

e ac

adem

ic

inst

itutio

ns in

par

tner

ship

w

ith P

ublic

Adm

inis

trat

ion

Lead

ersh

ip a

nd m

anag

e-m

ent

Aca

dem

y (P

alam

a)

to s

ecur

e bu

y-in

for

a

reco

gnis

ed c

redi

t-be

arin

g qu

alifi

catio

n.

Per

form

ance

in

dic

ator

Aca

dem

ic c

ours

e th

at

cove

rs a

ll as

pect

s of

go

vern

men

t co

mm

uni-

catio

ns

Bas

elin

e

Uni

vers

ity o

f th

e W

itwat

ersr

and

(Pos

t G

radu

ate

Cer

tifica

te

in C

omm

unic

atio

n an

d M

arke

ting)

cou

rse

done

in c

olla

bora

tion

with

Uni

leve

r.

Ou

tpu

t

Prof

essi

on-

alis

ed a

nd

cons

iste

nt

gove

rnm

ent

com

mun

ica-

tion

syst

em.

27

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: S

et a

nd in

fluen

ce a

dher

ence

to

gove

rnm

ent

com

mun

icat

ion

stan

dard

s.

Targ

ets

20

16

/1

7

Mon

itor

trai

ning

, co

mm

unic

ator

at

tend

ance

and

pr

oduc

e a

repo

rt.

One

wor

ksho

p (a

nnua

l tra

inin

g fo

r SCO

s).

20 t

rain

ing

ses-

sion

s on

med

ia

and

com

mun

i-ca

tion

stra

tegy

de

velo

pmen

t on

re

ques

t.

20

15

/1

6

Mon

itor

trai

ning

, co

mm

unic

a-to

r at

tend

ance

an

d pr

oduc

e a

repo

rt.

One

wor

ksho

p (a

nnua

l tra

inin

g fo

r SCO

s).

20 t

rain

ing

ses-

sion

s on

med

ia

and

com

mun

i-ca

tion

stra

tegy

de

velo

pmen

t on

re

ques

t.

20

14

/1

5

12 t

rain

ing

sess

ion

for

new

ly a

ppoi

nted

po

litic

al p

rinc

ipal

s:

thre

e fo

r Cab

inet

m

embe

rs a

nd n

ine

for

prov

inci

al e

x-ec

utiv

e co

unci

ls.

Mon

itor

trai

ning

, co

mm

unic

ator

at

tend

ance

and

pr

oduc

e a

repo

rt.

One

wor

ksho

p (a

n-nu

al t

rain

ing

for

SCO

s).

20 t

rain

ing

sess

ions

on

med

ia a

nd c

om-

mun

icat

ion

stra

tegy

de

velo

pmen

t on

re

ques

t.

20

13

/1

4

Mon

itor

com

mun

i-ca

tor

atte

ndan

ce

for

trai

ning

and

pr

oduc

e a

repo

rt.

One

wor

ksho

p (a

nnua

l tra

inin

g fo

r SCO

s).

20 t

rain

ing

ses-

sion

s on

med

ia

and

com

mun

i-ca

tion

stra

tegy

de

velo

pmen

t on

re

ques

t.

20

12

/1

3

Prod

uce

Requ

est

For

Quo

ta-

tions

(RFQ

s) t

o so

urce

com

pa-

nies

to

bid

for

cour

se a

nd

cont

ent

desi

gn.

Intr

oduc

tion

of t

he c

ours

e fo

r al

l gov

ernm

ent

com

mun

ica-

tors

.

Intr

oduc

tion

of t

he c

ours

e fo

r al

l gov

ernm

ent

com

mun

ica-

tors

.

Two

Wor

ksho

ps (

bi-a

nnua

l tr

aini

ng f

or s

enio

r co

mm

uni-

catio

n of

ficer

s [S

CO

s]).

20 t

rain

ing

sess

ions

on

med

ia

and

com

mun

icat

ion

stra

tegy

de

velo

pmen

t on

req

uest

.

Per

form

ance

in

dic

ator

Dev

elop

men

t of

an

ac-

cred

ited

shor

t te

rm t

rain

ing

prog

ram

me

for

gove

rnm

ent

mes

seng

ers.

Num

ber

of

trai

ning

ses

-si

ons

on m

edia

an

d co

mm

uni-

catio

n st

rate

gy.

Bas

elin

e

392

med

ia t

rain

ing

sess

ions

con

duct

ed

for

gove

rnm

ent

mes

seng

ers.

Ou

tpu

t

28


Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: S

et a

nd in

fluen

ce a

dher

ence

to

gove

rnm

ent

com

mun

icat

ion

stan

dard

s.

Targ

ets

20

16

/1

7

Four

ses

sion

s w

ith n

ew c

om-

mun

icat

ors

a ye

ar.

Revi

ew t

he

Gov

ernm

ent

Com

mun

ica-

tors

’ Han

d-bo

ok a

nd

repr

oduc

e if

requ

ired

.

20

15

/1

6

Four

indu

ctio

n se

ssio

ns w

ith

new

com

mun

i-ca

tors

.

Revi

ew t

he

Gov

ernm

ent

Com

mun

ica-

tors

’ Han

dboo

k an

d re

prod

uce

if re

quired

.

20

14

/1

5

Four

indu

ctio

n se

ssio

ns w

ith n

ew

com

mun

icat

ors.

Revi

ew t

he G

ov-

ernm

ent

Com

mu-

nica

tors

’ Han

dboo

k an

d pr

int

1 00

0 ad

ditio

nal c

opie

s fo

r go

vern

men

t co

mm

unic

ator

s.

20

13

/1

4

Four

indu

ctio

n se

ssio

ns w

ith n

ew

com

mun

icat

ors.

Revi

ew t

he G

ov-

ernm

ent

Com

mu-

nica

tors

’ Han

dboo

k an

d re

prod

uce

if re

quired

.

20

12

/1

3

Four

indu

ctio

n se

ssio

ns w

ith

new

com

mun

i-ca

tors

.

Revi

ew t

he

cont

ent

and

prod

uce

1 00

0 co

pies

of

the

Gov

ernm

ent

Com

mun

icat

ors’

H

andb

ook.

Per

form

ance

in

dic

ator

Num

ber

of in

duct

ion

sess

ions

.

The

Gov

ernm

ent

Com

mun

icat

ors’

H

andb

ook

prin

ted

and

dist

ribu

ted

to g

over

n-m

ent

com

mun

icat

ors.

Bas

elin

e

Four

ses

sion

s of

ne

w c

omm

uni-

catio

n of

ficer

s,

med

ia li

aiso

n of

ficer

s, d

epar

t-m

enta

l hea

ds o

f co

mm

unic

atio

n an

d pr

ovin

cial

he

ads

of c

om-

mun

icat

ion.

Prod

uctio

n of

1

000

cop

ies

of

the

Gov

ernm

ent

Com

mun

icat

ors’

H

andb

ook

and

dist

ribu

te o

ver

four

yea

rs.

Ou

tpu

t

Com

mun

icat

ors

indu

cted

in

to t

he g

over

nmen

t co

mm

unic

atio

n sy

stem

.

29

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

thro

ugh

med

ia m

onito

ring

, re

sear

ch,

surv

eys

and

anal

ysis

to

unde

rsta

nd t

he m

edia

env

iron

men

t an

d th

e pu

lse

of t

he n

atio

n.

Targ

ets

20

16

/1

7

12 n

ewsl

ette

rs

dist

ribu

ted.

Four

impa

ct

asse

ssm

ent

repo

rts

with

im

prov

emen

ts

depe

ndin

g on

fu

ndin

g.

28 p

rese

nta-

tions

to

clus

ter

mee

tings

.

20

15

/1

6

12 n

ewsl

ette

rs

dist

ribu

ted.

Four

impa

ct

asse

ssm

ent

repo

rts

with

im

prov

emen

ts

depe

ndin

g on

fu

ndin

g.

28 p

rese

nta-

tions

to

clus

ter

mee

tings

.

20

14

/1

5

12 n

ewsl

ette

rs

dist

ribu

ted.

Four

impa

ct

asse

ssm

ent

repo

rts

with

im

prov

emen

ts

depe

ndin

g on

fu

ndin

g.

28 p

rese

nta-

tions

to

clus

ter

mee

tings

.

20

13

/1

4

12 n

ewsl

ette

rs

dist

ribu

ted.

Four

impa

ct

asse

ssm

ent

repo

rts

with

im

prov

emen

ts

depe

ndin

g on

fu

ndin

g.

28 p

rese

nta-

tions

to

clus

ter

mee

tings

.

20

12

/1

3

12 n

ewsl

ette

rs

dist

ribu

ted.

Four

impa

ct

asse

ssm

ent

repo

rts.

28 p

rese

nta-

tions

to

clus

-te

r m

eetin

gs.

Per

form

ance

in

dic

ator

Num

ber

of n

ewsl

ette

rs

dist

ribu

ted

to p

oliti

cal

prin

cipa

ls a

nd g

over

n-m

ent

com

mun

icat

ors.

Impa

ct a

sses

smen

t of

60

% o

f G

CIS

’ com

mu-

nica

tion

prod

ucts

and

se

rvic

es t

o be

sha

red

at M

anco

.

Num

ber

of p

rese

nta-

tions

to

clus

ter

mee

t-in

gs o

n pu

blic

per

cep-

tions

of

gove

rnm

ent

deliv

ery

and

perf

or-

man

ce.

Bas

elin

e

Mon

thly

new

s-le

tter

s to

po-

litic

al p

rinc

ipal

s an

d go

vern

men

t co

mm

unic

ator

s.

Non

e

Rese

arch

find

-in

gs a

vaila

ble

ever

y qu

arte

r;

spor

adic

clu

ster

re

port

s.

Ou

tpu

t

Inte

grat

ed v

iew

of

the

com

mu-

nica

tion

envi

ronm

ent,

bring

ing

toge

ther

hig

hlig

hts

of r

esea

rch

findi

ngs

on p

ublic

per

cept

ion

and

med

ia r

epor

ting.

Impa

ct a

sses

smen

t of

GCIS

’ com

-m

unic

atio

n in

terv

entio

ns.

Prov

idin

g a

dash

boar

d of

per

cep-

tions

on

gove

rnm

ent

deliv

ery

and

perf

orm

ance

.

30


Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

thro

ugh

med

ia m

onito

ring

, re

sear

ch,

surv

eys

and

anal

ysis

to

unde

rsta

nd t

he m

edia

env

iron

men

t an

d th

e pu

lse

of t

he n

atio

n.

Targ

ets

20

16

/1

7

Four

rep

orts

pro

-du

ced.

Expa

nsio

n an

d m

aint

enan

ce o

f Kno

wle

dge

Man

age-

men

t Str

ateg

y an

d pr

oced

ures

.

Non

e.

Pres

enta

tion

of f

our

quar

terly

repo

rts.

One

ann

ual r

epor

t.

20

15

/1

6

Four

rep

orts

pro

-du

ced.

Expa

nsio

n an

d m

aint

enan

ce o

f Kno

wle

dge

Man

-ag

emen

t Str

ateg

y an

d pr

oced

ures

.

Proj

ect

revi

ew.

Pres

enta

tion

of

four

qua

rter

ly

repo

rts.

One

ann

ual r

e-po

rt.

20

14

/1

5

Four

rep

orts

pr

oduc

ed.

Expa

nsio

n of

Kno

wle

dge

Man

agem

ent

Str

ateg

y an

d pr

oced

ures

.

Impl

emen

ta-

tion

of p

roj-

ect

plan

.

Pres

enta

tion

of f

our

quar

-te

rly

repo

rts.

One

ann

ual

repo

rt.

20

13

/1

4

Four

rep

orts

pr

oduc

ed.

Revi

ew o

f th

e

Kno

wle

dge

Man

agem

ent

Str

ateg

y an

d pr

oced

ures

.

