government communication and information system strategic ... · 8.4 programme 4: communication...
TRANSCRIPT
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
8.2.1 Resource considerations 38
8.2.2 Expenditure trends 38
8.2.3 Risk management 39
8.3 Programme 3: Government and Stakeholder Engagement 40
8.3.1 Resource considerations 48
8.3.2 Expenditure trends 49
8.3.3 Risk management 49
8.4 Programme 4: Communication Service Agnecy 50
8.4.1 Resource considerations 52
8.4.2 Expenditure trends 53
8.4.3 Risk management 53
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.
13
11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
Chi
ef D
irec
tor:
Polic
y an
d Re
sear
ch
Ms
T C
arri
m
Chi
ef D
irec
tor:
Con
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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.
Subprogramme objectives
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.
Strategic objective 3
Maintain and strengthen a well-functioning communication system that proac-tively informs and engages the publics.
Subprogramme objectives
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.
Strategic objective 4
Provide an efficient and effective production, media bulk-buying and advertis-ing agency for government.
Subprogramme objectives
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.
Strategic objective 5
Projecting, defending and maintaining the image of government and that of the state.
Subprogramme objectives
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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 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
rter
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
ibed
le
gisl
atio
n.
Tabl
e th
e de
part
-m
enta
l ann
ual
repo
rt in
Par
lia-
men
t w
ithin
the
le
gisl
ated
tim
e-fr
ames
.
20
15
/1
6
The
five-
year
st
rate
gic
plan
an
d al
igne
d th
ree-
year
an
nual
per
for-
man
ce p
lans
ta
bled
in P
arlia
-m
ent.
Four
qua
rter
ly
perf
orm
ance
re
port
s pr
o-du
ced
acco
rdin
g to
the
spe
cifie
d tim
efra
mes
and
w
ithin
the
pre
-sc
ribe
d le
gisl
a-tio
n.
Tabl
e th
e de
part
men
tal
annu
al r
epor
t in
Pa
rlia
men
t w
ith-
in t
he le
gisl
ated
tim
efra
mes
.
20
14
/1
5
Tabl
ing
of t
he
revi
ewed
Ann
ual
Perf
orm
ance
Pla
n in
Pa
rlia
men
t.
Four
qua
rter
ly p
er-
form
ance
rep
orts
pr
oduc
ed a
ccor
d-in
g to
the
spe
cifie
d tim
efra
mes
and
w
ithin
the
pre
-sc
ribe
d le
gisl
atio
n.
Tabl
e th
e de
part
-m
enta
l ann
ual
repo
rt in
Par
liam
ent
with
in t
he le
gisl
at-
ed t
imef
ram
es.
20
13
/1
4
Tabl
ing
of t
he
revi
ewed
Ann
ual
Perf
orm
ance
Pla
n in
Par
liam
ent.
Four
qua
rter
ly p
er-
form
ance
rep
orts
pr
oduc
ed a
ccor
d-in
g to
the
spe
cifie
d tim
efra
mes
and
w
ithin
the
pre
-sc
ribe
d le
gisl
atio
n.
Tabl
e th
e de
part
-m
enta
l ann
ual r
e-po
rt in
Par
liam
ent
with
in t
he le
gisl
at-
ed t
imef
ram
es.
20
12
/1
3
The
five-
year
str
ate-
gic
plan
and
alig
ned
thre
e-ye
ar a
nnua
l pe
rfor
man
ce p
lans
ta
bled
in P
arlia
men
t.
Four
qua
rter
ly p
er-
form
ance
rep
orts
pr
oduc
ed a
ccor
ding
to
the
spec
ified
tim
e-fr
ames
and
with
in t
he
pres
crib
ed le
gisl
atio
n.
Tabl
e th
e de
part
men
-ta
l ann
ual r
epor
t in
Pa
rlia
men
t w
ithin
the
le
gisl
ated
tim
efra
mes
.
Per
form
ance
in
dic
ator
An
appr
oved
five
-ye
ar s
trat
egic
pla
n an
d al
igne
d th
ree-
year
ann
ual p
erfo
r-m
ance
pla
ns.
App
rove
d pe
rfor
-m
ance
rep
orts
sub
-m
itted
to
com
ply
with
pre
script
s.