Impl

emen

ta-

tion

of p

roje

ct

plan

.

Pres

enta

tion

of f

our

quar

-te

rly

repo

rts.

One

ann

ual

repo

rt.

20

12

/1

3

Four

rep

orts

pro

duce

d.

Impl

emen

tatio

n of

Kno

wle

dge

Man

agem

ent

Str

ateg

y an

d pr

oce-

dure

s ex

tend

ed.

Dev

elop

men

t of

pro

ject

pl

an f

or 2

0-ye

ar r

evie

w,

cons

ultin

g w

ith t

he

publ

ic a

nd r

ole

play

ers;

pr

omot

ing

coop

erat

ion.

Pres

enta

tion

of f

our

quar

terly

repo

rts.

One

ann

ual r

epor

t.

Per

form

ance

in

dic

ator

Puls

e of

the

Na-

tion

rese

arch

rep

orts

pr

oduc

ed f

or p

oliti

cal

prin

cipa

ls o

nly.

Kno

wle

dge

Man

age-

men

t Str

ateg

y an

d sy

stem

s im

plem

ente

d.

Proj

ect

plan

on

20-y

ear

revi

ew im

plem

ente

d.

Num

ber

of a

naly

sis

repo

rts

on g

over

nmen

t de

liver

y an

d pe

rfor

-m

ance

of

gove

rnm

ent

com

mun

icat

ors.

Ann

ual r

epor

t of

the

as-

sess

men

t of

the

med

ia

land

scap

e.

Bas

elin

e

Rese

arch

find

-in

gs a

re a

vail-

able

but

nee

d to

be

pack

-ag

ed.

App

rove

d Kno

wle

dge

Man

agem

ent

Str

ateg

y.

Non

e.

Qua

rter

ly

med

ia a

naly

sis

of g

over

nmen

t po

licie

s an

d pr

ogra

mm

es.

Non

e.

Ou

tpu

t

Puls

e of

the

Nat

ion

repo

rts

mea

suring

hi

gh-l

evel

indi

ca-

tors

of m

ood

and

confi

denc

e.

Kno

wle

dge

Man

age-

men

t Str

ateg

y an

d sy

stem

s.

Revi

ew o

f 20

yea

rs

of F

reed

om a

nd

Dem

ocra

cy in

Sou

th

Afr

ica.

Ana

lysi

s of

med

ia

cove

rage

of go

v-er

nmen

t po

licie

s,

deliv

ery

and

perf

or-

man

ce.

The

stat

e of

the

me-

dia

in S

outh

Afr

ica.

31

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

thro

ugh

med

ia m

onito

ring

, re

sear

ch,

surv

eys

and

anal

ysis

to

unde

rsta

nd t

he m

edia

env

iron

men

t an

d th

e pu

lse

of t

he n

atio

n.

Targ

ets

20

16

/1

7

Con

solid

ated

gov

ern-

men

t ac

hiev

emen

ts

and

plan

s.

20 m

edia

ass

essm

ent

repo

rts

prod

uced

and

sh

ared

.

192

daily

med

ia a

s-se

ssm

ent

repo

rts

for

rapi

d re

spon

se.

72 c

lust

er c

omm

uni-

catio

nre

port

s.

47 w

eeke

nd a

sses

s-m

ent

repo

rts.

com

mu-

nica

tion

repo

rts.

324

sets

of

pres

s cl

ippi

ngs.

20

15

/1

6

Con

solid

ated

go

vern

men

t ac

hiev

e-m

ents

and

pl

ans.

20 m

edia

as

sess

men

t re

port

s pr

o-du

ced

and

shar

ed.

192

daily

m

edia

as-

sess

men

t re

port

s fo

r ra

pid

re-

spon

se.

72 c

lust

er

com

mun

ica-

tion

repo

rts.

47 w

eeke

nd

asse

ssm

ent

repo

rts.

324

sets

of

pres

s cl

ip-

ping

s.

20

14

/1

5

Con

solid

ated

go

vern

men

t ac

hiev

emen

ts

and

plan

s.

20 m

edia

as-

sess

men

t re

-po

rts

prod

uced

an

d sh

ared

.

192

daily

med

ia

asse

ssm

ent

repo

rts

for

rapi

d re

spon

se.

72 c

lust

er c

om-

mun

icat

ion

envi

-ro

nmen

t re

port

s.

47 w

eeke

nd

asse

ssm

ent

repo

rts.

324

sets

of

pres

s cl

ippi

ngs.

20

13

/1

4

Con

soli-

date

d go

v-er

nmen

t ac

hiev

e-m

ents

and

pl

ans.

20 m

edia

as

sess

-m

ent

re-

port

s pr

o-du

ced

and

shar

ed.

192

daily

m

edia

as-

sess

men

t re

port

s fo

r ra

pid

resp

onse

.

72 c

lust

er

com

mun

i-ca

tion

en-

viro

nmen

t re

port

s.

47 w

eek-

end

as-

sess

men

t re

port

s.

324

sets

of

pre

ss

clip

ping

s.

20

12

/1

3

Con

solid

ated

gov

-er

nmen

t ac

hiev

e-m

ents

and

pla

ns.

20 m

edia

ass

ess-

men

t re

port

s pr

o-du

ced

and

shar

ed.

192

rapi

d re

spon

se.

72 c

lust

er c

omm

uni-

catio

n en

viro

nmen

t re

port

s.

49 w

eeke

nd a

sses

s-m

ent

repo

rts.

324

sets

of

pres

s cl

ippi

ngs.

Per

form

ance

in

dic

ator

Ann

ual s

ynth

e-si

s of

dep

art-

men

tal a

chie

ve-

men

ts a

nd

plan

s fo

r SoN

A.

The

num

ber

of

med

ia e

nviron

-m

ent

repo

rts

prod

uced

and

sh

ared

for

man

-ag

emen

t in

the

G

CIS

and

The

Pr

esid

ency

.

Num

ber

of

m

edia

cov

erag

e re

port

s.

Bas

elin

e

One

syn

thes

is

repo

rt

Fort

nigh

tly

com

mun

icat

ion

plan

ning

rep

orts

.

Dai

ly r

apid

re

spon

se r

epor

ts.

Mon

thly

clu

ster

co

mm

unic

atio

n en

viro

nmen

t re

-po

rts.

Wee

kend

ana

lysi

s re

port

.

Pres

s cl

ippi

ngs,

br

oadc

ast

and

on-

line

med

ia c

over

age

repo

rts.

Ou

tpu

t

Synt

hesi

s of

dep

artm

enta

l ac

hiev

emen

ts a

nd p

lans

for

SoN

A.

Ass

essm

ent

of t

he m

edia

en

viro

nmen

t.

Nat

iona

l and

inte

rnat

iona

l m

edia

mon

itoring

.

32


Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

thro

ugh

med

ia m

onito

ring

, re

sear

ch,

surv

eys

and

anal

ysis

to

unde

rsta

nd t

he m

edia

env

iron

men

t an

d th

e pu

lse

of t

he n

atio

n.

Targ

ets

20

16

/1

7

720

med

ia c

ov-

erag

e re

port

s.

Ale

rts

of b

reak

-in

g ne

ws.

48 s

ets

of k

ey

mes

sage

s.

12 c

onte

nt

prod

ucts

, in

clud

ing

brie

fing

and

back

grou

nd

docu

men

ts,

fact

she

ets

and

med

ia c

onte

nt

whe

n re

quired

.

20

15

/1

6

720

med

ia c

over

-ag

e re

port

s.

Ale

rts

of b

reak

ing

new

s.

48 s

ets

of k

ey

mes

sage

s.

12 c

onte

nt

prod

ucts

, in

clud

-in

g br

iefin

g an

d ba

ckgr

ound

doc

u-m

ents

, fa

ct s

heet

s an

d m

edia

con

tent

w

hen

requ

ired

.

20

14

/1

5

720

med

ia

cove

rage

re

port

s.

Ale

rts

of

brea

king

ne

ws.

48 s

ets

of

key

mes

-sa

ges.

12 c

onte

nt

prod

ucts

, in

clud

ing

brie

fing

and

back

grou

nd

docu

men

ts,

fact

she

ets

and

med

ia

cont

ent

whe

n re

-qu

ired

.

20

13

/1

4

720

med

ia c

over

-ag

e re

port

s.

Ale

rts

of b

reak

ing

new

s.

48 s

ets

of k

ey

mes

sage

s.

12 c

onte

nt

prod

ucts

, in

-cl

udin

g br

iefin

g an

d ba

ckgr

ound

do

cum

ents

, fa

ct

shee

ts a

nd m

edia

co

nten

t w

hen

requ

ired

.

20

12

/1

3

720

med

ia c

over

-ag

e re

port

s.

Ale

rts

of b

reak

ing

new

s.

48 s

ets

of k

ey

mes

sage

s.

12 c

onte

nt

prod

ucts

, in

clud

-in

g br

iefin

g an

d ba

ckgr

ound

doc

u-m

ents

, fa

ct s

heet

s an

d m

edia

con

tent

w

hen

requ

ired

.

Per

form

ance

in

dic

ator

Ale

rts

of b

reak

ing

new

s.

Num

ber

of k

ey

mes

sage

s.

Com

mun

icat

ion

cont

ent,

incl

ud-

ing

brie

fing

and

back

grou

nd

docu

men

ts,

fact

sh

eets

and

med

ia

cont

ent

whe

n re

quired

.

Bas

elin

e

Ale

rts

of b

reak

ing

new

s.

Mon

thly

dev

elop

men

t of

key

m

essa

ges.

Dev

elop

men

t of

com

mun

ica-

tion

cont

ent,

incl

udin

g br

iefin

g an

d ba

ckgr

ound

doc

umen

ts,

fact

she

ets

and

med

ia c

onte

nt

whe

n re

quired

.

Ou

tpu

t

Dev

elop

men

t of

ke

y m

essa

ges

and

com

mun

ica-

tion

cont

ent.

Str

ateg

ic o

bje

ctiv

e 2

: B

uild

ing

peop

le,

prod

ucts

, pr

oces

ses

and

a re

liabl

e kn

owle

dge

base

to

ensu

re a

n ef

fect

ive

gove

rnm

ent

com

mun

icat

ion

syst

em.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de e

xper

tise

to o

ffer

the

bes

t co

mm

unic

atio

n so

lutio

ns t

o go

vern

men

t th

roug

h pr

ofes

sion

al la

ngua

ge s

ervi

ces.

Targ

et

20

16

/1

7

Lang

uage

ser

vice

s ba

sed

on 2

50

requ

ests

.

20

15

/1

6

Lang

uage

se

rvic

es

base

d on

220

re

ques

ts.

20

14

/1

5

Lang

uage

se

rvic

es

base

d on

200

re

ques

ts.

20

13

/1

4

Lang

uage

se

rvic

es

base

d on

18

0 re

-qu

ests

.

20

12

/1

3

Lang

uage

ser

vice

s ba

sed

on 1

50 r

eque

sts.

Per

form

ance

in

dic

ator

Num

ber

of la

ngua

ge

serv

ice

requ

ests

fro

m

with

in G

CIS

and

gov

-er

nmen

t de

part

men

ts.

Bas

elin

e

179

lang

uage

se

rvic

e re

ques

ts

from

with

in G

CIS

an

d go

vern

men

t de

part

men

ts.

Ou

tpu

t

Prof

essi

onal

lang

uage

se

rvic

es p

rovi

ded

to

GCIS

and

gov

ernm

ent

depa

rtm

ents

.

33

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 2

: B

uild

ing

peop

le,

prod

ucts

, pr

oces

ses

and

a re

liabl

e kn

owle

dge

base

to

ensu

re a

n ef

fect

ive

gove

rnm

ent

com

mun

icat

ion

syst

em.

Su

bp

rog

ram

me

obje

ctiv

e: D

evel

op c

onte

nt a

nd c

reat

e pl

atfo

rms

to g

row

the

voi

ce o

f go

vern

men

t.

Targ

et

20

16

/1

7

40 0

00 c

opie

s of

th

e Sou

th A

fric

a Ye

arbo

ok a

nd

4 00

0 D

VD

s.25

000

cop

ies

of

the

Pock

et G

uide

to

Sou

th A

fric

a.

Sup

plem

ent

prod

uct

suite

w

ith a

dditi

onal

di

ssem

inat

ion

plat

form

s ba

sed

on u

ser

tren

ds.

Prod

uctio

n of

an

nual

print

pr

oduc

t fo

r m

ass

cons

umpt

ion.

20

15

/1

6

40 0

00 c

opie

s of

th

e Sou

th A

fric

a Ye

arbo

ok a

nd

4 00

0 D

VD

s.25

000

cop

ies

of

the

Pock

et G

uide

to

Sou

th A

fric

a.

Sup

plem

ent

prod

uct

suite

w

ith a

dditi

onal

di

ssem

inat

ion

plat

form

s ba

sed

on u

ser

tren

ds.

Prod

uctio

n of

an

nual

print

pr

oduc

t fo

r m

ass

cons

umpt

ion.

20

14

/1

5

40 0

00 c

opie

s of

th

e Sou

th A

fric

a Ye

arbo

ok a

nd

4 00

0 D

VD

s.25

000

cop

ies

of

the

Pock

et G

uide

to

Sou

th A

fric

a.

Sup

plem

ent

prod

uct

suite

w

ith a

dditi

onal

di

ssem

inat

ion

plat

form

s ba

sed

on u

ser

tren

ds.

Prod

uctio

n of

an

nual

print

pr

oduc

t fo

r m

ass

cons

umpt

ion.

20

13

/1

4

40 0

00 c

opie

s of

th

e Sou

th A

fric

a Ye

arbo

ok a

nd

4 00

0 D

VD

s.25

000

cop

ies

of

the

Pock

et G

uide

to

Sou

th A

fric

a.

Sup

plem

ent

prod

uct

suite

w

ith a

dditi

onal

di

ssem

inat

ion

plat

form

s ba

sed

on u

ser

tren

ds.

Prod

uctio

n of

an

nual

print

pr

oduc

t fo

r m

ass

cons

umpt

ion.

20

12

/1

3

40 0

00 c

opie

s of

th

e Sou

th A

fric

a Ye

arbo

ok a

nd 4

000

D

VD

s.20

000

cop

ies

of

the

Pock

et G

uide

to

Sou

th A

fric

a.

Prod

uctio

n of

an-

nual

print

pro

duct

fo

r m

ass

cons

ump-

tion,

coi

ncid

ing

with

th

e N

atio

nal O

rder

s ev

ent,

to

rais

e pu

blic

aw

aren

ess

of t

he

Ord

ers

and

profi

le

reci

pien

ts.

Per

for-

man

ce

ind

icat

or

Num

ber

of

copi

es a

nnu-

ally

pro

duce

d of

Sou

th A

f-rica

Yea

rboo

k an

d Po

cket

G

uide

to

Sou

th A

fric

a.

Prod

uctio

n of

print

and

/or

ele

ctro

nic

prod

ucts

to

cre

ate

awar

enes

s of

th

e N

atio

nal

Ord

ers.

Bas

elin

e

Ann

ual p

rodu

c-tio

n of

: 40

000

cop

ies

of t

he S

outh

Afr

ica

Year

-bo

ok a

nd 4

000

D

VD

s.20

000

cop

ies

of t

he P

ocke

t G

uide

to

Sou

th

Afr

ica.

Prod

uced

the

bo

okle

t an

d vi

deo

and

phot

ogra

phic

co

vera

ge o

f th

e ev

ent.

Ou

tpu

t

Sou

th A

fric

a Ye

arbo

ok a

nd

Pock

et G

uide

to

Sou

th A

fric

a.

Com

mun

icat

ion

prod

ucts

in

supp

ort

of t

he N

atio

nal O

rder

s Cam

paig

n.

34


Str

ateg

ic O

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: D

evel

op c

onte

nt a

nd c

reat

e pl

atfo

rms

to g

row

the

voi

ce o

f go

vern

men

t.

Targ

et

20

16

/1

7

40m

illio

n co

pies

of

Vuk

’uze

nzel

e ne

wsp

aper

10 0

80 B

raill

e co

pies

.

24 v

ersi

ons

of

the

mon

thly

w

ebsi

te u

pdat

ed.

480

000

copi

es.

160

000

copi

es

prod

uced

.

20

15

/1

6

40 m

illio

n co

pies

of

Vuk

’uze

nzel

e ne

wsp

aper

pro

-du

ced.

10 0

80 B

raill

e co

pies

.

24 v

ersi

ons

of

the

mon

thly

w

ebsi

te u

pdat

ed.

480

000

copi

es.

160

000

copi

es

prod

uced

.

20

14

/1

5

40 m

illio

n co

pies

of

Vuk

’uze

nzel

e ne

wsp

aper

.

10 0

80 B

raill

e co

pies

.

10 0

80 B

raill

e co

pies

.

360

000

copi

es.

120

000

copi

es

prod

uced

.

20

13

/1

4

40 m

illio

n co

pies

of

Vuk

’uze

nzel

e ne

wsp

aper

.

10 0

80 B

raill

e co

pies

.

24 v

ersi

ons

of

the

mon

thly

web

-si

te u

pdat

ed.

240

000

copi

es.

80 0

00 c

opie

s pr

oduc

ed.

20

12

/1

3

20,4

mill

ion

copi

es

of V

uk’u

zenz

ele

new

spap

er.

5040

Bra

ille

copi

es.

12 v

ersi

ons

of t

he

mon

thly

web

site

up

date

d.

120

000

copi

es.

40 0

00 c

opie

s pr

o-du

ced.

Per

form

ance

in

dic

ator

Num

ber

of c

opie

s of

Vuk

’uze

nzel

e ne

wsp

aper

pub

-lis

hed

per

year

.

Num

ber

of P

SM

m

agaz

ine

pub-

lishe

d an

nual

ly.

Num

ber

of G

ov-

Com

ms

prod

uced

an

nual

ly.

Bas

elin

e

1,7

mill

ion

copi

es o

f Vuk

’uze

nzel

e ne

wsp

aper

pro

-du

ced

mon

thly

.

420

Bra

ille

copi

es p

rodu

ced

mon

thly

.

12 v

ersi

ons

of t

he

mon

thly

web

site

ver

sion

up-

date

d.

120

000

copi

es p

rodu

ced

annu

-al

ly (

10 0

00 m

onth

ly).

40 0

00 c

opie

s pr

oduc

ed

annu

ally

(10

000

qua

rter

ly).

Ou

tpu

t

A n

ewsp

a-pe

r fo

cuse

d on

gov

ern-

men

t’s k

ey

prio

ritie

s.

Publ

ic

Sec

tor

Man

ager

(P

SM

) m

agaz

ine.

Gov

Com

ms

supp

lem

ent

to P

SM

m

agaz

ine.

35

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 2

: Bui

ldin

g pe

ople

, pr

oduc

ts,

proc

esse

s an

d a

relia

ble

know

ledg

e ba

se t

o en

sure

an

effe

ctiv

e go

vern

men

t co

mm

unic

atio

n sy

stem

.

Su

bp

rog

ram

me

obje

ctiv

e: D

evel

op c

onte

nt a

nd c

reat

e pl

atfo

rms

to g

row

the

voi

ce o

f go

vern

men

t.

Targ

et

20

16

/1

7

12 e

lect

roni

c ne

wsl

ette

rs.

Qua

rter

ly a

sses

s-m

ent

of u

sabi

lity

and

cont

ent

of

web

site

s w

ith a

vi

ew t

o im

prov

e-m

ent

and

upda

t-in

g.

10 r

espo

nses

/

supp

ort

offe

red

to w

eb m

anag

ers,

ba

sed

on r

eque

sts

for

assi

stan

ce.

Rele

vant

soc

ial

med

ia p

latf

orm

s us

ed.

Dai

ly n

ews

upda

tes

on k

ey

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Dai

ly n

ews

upda

tes

on k

ey

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

20

15

/1

6

12 e

lect

roni

c ne

wsl

ette

rs.

Qua

rter

ly a

sses

s-m

ent

of u

sabi

l-ity

and

con

tent

of

web

site

s w

ith a

vi

ew t

o im

prov

e-m

ent

and

upda

t-in

g.

10 r

espo

nses

/

supp

ort

offe

red

to w

eb m

anag

ers,

ba

sed

on r

eque

sts

for

assi

stan

ce.

Rele

vant

soc

ial

med

ia p

latf

orm

s us

ed.

Dai

ly n

ews

upda

tes

on k

ey g

over

n-m

ent

prog

ram

mes

an

d ac

tiviti

es.

Dai

ly n

ews

upda

tes

on k

ey g

over

n-m

ent

prog

ram

mes

an

d ac

tiviti

es.

20

14

/1

5

12 e

lect

roni

c ne

wsl

ette

rs.

Qua

rter

ly a

s-se

ssm

ent

of

usab

ility

and

co

nten

t of

web

-si

tes

with

a v

iew

to

impr

ovem

ent

and

upda

ting.

10 r

espo

nses

/

supp

ort

offe

red

to w

eb m

anag

-er

s, b

ased

on

requ

ests

for

as-

sist

ance

.

Rele

vant

soc

ial

med

ia p

latf

orm

s us

ed.

Con

tinuo

us

cove

rage

of

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Dai

ly n

ews

upda

tes

on k

ey

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

20

13

/1

4

12 e

lect

roni

c ne

ws-

lett

ers.

Qua

rter

ly a

sses

s-m

ent

of u

sabi

l-ity

and

con

tent

of

web

site

s w

ith a

vie

w

to im

prov

emen

t an

d up

datin

g.

10 r

espo

nses

/su

ppor

t of

fere

d to

web

man

ager

s,

base

d on

req

uest

s fo

r as

sist

ance

.

Rele

vant

soc

ial m

e-di

a pl

atfo

rms

used

.

Prov

idin

g a

com

pre-

hens

ive

new

s fe

ed,

natio

nally

and

in-

tern

atio

nally

as

the

offic

ial n

ews

agen

cy

of g

over

nmen

t.

Dai

ly n

ews

upda

tes

on k

ey g

over

nmen

t pr

ogra

mm

es a

nd

activ

ities

.

20

12

/1

3

12 e

lect

roni

c ne

wsl

ette

rs.

Onc

e-of

f en

-ha

ncem

ent/

re

vam

p of

Gov

-er

nmen

t O

nlin

e an

d se

rvic

es

web

site

s.

10 r

espo

nses

/

supp

ort

offe

red

to w

eb m

anag

-er

s, b

ased

on

requ

ests

for

as-

sist

ance

.

Str

uctu

red

ap-

proa

ch t

o so

cial

m

edia

dev

el-

oped

. Re

leva

nt

soci

al m

edia

pl

atfo

rms

used

.

Dai

ly c

over

age

of

key

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Dai

ly n

ews

upda

tes

on k

ey

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Per

form

ance

in

dic

ator

Num

ber

of n

ews-

lett

ers

publ

ishe

d an

nual

ly.

Com

preh

ensi

ve,

ac-

cura

te,

curr

ent

and

usab

le

web

site

s co

nfor

m-

ing

to b

est

prac

tice.

Num

ber

of r

espo

ns-

es /

sup

port

off

ered

to

web

man

ager

s,

base

d on

req

uest

s fo

r as

sist

ance

.

Effic

ient

use

of

soci

al m

edia

to

com

plem

ent

alig

ned

gove

rnm

ent

com

mun

icat

ions

pl

atfo

rms.