Ann
ual R
epor
t pr
o-du
ced
and
tabl
ed in
Pa
rlia
men
t.
Bas
elin
e
Part
ially
legi
slat
ion
com
plia
nt 2
011/
12
–201
3/14
Str
ateg
ic
Plan
and
201
1/12
Ann
ual P
erfo
rman
ce
Plan
.
App
rove
d qu
arte
rly
repo
rts
subm
itted
to
the
over
sigh
t bo
dies
.
App
rove
d 20
09/1
0 Ann
ual R
epor
t ta
bled
in
Par
liam
ent.
Ou
tpu
t
App
rove
d fiv
e-ye
ar
stra
tegi
c pl
an
and
thre
e-ye
ar a
nnua
l pe
rfor
man
ce
plan
s.
Effe
ctiv
e re
port
ing
on
prog
ram
me
perf
orm
ance
in
form
atio
n.
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%
GCIS
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
enta
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.
Perc
enta
ge o
f G
CIS
ann
ual
perf
orm
ance
pl
ans
op-
erat
iona
lised
us
ing
proj
ect
man
agem
ent
met
hodo
logy
as
an im
plem
enta
-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
o th
e pr
ojec
t m
anag
emen
t m
etho
dolo
gy.
40%
of
the
GCIS
an
nual
per
form
ance
pl
ans
oper
atio
nalis
ed
usin
g pr
ojec
t m
anag
e-m
ent
as a
n im
ple-
men
ting
tool
.
Ou
tpu
t
Effic
ient
coo
rdin
atio
n of
GCP
and
cam
paig
ns a
ccor
ding
to
proj
ect
man
agem
ent
met
h-od
olog
y.
Inst
itutio
nalis
ed p
roje
ct
man
agem
ent
disc
iplin
e w
ithin
the
org
anis
atio
n.
20
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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 e
ffici
ent
and
effe
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
rate
gic
plan
s.
20
14
/1
5
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.
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.
Ou
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
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
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
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
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
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
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
8.2.1 RESOURCE CONSIDERATIONS
PROGRAMME 2: COMMUNICATION AND CONTENT MANAGEMENT
Detail per sub-programme and economic classifi-cation
Outcome Adjusted appro-priation
Medium term estimates
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
8.2.2 EXPENDITURE TRENDS
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.
8.2.3 RISK MANAGEMENT
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
8.3.1 RESOURCE CONSIDERATIONS
PROGRAMME 3: GOVERNMENT AND STAKEHOLDER ENGAGEMENT
Detail per sub-pro-gramme and economic classification
Outcome Adjustedappropria-tion
Medium term estimates
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
Outcome Adjusted appro-priation
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
8.3.2 EXPENDITURE TRENDS
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.
8.3.3 RISK MANAGEMENT
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
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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-
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20
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Com
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of p
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Full
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of s
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20
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Per
form
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in
dic
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Num
ber
of p
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Num
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of h
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Abi
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Prod
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avai
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lity
to b
road
cast
via
sat
ellit
e ac
quired
.
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1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
8.4.1 RESOURCE CONSIDERATIONS
PROGRAMME 4: COMMUNICATION SERVICE AGENCY
Detail per subprogramme and economic classification
Outcome Adjustedappro-priation
Medium term estimates
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
- - - - - - -
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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
Medium term estimates
Rand thousand Employee social benefits 0.0 0.1 - - - - -Equitable shares and direct conditional grants
Total 0.0 0.1 - - - - -
8.4.2 EXPENDITURE TRENDS
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.
8.4.3 RISK MANAGEMENT
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.
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1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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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11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17
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
56
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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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11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17
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
58
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD
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]
59
11100001010101010111000101010101010010110110010110110010101101010101110101010010101010101101100101101010110010110101011001111010101111001111112012/13 – 2016/17
E-m
ail
tshe
nolo
@gc
is.g
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ndal
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ov.z
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gcis
.gov
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ndel
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than
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@gc
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tiise
tso@
gcis
.gov
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mar
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is.g
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gcis
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.za
Fax
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60
1110000101010101011100010101010101001011011001011011001010110101010111010101001010101010110110010110101011001011010101100111101010111100111111STRATEGIC PLAN FOR THE FIVE-YEAR PERIOD