Dai

ly n

ews

upda

tes

on k

ey g

over

nmen

t pr

ogra

mm

es a

nd

activ

ities

.

Dai

ly n

ews

upda

tes

on k

ey g

over

nmen

t pr

ogra

mm

es a

nd

activ

ities

.

Bas

elin

e

No

base

line

Sta

rted

with

en

hanc

emen

t of

Gov

ernm

ent

Onl

ine

and

gov-

ernm

ent

serv

ices

co

nten

t ar

chite

c-tu

re,

navi

gatio

n an

d lo

ok a

nd f

eel.

Gov

ernm

ent

web

co

nten

t m

anag

-er

s su

ppor

ted

on

requ

est.

Sta

rted

with

st

ruct

ured

ap-

proa

ch t

o so

cial

m

edia

. Som

e re

leva

nt p

latf

orm

s us

ed.

Con

tinuo

us

cove

rage

of

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Dai

ly n

ews

upda

tes

on k

ey

gove

rnm

ent

prog

ram

mes

and

ac

tiviti

es.

Ou

tpu

t

New

slet

ter

for

publ

ic s

erva

nts.

Offi

cial

onl

ine

pres

-en

ce o

f go

vern

men

t an

d G

CIS

.

Web

-rel

ated

adv

ice

and

supp

ort

ser-

vice

s to

gov

ern-

men

t w

eb c

onte

nt

man

ager

s.

Use

of so

cial

med

ia

plat

form

s by

GCIS

.

Prov

idin

g co

mpr

e-he

nsiv

e ne

ws

feed

, na

tiona

lly a

nd in

-te

rnat

iona

lly a

s th

e of

ficia

l new

s ag

ency

of

gov

ernm

ent.

Dai

ly n

ews

upda

tes

on k

ey g

over

nmen

t pr

ogra

mm

es a

nd

activ

ities

.

36


Str

ateg

ic o

bje

ctiv

e 2

: B

uild

ing

peop

le,

prod

ucts

, pr

oces

ses

and

a re

liabl

e kn

owle

dge

base

to

ensu

re a

n ef

fect

ive

gove

rnm

ent

com

mun

icat

ion

syst

em.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de e

ffici

ent

and

effe

ctiv

e m

arke

ting

and

dist

ribu

tion

serv

ices

for

gov

ernm

ent.

Targ

ets

20

16

/1

7

25 m

arke

ting

serv

ices

pro

vide

d fo

r go

vern

men

t.

Exec

ute

45

dist

ribu

tion

proj

ects

.

20

15

/1

6

25 m

arke

t-in

g se

rvic

es

prov

ided

for

go

vern

men

t.

Exec

ute

40

dist

ribu

tion

proj

ects

.

20

14

/1

5

25 m

arke

ting

serv

ices

pro

vide

d fo

r go

vern

men

t.

Exec

ute

35 d

istr

i-bu

tion

proj

ects

.

20

13

/1

4

20 m

arke

ting

serv

ices

pro

vide

d fo

r go

vern

men

t.

Exec

ute

30

dist

ribu

tion

proj

ects

.

20

12

/1

3

20 m

arke

ting

serv

ices

pr

ovid

ed f

or g

over

n-m

ent.

Exec

ute

28 d

istr

ibu-

tion

proj

ects

.

Per

form

ance

ind

icat

or

Num

ber

of s

ucce

ssfu

l m

arke

ting

cam

paig

ns.

Num

ber

of d

istr

ibut

ion

proj

ects

exe

cute

d.

Bas

elin

e

No

base

line.

Five

key

di

stribu

tion

proj

ects

an

nual

ly.

Ou

tpu

t

Mar

ketin

g se

rvic

es

prov

ided

for

go

vern

men

t.

Dis

trib

utio

n of

GCIS

pr

oduc

ed p

rodu

cts.

Str

ateg

ic o

bje

ctiv

e 5

: Pr

ojec

ting,

def

endi

ng a

nd m

aint

aini

ng t

he im

age

of g

over

nmen

t an

d th

at o

f th

e st

ate.

Su

bp

rog

ram

me

obje

ctiv

e: M

anag

e co

rpor

ate

iden

tity

for

gove

rnm

ent.

Targ

ets

20

16

/1

7

One

inte

rnal

re-

view

of

corp

orat

e id

entit

y ai

med

at

ensu

ring

alig

n-m

ent

tow

ards

co

ntin

uous

im-

prov

emen

t.

Con

duct

one

w

orks

hop

stru

c-tu

red

to c

omm

u-ni

cate

cor

pora

te

iden

tity

polic

ies

and

proc

edur

es

to in

tern

al a

nd

exte

rnal

sta

ke-

hold

ers.

20

15

/1

6

One

inte

rnal

re-

view

of

corp

orat

e id

entit

y ai

med

at

ensu

ring

alig

nmen

t to

war

ds c

ontin

uous

im

prov

emen

t.

Con

duct

one

wor

k-sh

op s

truc

ture

d to

com

mun

icat

e co

rpor

ate

iden

tity

polic

ies

and

pro-

cedu

res

to in

tern

al

and

exte

rnal

sta

ke-

hold

ers.

20

14

/1

5

One

inte

rnal

rev

iew

of

cor

pora

te id

en-

tity

aim

ed a

t en

suring

al

ignm

ent

tow

ards

co

ntin

uous

impr

ove-

men

t.

Con

duct

one

wor

ksho

p st

ruct

ured

to

com

-m

unic

ate

corp

orat

e id

entit

y po

licie

s an

d pr

oced

ures

to

inte

rnal

an

d ex

tern

al s

take

-ho

lder

s.

20

13

/1

4

One

inte

rnal

rev

iew

of

cor

pora

te id

entit

y ai

med

at

ensu

ring

al

ignm

ent

tow

ards

co

ntin

uous

impr

ove-

men

t.

Con

duct

tw

o w

ork-

shop

s st

ruct

ured

to

com

mun

icat

e co

rpo-

rate

iden

tity

polic

ies

and

proc

edur

es t

o in

tern

al a

nd e

xter

-na

l sta

keho

lder

s.

20

12

/1

3

One

ext

erna

l cor

po-

rate

iden

tity

audi

t ai

med

at

iden

tifyi

ng

exis

ting

syst

emic

pr

oble

ms

and

pro-

vidi

ng a

fra

mew

ork

tow

ards

eff

ectiv

e re

solu

tion.

Con

duct

fou

r w

ork-

shop

s st

ruct

ured

to

com

mun

icat

e co

rpor

ate

iden

tity

polic

ies

and

pro-

cedu

res

to in

tern

al

and

exte

rnal

sta

ke-

hold

ers.

Per

form

ance

in

dic

ator

Impl

emen

tatio

n of

a

func

tiona

l cor

pora

te

iden

tity

man

agem

ent

and

cont

rol s

yste

m

base

d on

find

ings

of

corp

orat

e id

entit

y au

dit.

Form

al a

nd s

truc

-tu

red

com

mun

icat

ion

of c

orpo

rate

iden

tity

polic

ies

and

proc

e-du

res

to in

tern

al a

nd

exte

rnal

sta

keho

lder

s.

Bas

elin

e

No

base

line.

No

base

line.

Ou

tpu

t

Esta

blis

hmen

t an

d co

ntin

u-ou

s im

prov

e-m

ent

of a

fu

nctio

nal c

or-

pora

te id

entit

y m

anag

emen

t.

Wel

l-in

form

ed

inte

rnal

and

ex

tern

al

stak

ehol

ders

.

37

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 5

: Pr

ojec

ting,

def

endi

ng a

nd m

aint

aini

ng t

he im

age

of g

over

nmen

t an

d th

at o

f th

e st

ate.

Su

b-p

rog

ram

me

obje

ctiv

e: M

anag

e co

rpor

ate

iden

tity

for

gove

rnm

ent.

Targ

ets

20

16

/1

7

Han

dle

40 r

eque

sts

for

advi

ce o

n co

rpo-

rate

iden

tity.

Qua

lity

cont

rol o

f 80

pr

oduc

ts a

nd s

er-

vice

s ex

ecut

ed b

y th

e G

CIS

.

20

15

/1

6

Han

dle

40

requ

ests

for

ad

vice

on

corp

orat

e id

entit

y.

Qua

lity

cont

rol o

f 80

pro

duct

s an

d se

rvic

es

exec

uted

by

the

GCIS

.

20

14

/1

5

Han

dle

40

requ

ests

for

ad

vice

on

corp

orat

e id

entit

y.

Qua

lity

cont

rol o

f 80

pr

oduc

ts a

nd

serv

ices

ex-

ecut

ed b

y th

e G

CIS

.

20

13

/1

4

Han

dle

40

requ

ests

for

ad

vice

on

corp

orat

e id

entit

y.

Qua

lity

cont

rol o

f 80

pro

duct

s an

d se

rvic

es

exec

uted

by

the

GCIS

.

20

12

/1

3

Han

dle

40

requ

ests

for

ad

vice

on

corp

orat

e id

entit

y.

Qua

lity

cont

rol

of 8

0 pr

oduc

ts

and

serv

ices

ex

ecut

ed b

y th

e G

CIS

.

Per

form

ance

ind

icat

or

Wor

k do

ne in

pro

cess

ing

advi

ce o

n co

rpor

ate

iden

tity

prov

ided

to

inte

rnal

and

ex

tern

al s

take

hold

ers.

Form

al c

heck

and

app

rova

l of

all

med

ia p

rodu

ced

and

serv

ices

exe

cute

d by

the

G

CIS

.

Bas

elin

e

Han

dle

40

requ

ests

for

ad

vice

on

corp

orat

e id

entit

y.

No

base

line.

Ou

tpu

t

Prof

essi

onal

adv

ice

on c

orpo

rate

id

entit

y qu

erie

s to

inte

rnal

and

ex

tern

al s

take

hold

ers.

Effe

ctiv

e m

onito

ring

and

con

trol

w

ith r

espe

ct t

o th

e ap

plic

atio

n of

cor

pora

te id

entit

y gu

idel

ines

de

velo

ped

by g

over

nmen

t.

Str

ateg

ic o

bje

ctiv

e 5

: Pr

ojec

ting,

def

endi

ng a

nd m

aint

aini

ng t

he im

age

of g

over

nmen

t an

d th

at o

f th

e st

ate.

Su

bp

rog

ram

me

obje

ctiv

e: M

anag

e co

rpor

ate

iden

tity

for

gove

rnm

ent.

Targ

ets

20

16

/1

7

Org

anis

e 11

Pu

blic

Sec

tor

Man

ager

For

ums.

20

15

/1

6

Org

anis

e 11

Pub

lic

Sec

tor

Man

ager

Fo

rum

s.

20

14

/1

5

Org

anis

e 11

Pub

lic

Sec

tor

Man

ager

Fo-

rum

s.

20

13

/1

4

Org

anis

e 11

Pub

lic

Sec

tor

Man

ager

Fo

rum

s.

20

12

/1

3

Org

anis

e 11

Pub

lic

Sec

tor

Man

ager

Fo

rum

s.

Per

form

ance

in

dic

ator

Num

ber

of P

ublic

Sec

-to

r M

anag

er F

orum

s.

Bas

elin

e

Thre

e Pu

blic

Sec

tor

Man

-ag

er F

orum

s.

Ou

tpu

t

Sen

ior

man

ag-

ers

who

are

w

ell-

info

rmed

ab

out

gove

rn-

men

t po

licy.

38



PROGRAMME 2: COMMUNICATION AND CONTENT MANAGEMENT

Detail per sub-programme and economic classifi-cation



R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15Sub-programmes Programme Manage-ment for Communi-cation and Content Management

1 594 2 345 2 281 2 601 5 234 4 570 4 803

Policy and Research 26 623 34 436 33 032 33 886 34 954 36 793 39 147

Content and Writing 58 174 62 570 60 509 63 031 68 899 72 549 76 729

2010 Government Communication Proj-ect Management

11 743 14 194 7 463 - - - -

Total 98 134 113 545 103 285 99 518 109 087 113 912 120 679Change to 2011 Budget estimate

(156 641) (161 946) (169 538) 873

Economic classificationCurrent payments 97 536 113 199 101 814 99 176 108 194 113 058 119 783Compensation of employees

26 534 35 363 38 184 38 871 44 360 45 649 48 580

Goods and services 71 002 77 836 63 630 60 305 63 834 67 409 71 203

Computer services 7 284 9 461 9 886 5 127 2 848 3 008 3 170

Lease payments 127 724 972 1 062 1 120 1 183 1 247

Travel and subsis-tence

2 623 2 339 1 907 1 318 2 399 2 533 2 671

Operating expendi-ture

32 786 37 991 35 118 35 357 36 289 38 321 40 491

Payments for capi-tal assets

563 346 1 456 342 893 854 896

Machinery and equipment

563 346 1 456 342 343 854 896

Software and other intangible assets of which:

- - - - 550 - -

Payments for financial assets

35 - 15 - - - -

Total 98 134 113 545 103 285 99 518 109 087 113 912 120 679


Expenditure increased from R98,1 million in 2008/09 to R99,5 million in 2011/12, at an average annual rate of 0,5%, and is expected to increase to R120,7 million over the medium term, at an average annual rate of 6,6%. The bulk of the increase over the medium term is concentrated in spending on compensation of employees, and goods and services costs related to the increased print run of the Vuk’uzenzele newspaper and research projects related to public opinion on government activities. This is mainly reflected in the increased spending on operating expenses, and travel and subsistence costs incurred during the research conducted to ascertain pub-lic opinion. The programme receives an additional allocation of R2,5 million over the medium-term for improved conditions of service.

39

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Repositioning the Vuk’uzenzele magazine as a monthly newspaper is expected to increase the production run from 10 million copies in 2008/09 to 21,4 million copies each year over the medium term. Each print run of Vuk’uzenzele as a glossy magazine used to cost R3,2 million. Once it has been converted to a monthly newspaper, each print run will cost much less, at R1,2 million. The programme has a budget of R4,3 million for consultants between 2012/13 and 2014/15, which is mainly for skills related to the translation and transcription of the Vuk’uzenzele newspaper and the South African Year Book publication.


Section 38(1) of the PFMA, 1999 (Act 1 of 1999), as amended and Section 3.2 of the Treasury regulations require the department to put in place a risk management system.

Strategic objective 2: Building people, products and process and a reliable knowledge base to ensure an effective government communication system.

Strategic risk Mitigation strategy

3. Cost cutting / static budgetThe GCIS has a limited portfolio of govern-ment communication products. The need to grow the products and platforms has been identified but if there is cost cutting or the budget does not grow, the GCIS will not be able to grow the portfolio of products.

• Reprioritisation.

4. Lack of communications skills within the government-wide communication systemThis has been identified as a perennial problem since the GCIS was established through the COM-TASK team and in subsequent reviews.

• Conceptualise and implement a credit bearing govern-ment communication qualification.

40


8.3 PROGRAMME 3: GOVERNMENT AND STAKEHOLDER ENGAGEMENT

Programme purpose Implementation of development communication through mediated and unmediated communication and sound stakeholder relations and partnerships.

Strategic objectives Maintain and strengthen a well-functioning communi-cation system that proactively informs and engages the publics.

Links to the strategic oriented-outcome goal Ensure coherent, responsive and cost-effective com-munication services for all government programmes.

Links to outcome 12: Output 1: Suboutput 2 Access to government services.

The programme’s functions are organised into the following four subprogrammes:

Provincial and Local Liaison (P&LL) ensures that the GCS is presented to the provinces for alignment. Fund-ing will be used to procure various media channels, contracted human resources, platforms and materials to promote government messages to the public at local levels. The subprogramme is also responsible for promot-ing the Thusong Service Centres to the public, as well as ensuring that government departments send different print products and materials to these centres. The sub programme also coordinates government’s PPP.

The Programme provides oversight responsibility to the Media Development and Diversity Agency (MDDA) and ensures that the transfer payments made to the public entity enables it to carry out operations in promoting local media development and diversity.

Cluster Supervision provides strategic cluster communication advice and support to departments. It also pro-vides leadership on key cluster communication issues and campaigns. The cluster supervision subprogramme coordinates Cabinet cluster communications.

Media Engagement leads and drives interaction and communication between government and the media. Funding in this subprogramme will be used to ensure effective liaison between ministers and the media; manage on-going media-liaison services to government by ensuring they are providing government information; establish, strengthen and maintain working relationships with foreign and independent media; establish relations with South African missions and the Brand South Africa country managers with the view of disseminating govern-ment information and key targeted messages

41

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e :

Set

and

influ

ence

adh

eren

ce t

o go

vern

men

t co

mm

unic

atio

n st

anda

rds.

Targ

ets

20

16

/1

7

Bi-

annu

al in

tern

al

com

mun

icat

ors

foru

ms.

20

15

/1

6

Bi-

annu

al

inte

rnal

co

mm

unic

ator

s fo

rum

s.

20

14

/1

5

Bi-

annu

al in

tern

al

com

mun

icat

ors

foru

ms.

20

13

/1

4

Bi-

annu

al in

ter-

nal c

omm

unic

a-to

rs f

orum

s.

20

12

/1

3

Bi-

annu

al in

tern

al

com

mun

icat

ors

foru

ms.

Per

form

ance

in

dic

ator

Inte

rnal

co

mm

unic

atio

n fo

rum

hel

d.

Bas

elin

e

No

clea

r in

tern

al

com

mun

icat

ion

proc

esse

s in

gov

-er

nmen

t.

Ou

tpu

t

A fun

ctio

nal i

nter

nal g

ov-

ernm

ent

com

mun

icat

ion

syst

em for

pub

lic s

erva

nts.

42


Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

b-p

rog

ram

me

obje

ctiv

e: A

ligne

d m

essa

ges

acro

ss t

he t

hree

sph

eres

of

gove

rnm

ent

to e

nsur

e co

here

nce.

Targ

ets

20

16

/1

7

Cas

cade

gov

ernm

ent

cont

ent

to n

atio

nal,

prov

inci

al a

nd d

istr

ict

foru

ms.

Dev

elop

ed c

lust

er

com

mun

icat

ion

stra

t-eg

ies

and

GCP.

16 c

lust

er k

ey m

es-

sage

s, f

acts

heet

s,

freq

uent

ly a

sked

qu

estio

ns d

evel

oped

.

20

15

/1

6

Cas

cade

gov

-er

nmen

t co

nten

t to

nat

iona

l, pr

ovin

cial

and

di

strict

for

ums.

Dev

elop

ed c

lus-

ter

com

mun

ica-

tion

stra

tegi

es

and

GCP.

16 c

lust

er k

ey

mes

sage

s,

fact

shee

ts,

freq

uent

ly a

sked

qu

estio

ns d

evel

-op

ed.

20

14

/1

5

Cas

cade

go

vern

men

t co

nten

t to

na

tiona

l, pr

ovin

cial

an

d di

strict

fo

rum

s.

Dev

elop

ed

clus

ter

com

-m

unic

atio

n st

rate

gies

an

d G

CP.

16 c

lust

er k

ey

mes

sage

s,

fact

shee

ts,

freq

uent

ly

aske

d qu

es-

tions

dev

el-

oped

.

20

13

/1

4

Cas

cade

go

vern

men

t co

nten

t to

na

tiona

l, pr

ovin

cial

an

d di

strict

fo

rum

s.

Dev

elop

ed

clus

ter

com

-m

unic

atio

n st

rate

gies

an

d G

CP.

16 c

lust

er k

ey

mes

sage

s,

fact

shee

ts,

freq

uent

ly

aske

d qu

es-

tions

dev

el-

oped

.

20

12

/1

3

Cas

cade

gov

ern-

men

t co

nten

t to

na

tiona

l, pr

ovin

-ci

al a

nd d

istr

ict

foru

ms.

Dev

elop

ed c

lust

er

com

mun

icat

ion

stra

tegi

es.

GCP

alig

ned

alig

ned

to c

lust

er

com

mun

icat

ion

stra

tegi

es

16 c

lust

er k

ey

mes

sage

s, f

act-

shee

ts, fr

eque

ntly

as

ked

ques

tions

de

velo

ped.

stra

tegi

es.

Per

form

ance

ind

icat

or

Repo

rts

on p

rese

ntat

ions

on

gov

ernm

ent

cont

ent

at n

atio

nal,

prov

inci

al a

nd

dist

rict

com

mun

icat

ion

foru

ms.

Num

ber

of c

lust

er c

omm

u-ni

catio

n st

rate

gies

alig

ned

to t

he G

CS.

GCP

alig

ned

to G

CS.

Num

ber

of k

ey m

essa

ges,

fa

ctsh

eets

and

fre

quen

tly

aske

d qu

estio

ns d

evel

oped

fo

r co

here

nce

of m

essa

ges

acro

ss g

over

nmen

t.Con

tent

dev

elop

ed f

or

cohe

renc

e of

mes

sage

s ac

ross

gov

ernm

ent.

Bas

elin

e

Mis

alig

nmen

t of

gov

ern-

men

t co

nten

t ac

ross

the

th

ree

sphe

res

of g

over

n-m

ent.

Mis

alig

ned

clus

ter

com

-m

unic

atio

n st

rate

gies

to

the

GCS.

Unc

oord

i-na

ted

clus

ter

cont

ent.

Ou

tpu

t

Use

nat

iona

l, pr

ovin

cial

an

d di

strict

com

mun

ica-

tions

for

ums

as a

pla

t-fo

rm for

bet

ter

plan

ning

an

d co

ordi

natio

n of

co

nten

t.

Clu

ster

com

mun

icat

ion

stra

tegi

es a

ligne

d to

the

G

over

nmen

t Com

mun

ica-

tion

Str

ateg

y (G

CS).

Coh

eren

t cl

uste

r co

nten

t de

velo

pmen

t.

43

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e: E

mpo

wer

ed c

itize

nry

on g

over

nmen

t po

licie

s, p

lans

pro

gram

mes

and

ach

ieve

men

ts.

Targ

ets

20

16

/1

7

2 46

0 co

mm

uni-

catio

n ca

mpa

igns

.

680

repo

rts

on

the

impl

emen

ta-

tion

of t

he a

nnua

l m

arke

ting

and

com

mun

icat

ion

plan

.

44 M

y D

istr

ict

To-

day

new

slet

ter.

3 28

0 co

mm

unity

an

d st

akeh

olde

r lia

ison

vis

its.

20

15

/1

6

2 46

0 co

mm

unic

atio

n ca

mpa

igns

.

680

repo

rts

on t

he

impl

emen

tatio

n of

the

an

nual

mar

ketin

g an

d co

mm

unic

atio

n pl

an.

44 M

y D

istr

ict

Toda

y ne

wsl

ette

r.

3 28

0 co

mm

unity

and

st

akeh

olde

r lia

ison

vi

sits

.

20

14

/1

5

2 46

0 co

m-

mun

icat

ion

cam

paig

ns.

680

repo

rts

on t

he im

ple-

men

tatio

n of

th

e an

nual

m

arke

ting

and

com

-m

unic

atio

n pl

an.

44 M

y D

is-

tric

t To

day

new

slet

ter.

3 28

0 co

m-

mun

ity a

nd

stak

ehol

der

liais

on v

isits

.

20

13

/1

4

2 46

0 co

mm

u-ni

catio

n ca

m-

paig

ns.

680

repo

rts

on t

he

impl

emen

-ta

tion

of

the

annu

al

mar

ketin

g an

d co

m-

mun

ica-

tion

plan

.

44 M

y D

is-

tric

t To

day

new

slet

ter.

3 28

0 co

mm

u-ni

ty a

nd

stak

ehol

d-er

liai

son

visi

ts.

20

12

/1

3

2 46

0 co

mm

u-ni

catio

n ca

mpa

igns

.

680

repo

rts

on t

he

impl

emen

-ta

tion

of

the

annu

al

mar

ketin

g an

d co

m-

mun

icat

ion

plan

.

44 M

y D

is-

tric

t To

day

new

slet

ter.

3 28

0 co

mm

unity

an

d st

ake-

hold

er li

ai-

son

visi

ts.

Per

form

ance

ind

icat

or

Num

ber

of c

omm

unic

atio

n ca

m-

paig

ns t

hrou

gh v

ario

us p

latf

orm

s su

ch a

s co

mm

unity

med

ia,

sem

i-na

rs,

wor

ksho

ps,

PPP,

doo

r-to

-do

or,

and

TSCs.

Num

ber

of r

epor

ts o

f m

arke

ting

even

ts p

er T

SC.

Num

ber

of e

lect

roni

c M

y D

istr

ict

Toda

y ne

wsl

ette

rs p

rodu

ced.

Num

ber

of c

omm

unity

and

st

akeh

olde

r lia

ison

vis

its t

hrou

gh

dist

ribu

tion;

envi

ronm

enta

l ass

essm

ents

; co

mm

unic

atio

n st

rate

gisi

ng;

Thus

ong

Foru

m m

eetin

gs;

and

new

slet

ters

etc

.

Bas

elin

e

2 97

0 de

velo

pmen

t co

mm

unic

atio

n pr

oj-

ects

alig

ned

to t

he

GCP

thro

ugh

variou

s pl

atfo

rms

such

as

com

mun

ity m

edia

, se

min

ars,

wor

k-sh

ops,

PPP

, do

or-t

o-do

or,

and

TSCs.

TSC C

omm

unic

atio

n Str

ateg

y.

No

hist

oric

al in

form

a-tio

n

3 60

0 co

mm

unity

an

d st

akeh

olde

r li-

aiso

n vi

sits

thr

ough

di

stribu

tion;

envi

ronm

enta

l as-

sess

men

ts;

com

-m

unic

atio

n st

rat-

egis

ing;

Thu

song

Fo

rum

mee

tings

; an

d ne

wsl

ette

rs e

tc.

Ou

tpu

t

Publ

ic h

ave

acce

ss

to g

over

nmen

t in

-fo

rmat

ion

thro

ugh

differ

ent

plat

form

s.

44


Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e: I

nfor

med

sta

keho

lder

s th

at e

xten

d th

e re

ach

of g

over

nmen

t co

mm

unic

atio

ns e

ffor

t.

Targ

ets

20

16

/1

7

10 s

take

hold

er

enga

gem

ents

.

20

15

/1

6

10 s

take

hold

er

enga

gem

ents

.

20

14

/1

5

10 s

take

hold

er

enga

gem

ents

.

20

13

/1

4

10 s

take

hold

er

enga

gem

ents

.

20

12

/1

3

10 s

take

hold

er

enga

gem

ents

.

Per

form

ance

ind

icat

or

Num

ber

of s

take

hold

er

enga

gem

ent

alig

ned

to

the

key

prio

ritie

s.

Bas

elin

e

Unc

oord

inat

ed s

take

-ho

lder

man

agem

ent

stra

tegy

.

Ou

tpu

t

Dev

elop

and

ent

renc

h a

stro

ng p

artn

ersh

ip w

ith

key

stak

ehol

ders

.

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e: E

mpo

wer

ed c

itize

nry

on g

over

nmen

t po

licie

s, p

lans

pro

gram

mes

and

ach

ieve

men

ts.

Targ

ets

20

16

/1

7

1 m

illio

n co

pies

of

com

mun

icat

ion

mat

eria

ls

dist

ribu

ted.

Con

solid

ate

repo

rts

on t

he n

umbe

r of

PP

P ev

ents

a y

ear.

20

15

/1

6

1 m

illio

n co

pies

of

com

mun

icat

ion

mat

eria

ls d

istr

ib-

uted

.

Con

solid

ate

repo

rts

on t

he

num

ber

of P

PP

even

ts a

yea

r.

20

14

/1

5

1 m

illio

n co

pies

of

com

mun

ica-

tion

mat

eria

ls

dist

ribu

ted.

Con

solid

ate

repo

rts

on

the

num

ber

of P

PP e

vent

s a

year

.

20

13

/1

4

1 m

illio

n co

pies

of

com

mun

icat

ion

ma-

terial

s di

stribu

ted.

Con

solid

ate

repo

rts

on t

he n

umbe

r of

PP

P ev

ents

a y

ear.

20

12

/1

3

1 m

illio

n co

pies

of

com

mun

icat

ion

mat

eria

ls d

istr

ib-

uted

.

Con

solid

ate

re-

port

s on

the

num

-be

r of

PPP

eve

nts

a ye

ar.

Per

form

ance

ind

icat

or

Num

ber

of c

omm

unic

a-tio

n m

ater

ials

dis

trib

-ut

ed a

nnua

lly.

Repo

rts

on t

he P

PP

even

ts a

yea

r.

Bas

elin

e

700

publ

icat

ions

di

stribu

ted.

Unc

oord

inat

ed P

PP

repo

rtin

g sy

stem

.

Ou

tpu

t

45

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

by b

uild

ing,

mai

ntai

ning

and

impr

ovin

g re

latio

ns w

ith t

he

med

ia a

nd d

rivi

ng t

he c

omm

unic

atio

n ag

enda

.

Targ

ets

20

16

/1

7

50 b

riefi

ngs

and

stat

emen

ts.

16 m

eetin

gs.

Thre

e G

CF

mee

tings

a y

ear.

20

15

/1

6

50 b

riefi

ngs

and

stat

emen

ts.

16 m

eetin

gs.

Thre

e G

CF

mee

tings

a y

ear.

20

14

/1

5

50 b

riefi

ngs

and

stat

e-m

ents

.

16 m

eetin

gs.

Thre

e G

CF

mee

tings

a

year

.

20

13

/1

4

50 b

riefi

ngs

and

stat

e-m

ents

.

16 m

eetin

gs.

Thre

e G

CF

mee

tings

a

year

.

20

12

/1

3

50 b

riefi

ngs

and

stat

e-m

ents

.

16 m

eetin

gs.

Thre

e G

CF

mee

tings

a

year

.

Per

form

ance

ind

icat

or

Num

ber

of m

edia

briefi

ngs

and

stat

emen

ts is

sued

to

reac

h gr

assr

oots

com

mun

ities

in

par

ticul

ar.

Num

ber

of m

eetin

gs o

rgan

ised

to

tra

ck t

he im

plem

enta

tion

of r

ecom

men

datio

ns f

rom

the

da

ily r

apid

res

pons

e m

eetin

gs.

Iden

tified

str

ateg

ic is

sues

for

di

scus

sion

at

the

GCF.

Bas

elin

e

16 m

edia

briefi

ngs

on C

abin

et d

ecis

ions

w

hen

Cab

inet

is in

se

ssio

n.

Org

anis

e an

d de

-te

rmin

e th

e co

nten

t of

the

for

tnig

htly

m

eetin

gs w

ith

com

mun

icat

ors.

Thre

e G

over

nmen

t Com

mun

icat

ors’

Fo

rum

(G

CFs

) a

year

.

Ou

tpu

t

Effe

ctiv

ely

com

mun

icat

-ed

Cab

inet

dec

isio

ns.

Enga

ged

gove

rnm

ent

com

mun

icat

ors

and

alig

nmen

t of

key

mes

-sa

ges.

Str

ateg

ic p

latf

orm

s pr

o-vi

ded

for

gove

rnm

ent

com

mun

icat

ors

to s

hare

be

st p

ract

ices

.

46


Str

ateg

ic o

bje

ctiv

e 5

: Pr

ojec

ting,

def

endi

ng a

nd m

aint

aini

ng t

he im

age

of g

over

nmen

t an

d th

at o

f th

e st

ate.

Su

bp

rog

ram

me

obje

ctiv

e: S

et a

nd in

fluen

ce t

he m

edia

age

nda

thro

ugh

a ro

bust

, pr

oact

ive

and

effic

ient

rap

id r

espo

nse

syst

em.

Targ

ets

20

16

/1

7

64 c

omm

u-ni

catio

n re

-po

rts

a ye

ar

i.e.

24 p

er

mon

th f

or

11 m

onth

s.

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ics.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de s

trat

egic

lead

ersh

ip a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

by b

uild

ing,

mai

ntai

ning

and

impr

ovin

g re

latio

ns w

ith t

he

med

ia a

nd d

rivi

ng t

he c

omm

unic

atio

n ag

enda

.

Twic

e a

year

, i.e

. po

st-

SoN

A a

nd

post

-Jul

y le

kgot

la.

Impl

e-m

ente

d th

e m

edia

pl

an o

nce

a m

onth

, i.e

. pl

anne

d co

mm

uni-

catio

n of

a

min

imum

of

one

prio

rity

pe

r m

onth

.

20

15

/1

6

264

com

mu-

nica

tion

re-

port

s a

year

i.e

. 24

per

m

onth

for

11

mon

ths.

Twic

e a

year

, i.e

. po

st-S

o-N

A a

nd p

ost-

July

lekg

otla

.

Impl

emen

ted

the

med

ia

plan

onc

e a

mon

th,

i.e

. pl

anne

d co

mm

uni-

catio

n of

a

min

imum

of

one

prio

rity

pe

r m

onth

.

20

14

/1

5

264

com

mu-

nica

tion

re-

port

s a

year

i.e

. 24

per

m

onth

for

11

mon

ths.

Twic

e a

year

, i.e

. po

st-

SoN

A a

nd

post

-Jul

y le

kgot

la.

Impl

e-m

ente

d th

e m

edia

pl

an o

nce

a m

onth

,

i.e.

plan

ned

com

mun

i-ca

tion

of a

m

inim

um o

f on

e pr

iority

pe

r m

onth

.

20

13

/1

4

264

com

mu-

nica

tion

re-

port

s a

year

i.e

. 24

per

m

onth

for

11

mon

ths.

Twic

e a

year

, i.e

. po

st-

SoN

A a

nd

post

-Jul

y le

kgot

la.

Impl

emen

ted

the

med

ia

plan

onc

e a

mon

th,

i.e.

plan

ned

com

mun

i-ca

tion

of a

m

inim

um o

f on

e pr

iority

pe

r m

onth

.

20

12

/1

3

264

com

mu-

nica

tion

re-

port

s a

year

i.e

. 24

per

m

onth

for

11

mon

ths.

Twic

e a

year

, i.e

. po

st-

SoN

A a

nd

post

-Jul

y le

kgot

la

Impl

emen

ted

the

med

ia

plan

onc

e a

mon

th,

i.e.

plan

ned

com

mun

i -ca

tion

of a

m

inim

um o

f on

e pr

iority

pe

r m

onth

.

Per

form

ance

in

dic

ator

Num

ber

of r

apid

re

spon

se f

acili

-ta

ted

repo

rts.

Faci

litat

ed t

he

com

mun

icat

ion

of t

he G

over

n-m

ent

Prog

ram

me

of A

ctio

n (P

oA).

Dev

elop

ed a

nd

impl

emen

ted

a m

edia

pla

n fo

r th

e co

mm

uni-

catio

n of

key

pr

ogra

mm

es t

o po

pula

rise

the

fiv

e pr

ioritie

s.

Bas

elin

e

Inef

fect

ive

syst

em t

o an

tici-

pate

and

add

ress

com

mu-

nica

tion

issu

es a

risi

ng f

rom

th

e m

edia

env

iron

men

t.

Bi-

annu

al c

lust

er m

edia

br

iefin

gs.

No

base

line.

Ou

tpu

t

Effe

ctiv

ely

man

age

com

mun

icat

ion

im-

plic

atio

ns a

risi

ng f

rom

med

ia r

epor

ts,

i.e.

rapi

d re

spon

se.

Clu

ster

med

ia b

riefi

ngs.

Sup

port

ed t

he c

omm

unic

atio

ns o

n th

e fiv

e pr

ioritie

s.

47

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 3

: M

aint

ain

and

stre

ngth

en a

wel

l-fu

nctio

ning

com

mun

icat

ion

syst

em t

hat

proa

ctiv

ely

info

rms

and

enga

ges

the

publ

ic.

Su

bp

rog

ram

me

obje

ctiv

e Pr

ovid

e st

rate

gic

lead

ersh

ip a

nd s

uppo

rt a

nd s

uppo

rt in

gov

ernm

ent

com

mun

icat

ion

by b

uild

ing,

mai

ntai

ning

and

impr

ovin

g ra

latio

ns

with

the

med

ia a

nd d

rivi

ng t

he c

omm

unic

atio

ns a

gend

a.

Targ

ets

20

16

/1

7

Ann

ual m

eetin

gs

per

foru

m.

Bi-

annu

al a

nd

plan

ned

enga

ge-

men

ts b

etw

een

gove

rnm

ent

com

-m

unic

ator

s an

d se

nior

jou

rnal

ists

.

80 m

edia

eng

age-

men

t a

year

.

Mai

ntai

n an

d im

-pr

ove

the

syst

em

for

iden

tifyi

ng

the

com

mun

ica-

tion

impl

icat

ions

of

Par

liam

enta

ry

ques

tions

.

20

15

/1

6

Ann

ual m

eetin

gs

per

foru

m.

Bi-

annu

al a

nd

plan

ned

enga

ge-

men

ts b

etw

een

gove

rnm

ent

com

-m

unic

ator

s an

d se

nior

jou

rnal

ists

.

80 m

edia

en-

gage

men

t a

year

.

Mai

ntai

n an

d im

-pr

ove

the

syst

em

for

iden

tifyi

ng

the

com

mun

ica-

tion

impl

icat

ions

of

Par

liam

enta

ry

ques

tions

.

20

14

/1

5

Ann

ual m

eet-

ings

per

fo

rum

.

Bi-

annu

al

and

plan

ned

enga

gem

ents

be

twee

n go

v-er

nmen

t co

m-

mun

icat

ors

and

seni

or

jour

nalis

ts.

80 m

edia

en

gage

men

t a

year

.

Mai

ntai

n an

d im

prov

e th

e sy

stem

for

id

entif

ying

th

e co

m-

mun

icat

ion

impl

icat

ions

of

Parlia

men

tary

qu

estio

ns.

20

13

/1

4

Ann

ual

mee

tings

pe

r fo

rum

.

Bi-

annu

al

plan

ned

en-

gage

men

ts

betw

een

gove

rnm

ent

com

mun

i-ca

tors

and

se

nior

jou

r-na

lists

.

80 m

edia

en

gage

men

t a

year

.

Mai

ntai

n an

d im

prov

e th

e sy

stem

for

id

entif

ying

th

e co

m-

mun

icat

ion

impl

icat

ions

of

Par

lia-

men

tary

qu

estio

ns.

20

12

/1

3

Ann

ual m

eet-

ings

per

for

um.

Bi-

annu

al a

nd

plan

ned

en-

gage

men

ts

betw

een

gov-

ernm

ent

com

-m

unic

ator

s an

d se

nior

jou

rnal

-is

ts.

80 m

edia

en

gage

men

t a

year

.

Esta

blis

h a

sys-

tem

for

iden

tify-

ing

com

mun

ica-

tion

impl

icat

ions

of

Par

liam

enta

ry

ques

tions

.

Per

form

ance

ind

icat

or

Plan

ned

stra

tegi

c en

gage

-m

ents

bet

wee

n go

vern

men

t le

ader

s an

d San

ef,

FCA a

nd

PGA f

ollo

wed

up

on is

sues

ra

ised

by

the

part

ies

at

prev

ious

mee

tings

.

Plan

ned

enga

gem

ents

be

twee

n go

vern

men

t co

mm

unic

ator

s an

d se

nior

jou

rnal

ists

.

Num

ber

of m

edia

eng

age-

men

ts im

plem

ente

d an

nu-

ally

.

Exis

tenc

e of

an

effe

ctiv

e sy

stem

to

addr

ess

com

-m

unic

atio

n im

plic

atio

ns o

f Pa

rlia

men

tary

que

stio

ns.

Bas

elin

e

A m

eetin

g be

twee

n th

e CEO

and

Sa-

nef

and

a m

eetin

g be

twee

n th

e CEO

, M

inis

ter

and

San

ef.

Ad

hoc

enga

gem

ents

be

twee

n go

vern

men

t co

mm

unic

ator

s an

d se

nior

jou

rnal

ists

.

140

med

ia e

ngag

e-m

ent

a ye

ar.

Inef

fect

ive

syst

em t

o ad

dres

s co

mm

unic

a-tio

n im

plic

atio

ns o

f Pa

rlia

men

tary

que

s-tio

ns.

Ou

tpu

t

Gov

ernm

ent

enga

ged

with

Sou

th

Afr

ican

Nat

iona

l Edi

-to

r’s F

orum

(San

ef),

Fo

reig

n Cor

resp

on-

dent

s’ A

ssoc

iatio

n (F

CA)

and

Pres

s G

alle

ry A

ssoc

iatio

n (P

GA)

in p

lann

ed

activ

ities

.

Regu

lar

med

ia

enga

gem

ents

fa

cilit

ated

, e.

g.

med

ia b

riefi

ngs,

st

atem

ents

, op

inio

n pi

eces

lett

ers

to t

he

edito

rs,

etc.

Com

mun

icat

ion

impl

icat

ions

fro

m

Parlia

men

tary

qu

estio

ns m

anag

ed

effe

ctiv

ely.

48



PROGRAMME 3: GOVERNMENT AND STAKEHOLDER ENGAGEMENT

Detail per sub-pro-gramme and economic classification

Outcome Adjustedappropria-tion


Rand thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15Sub-programmes Programme Manage-ment for Government and Stakeholder Engagement

1 373 1 608 1 596 3 562 10 733 11 281 11 858

Provincial and Local Liaison

55 579 62 075 69 503 83 115 75 180 73 972 78 141

Media Engagement 7 581 11 830 9 651 8 043 10 611 11 317 11 905Media Development and Diversity Agency

14 558 16 592 17 265 19 115 20 000 21 000 22 260

Total 79 091 92 105 98 015 113 835 116 524 117 570 124 164 Change to 2011 Budget estimate

15 259 14 569 9 130 1 406

Economic classification Current payments 63 720 74 751 79 744 94 225 95 745 95 750 101 041Compensation of employ-ees

43 872 51 493 55 301 64 563 64 772 68 639 72 322

Goods and services 19 848 23 258 24 443 29 662 30 973 27 111 28 719Computer services 9 - 9 - 15 16 17 Lease payments 211 251 263 364 402 424 445Travel and subsistence 9 438 8 766 9 502 9 523 10 445 11 030 11 755Operating expenditure 566 780 745 1 670 2 187 2 309 2 434Transfers and subsidies 14 758 16 763 17 409 19 115 20 000 21 000 22 260Departmental agencies and accounts

14 558 16 592 17 265 19 115 20 000 21 000 22 260

Households 200 171 144 - - - -Payments for capital as-sets

567 487 705 495 779 820 863

Machinery and equipment 567 487 705 495 779 820 863Payments for financial assets

46 104 157 - - - - Total 79 091 92 105 98 015 113 835 116 524 117 570 124 164Check: Programmes less Economic classification

- - - - - - -

49

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

DETAILS OF SELECTED TRANSFERS AND SUBSIDIES

Receipts Rand thou-sand


Medium-term estimates

R thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/1514 558 16 592 17 265 19 115 20 000 21 000 22 260

Media Development and Diversity Agency

14 558 16 592 17 265 19115 20 000 21 000 22 260

Households social ben-efits Employee social benefits 200 171 144 - - - -Total 14 758 16 763 17 409 19 115 20 000 21 000 22 260


Expenditure increased from R79, 1 million in 2008/09 to R113,8 million in 2011/12 at an average annual rate of 12,9%, mainly due to the incorporation of the Media Engagement subprogramme from the Communication and Content Management Programme into the Government and Stakeholder Engagement Programme in 2011/12 as a result of an organisational review.

Expenditure is expected to increase over the medium term to R124,2 million at an average annual rate of 2,9% mainly in spending on compensation of employees and the transfer payment to the Media Development and Diversity Agency. An additional R4 million is allocated to this programme over the medium term for improved conditions of service.

The budget allocation for TSCs will be cancelled from 2013/14. It is expected that the cleaning up of the first generation TSCs should be finalised by the end of 2012/13. To aid in the provision of government services, it is planned that marketing the services of TSCs from 2012/13 will be intensified.


Section 38(1) of the PFMA, 1999 (Act 1 of 1999), as amended and Section 3.2 of the Treasury regulations require the department to put in place a risk management system.

Strategic objective 3: A well-functioning communication system that proactively informs and engages the public.

Strategic risk Mitigation strategy5. Government is not aware of the number of PPP

events undertaken by political principals accord-ing to the set target of at least 10 PPPs a year per principal.

• Continuously remind political principals of their commitment to engage the public at least 10 times a year.

• Compile status reports on the events undertaken by each political principal to the Minister: Perfor-mance Monitoring and Evaluation.

6. Implement and monitor the communication strategy for the TSC programme.

• Monitor, evaluate and review the implementation of the TSC communication strategy.

50


8.4 PROGRAMME 4: COMMUNICATION SERVICE AGENCY

Programme purpose Provide media bulk-buying services and media produc-tion for the entire national government.

Strategic objective An efficient and effective production, media bulk-buy-ing and advertising agency for government.

Links to the strategic oriented-outcome goal Coherent, responsive and cost effective communica-tion services for all government programmes.

The programme’s functions are organised into the following two subprogrammes:

• Media Production: the subprogramme produces graphic designs, videos, photographs and radio programmes in support of government communication programmes.

• Media Bulk-Buying: the subprogramme provides media buying expertise to government communication programmes, to the GCIS and other government departments.

51

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

Str

ateg

ic o

bje

ctiv

e 4

: Pr

ovid

e an

effi

cien

t an

d ef

fect

ive

prod

uctio

n, m

edia

bul

k-bu

ying

and

adv

ertis

ing

agen

cy f

or g

over

nmen

t.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de c

ost-

effe

ctiv

e m

edia

bul

k-bu

ying

ser

vice

s fo

r go

vern

men

t.

Targ

ets

20

16

/1

7

160

med

ia b

uyin

g ca

mpa

igns

.

20

15

/1

6

160

med

ia b

uyin

g ca

mpa

igns

.

20

14

/1

5

160

med

ia b

uyin

g ca

mpa

igns

.

20

13

/1

4

160

med

ia

buyi

ng

cam

paig

ns.

20

12

/1

3

150

med

ia

buyi

ng

cam

paig

ns.

Per

form

ance

in

dic

ator

Num

ber

of s

ucce

ssfu

l m

edia

buy

ing

cam

-pa

igns

impl

emen

ted.

Bas

elin

e

Med

ia b

uyin

g se

rvic

es p

rovi

ded

for

140

cam

paig

ns

annu

ally

.

Ou

tpu

t

Med

ia b

uyin

g se

rvic

es p

rovi

ded

for

gove

rnm

ent.

Str

ateg

ic o

bje

ctiv

e 4

: Pr

ovid

e an

effi

cien

t an

d ef

fect

ive

prod

uctio

n, m

edia

bul

k-bu

ying

and

adv

ertis

ing

agen

cy f

or g

over

nmen

t.

Su

bp

rog

ram

me

obje

ctiv

e: P

rovi

de c

ost-

effe

ctiv

e an

d ef

ficie

nt e

lect

roni

c m

edia

pro

duct

s an

d se

rvic

es for

gov

ernm

ent. Ta

rget

s

20

16

/1

7

2 20

0 pr

oduc

ts

deve

lope

d.

Nil.

Full

impl

emen

ta-

tion

of s

atel

lite

broa

dcas

ting.

20

15

/1

6

2 20

0 pr

oduc

ts

deve

lope

d.

1 00

0 ho

urs

digi

-tis

ed.

Com

plet

ion

of p

roje

ct.

Full

impl

emen

ta-

tion

of s

atel

lite

broa

dcas

ting.

20

14

/1

5

2 10

0 pr

oduc

ts

deve

lope

d.

3 00

0 ho

urs

digi

-tis

ed.

Full

impl

emen

ta-

tion

of s

atel

lite

broa

dcas

ting.

20

13

/1

4

2 00

0 pr

oduc

ts

deve

lope

d.

3 00

0 ho

urs

digi

-tis

ed.

Full

impl

e-m

enta

tion

of s

atel

lite

broa

dcas

t-in

g.

20

12

/1

3

1 90

0 pr

oduc

ts

deve

lope

d.

3 00

0 ho

urs

digi

-tis

ed.

Dev

elop

pr

ojec

t pr

opos

al.

Per

form

ance

in

dic

ator

Num

ber

of p

rodu

cts

deve

lope

d.

Num

ber

of h

ours

di

gitis

ed.

Abi

lity

to b

road

cast

vi

a sa

telli

te.

Bas

elin

e

1 85

7 pr

oduc

ts

and

serv

ices

de

liver

ed.

No

base

line.

No

base

line.

Ou

tpu

t

Prod

uct

deve

lopm

ent

serv

ices

pr

ovid

ed for

gov

ernm

ent.

Vid

eo a

rchi

ves

avai

labl

e di

gita

lly.

Abi

lity

to b

road

cast

via

sat

ellit

e ac

quired

.

52



PROGRAMME 4: COMMUNICATION SERVICE AGENCY

Detail per subprogramme and economic classification

Outcome Adjustedappro-priation


Rand thousand 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15SubprogrammesMarketing, Advertising and Media Buying

24 615 33 484 46 456 11 324 13 250 13 942 14 820

Media Production 12 369 14 823 15 163 17 148 19 395 20 411 21 631Total 36 984 48 307 61 619 28 472 32 645 34 353 36 451Change to 2011 Budget es-timate

- 2 166 1 438 519

Economic classification Current payments 36 270 47 839 60 672 27 213 31 469 33 118 35 154Compensation of employ-ees

10 443 12 225 13 757 15 637 18 977 19 926 21 222

Goods and services 25 827 35 614 46 915 11 576 12 492 13 192 13 932Computer servicesConsultants and profession-al services:Business and advisory ser-vices

526 699 264 85 90 95 100

541 43 - 2 - - -Lease payments 45 43 39 59 183 193 203Travel and subsistence 2 326 2 230 3 680 4 526 4 293 4 535 4 799Operating expenditure 303 539 400 48 154 163 172Transfers and subsidies 42 58 - - - - -Households 42 58 - - - - -Payments for capital assets 654 398 939 1 259 1 176 1 235 1 297Machinery and equipment 654 346 939 899 1 000 1 049 1 111Software and other intan-gible assets

- 52 - 360 176 186 186

Payments for financial as-sets

18 12 8 - - - -

Total 36 984 48 307 61 619 28 472 32 645 34 353 36 451Check: Programmes less Economic classification

- - - - - - -

53

11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17

DETAILS OF SELECTED TRANSFERS AND SUBSIDIES3

Recipient 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 Outcome Adjusted

appropri-ation


Rand thousand Employee social benefits 0.0 0.1 - - - - -Equitable shares and direct conditional grants

Total 0.0 0.1 - - - - -


Expenditure decreased from R37 million in 2008/09 to R28,5 million in 2011/12 at an average annual rate of 8,3% mainly due to the cancellation of the energy efficiency campaign in 2010/11 and communication pro-gramme in previous years. Expenditure is expected to increase over the medium term to R36,5 million at an av-erage annual rate of 8,6% due to allocations for improved conditions of service and inflation related adjustments.

This programme receives an additional allocation of R1,3 million for the improvement of conditions to service.

The increase in spending on goods and services between 2011/12 and 2014/15 is mainly in advertising in line with projections for inflation, and for training and development for the training of officials in video and photo-graphic software.


Section 38(1) of the PFMA, 1999 (Act 1 of 1999), as amended and Section 3.2 of the National Treasury regula-tions require the department to put in place a risk management system.

Strategic objective 4: Provide an efficient and effective production, media bulk-buying and advertising agency for government.

Strategic risk Mitigation strategy7. Lack of buy-in from departments

Resistance by departments to implement the Cabinet memo centralising government media bulk-buying to GCIS can undermine the rationale behind centralising media buying.

• Recruit skilled personnel that would offer an efficient and effective service to client departments.• Implement an accounts management system.

54


PART C: LINKS TO OTHER PLANS

9. PUBLIC ENTITIES

The MDDA prepares and tables its strategic plans in Parliament separately and is managed by the GCIS as the responsible department through accountability arrangements (frameworks) developed and approved by the Executive Authority and the public entities’ accounting authorities. Chief executive officer, accountable to the Board of Directors, head-up the MDDA.

9.1 MEDIA DEVELOPMENT AND DIVERSITY AGENCY

The MDDA was set up in terms of the MDDA Act, 2002 (Act 14 of 2002) to enable historically disadvantaged communities and individuals to gain access to the media. The mandate of the agency is to create an enabling environment for media development and diversity, which reflects the needs and aspirations of all South Africans; redress the exclusion and marginalisation of disadvantaged communities and people from access to the media and the media industry; and promote media development and diversity by providing support primarily to com-munity and small commercial media projects. The overall objective of the MDDA is to ensure that all citizens can access information in a language of their choice and to transform media access, ownership and control patterns in South Africa. The transfer of payment by the GCIS for 2011/12 was R 19 115 000.

PROGRAMMES

Grant funding: promotes and strengthens the small commercial and community media sector by preparing calls for applications; conducting project assessment and submitting project assessment reports; selecting proj-ects for board approval; and entering into grant agreements, disbursing grants and preparing reports on grant funding activity.

Advocacy for media development and diversity contributes to improving the operating environment of com-munity and small commercial media sectors by developing a strategy to increase revenue for these sectors, and engaging and mobilising support.

Fundraising and resource mobilisation strengthens, grows and protects the agency’s capital funding and resource base by increasing the level of transfers from the agency’s funders; increasing and maintaining funding revenue streams; and implementing the agency’s fund development strategy and plan.

Communication and public awareness enhances and positions the agency as a leader in media development and diversity by targeting mainstream media; publishing the outcomes of the perception survey; maximising awareness of the agency’s brand; and strengthening the agency’s presence at provincial level. The unit has a staff complement of two.

Stakeholder management strengthens relations with the agency’s contractual and non-contractual stakehold-ers by developing partnerships with academic institutions and the South African Broadcasting Corporation, and developing and setting up summits/forums with advertising companies to promote small commercial media.

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SELECTED PERFORMANCE INDICATORS

Table B 1 Media Development Diversity Agency

Indicator Pro-gramme/ Activity/Objective

Past Current Projections

2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

Number of commu-nity media projects a year.

Grant funding.

21 16 28 29 32 18 19

Number of small commer-cial media projects a year.

Grant funding.

11 8 20 19 21 12 12

Number of research and train-ing projects undertaken a year.

Research, knowledge management monitoring and evalua-tion.

25 6 30 30 32 9 8

Number of seminars, media summits conducted in all prov-inces.

Advocacy for media devel-opment and diversity.

12 12 12 12 13 13 11

Number of program-ming and production projects a year.

Quality pro-gramming and pro-duction in community broadcasting sector.

– 7 5 7 9 7 5

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LIST OF ACRONYMS

AbbreviationsAPP Annual Performance Plan

ATR Annual Training Report

Comtask The Task Group on Government Communications

EE Employment equity

EPMDS Employee Performance Management and Development System

FCA Foreign Correspondents’ Association

GCF Government Communicators’ Forum

GCIS Government Communication and Information System

GCP Government Communication Programme

GCS Government Communication Strategy

HCT HIV Counselling and Testing

HRD Human-Resource Development

HRM Human-Resource Management

ICT Information and communication technology

IM&T Information Management and Technology

IRC Information Resource Centre

KM Knowledge Management

MDDA Media Development and Diversity Agency

MTEF Medium Term Expenditure Framework

OPSC Office of the Public Service Commission

Palama Public Administration Leadership and Management Academy

PGA Press Gallery Association

PoA Programme of Action

PPP Public Participation Programme

QMR Quarterly Monitoring Report

Sanef South African National Editors’ Forum

SDIP Service-delivery improvement plan

SoNA State of the Nation Address

TAU Technical Assistance Unit

TSC Thusong Service Centre

WSP Workplace skills plan

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CONTACT DETAILS

GCIS Head Office

Physical address: 356 Vermeulen Street, Midtown Building, Pretoria

Postal address: Private Bag X745, Pretoria, South Africa, 0001 Switchboard: 012 314 2911 Information Centre: 012 314 2211E-mail: [email protected]/directions

Government SpokespersonMr Jimmy ManyiTel: 012 314 2150Fax: 012 325 2030E-mail: [email protected]

Information OfficerMr Jimmy ManyiPostal address: Private Bag X745, Pretoria, 0001 Street address: 356 Midtown Building, cnr Prinsloo and Vermeulen Streets, Pretoria Tel: 012 314 2127 | Fax: 012 325 2030E-mail: [email protected]

Deputy Information Officer Mr Keitu Semakane Postal address: Private Bag X745, Pretoria, 0001 Street address: 356 Midtown Building, cnr Prinsloo and Vermeulen Streets, Pretoria Tel: 012 314 2299 | Fax: 012 326 4585E-mail: [email protected]

MinisterMr Ohm Collins ChabaneMail: Private Bag X1000, Cape Town, 8000Street: The Presidency, Tuynhuys, Plein Street, Cape TownTel: 021 464 2122 / 2191Fax: 021 462 2838 Mail: Private Bag X1000, Pretoria, 0001Street: Union Buildings, Second Floor, Government Avenue, PretoriaTel: 012 300 5331 / 5334Fax: 086 683 5221

Deputy MinisterMr Obed BapelaMail: Private Bag X1000, Pretoria, 0001Street: Union Buildings, Second Floor, Government Avenue, PretoriaTel: (012) 300 5331 / 5334Fax: 086 683 5221 / (021) 464 2217 Mail: Private Bag X1000, Cape Town, 8000Street: The Presidency, Tuynhuys, Plein Street, Cape TownTel: (021) 464 2122 / 2191

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Parliamentary Liaison Office (Cape Town) Director: Ms Liezel CerfPhysical address: Ground Floor, 120 Plein St, Cape Town, 8000 Postal address: Private Bag X9075, Cape Town, 8000 Tel: 021 461 8146 Fax: 021 461 1446 Email: [email protected]

GCIS’ Public Entity

Media Development and Diversity Agency (MDDA)31 Princess of Wales Terrace4th Floor, ParktownP.O. Box 42846Fordsburg, 2033Johannesburg, SATel: +27 11 643 1100Fax: +27 11 643 1129E-mail: [email protected]

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government communication and information system strategic ... · 8.4 programme 4: communication...

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