201718 201920 ANNUAL PERFORMANCE PLAN THE SELECT COMMITTEE

2017/18 -2019/20 ANNUAL PERFORMANCE PLAN THE SELECT COMMITTEE ON COMMUNICATION AND PUBLIC ENTERPRISES Date: 10 May 2017

Presentation Outline Topic 1. Strategic Overview 1. 1 The Constitutional & Legislative Mandate 1. 2 Strategy Map 1. 3 Situational Analysis 2. GCIS Structure 3. 2017/20 Targets per Programme 5. 2017/20 Strategic Risks 6. 2017/20 MTEF Budget Summary 7. Conclusion 2

1. Strategic Overview 1. 1 Constitutional Mandate & 1. Section 195 (g) of the Constitution (1996) - Public should be provided with timely, accurate and accessible information. 2. Deepen democracy and sustain nationbuilding and patriotism by ensuring that the citizenry is informed about government programmes and that they are able to influence and participate in such programmes. Legislative Mandate 1. 2. 3. 4. 3. In 1998, the South African Communication 5. Service was dissolved and the GCIS established by Cabinet, largely on the 6. basis of recommendations contained in the report of the Task Group on Government Communications (Comtask: 1996: 58). The Public Finance Management Act, 1999 (Act 1 of 1999), as amended. Section 41: Cooperative governance values. Section 195: Basic values and principles governing public administration. Sections 231: International agreements. The Medium Term Strategic Framework 2014 -2019. Framework for Developing Strategic & Annual Performance Plans. 3

MANDATE Provide strategic leadership and coordination of a government communications system that ensures that the public is informed, and have access to government programmes and policies that benefit them. VISION The pulse of communication excellence in government. ENABLERS GOAL 1 Maintain and strengthen a well-functioning communication system that proactively informs and engages the public. PEOPLE READINESS Align leadership talent to drive execution of Corporate Strategy CORE BUSINESS STRATEGIC GOALS ORGANISATIONAL DNA 1. 2 Strategy Map COMMUNICATION STRATEGY Enhance system communication effectiveness and accountability. MISSION To deliver effective strategic government communication; set and influence adherence to standards and coherence of message and proactively communicate with the public about government policies, plans, programmes and achievements. GOAL 2 Professionalise the communication system by building a reliable knowledge base through communication products. INFORMATION READINESS Access to relevant, timely, quality information CAMPAIGN MANAGEMENT Integrated planning, execution, monitoring and evaluation of communication activity. CORE VALUES Professionalism Diversity Openness & Transparency Innovation Honesty & Integrity GOAL A responsive, costeffective, compliant and business-focused organisation. PERFORMANCE EXCELLENCE CULTURE Align department performance to Corporate Strategy CONTENT DEVELOPMENT Enhance system communication effectiveness and accountability. 4

1. 3 2017/20 Strategic Objectives Provide adequate and effective Corporate Services functions in pursuit of good governance. Provide efficient and effective communication services. An informed and empowered citizenry on government’s policies, plans, programmes and achievements to increase public participation in government. Provide strategic leadership and support in government communication through public opinion research and analysis of media coverage to understand the communication environment and inform government messages. Improve interdepartmental coordination by joint planning and sharing of messages across the three spheres of government to ensure coherence and alignment of government messages. Produce government’s communication products and services to grow the share of voice of government messages in the public arena. Implement a proactive and reactive media engagement system by building, maintaining and improving relations with the media and drive the government communication agenda. 5

1. 4 Situational analysis Challenges Action Plans 1. Limited fiscal resources in constrained budget environment 1. Reprioritisation and improved efficiency from other departmental resources for priority interventions 2. Increased demand for government communication in a dynamic democracy 2. 1 Re-evaluate govt communication approach, platform and language mix 2. 2 Increase Vuk’uzenzele newspaper’s reach 3. Contested communication environment 3. Present government programmes timeously and transparently to citizens 4. Public perception of government performance 4. Communicate honestly what government has achieved 6

Minister Ms Ayanda Dlodlo, MP 2. GCIS Structure Deputy Minister Ms Tandi Mahambehlala, MP Director-General Mr Donald Liphoko (Acting) Director: Office of the Acting DG Mr G Letsoalo Deputy Director-General: Content Processing and Dissemination Vacant Deputy Director-General Intergovernmental Coordination and Stakeholder Management Vacant Deputy Director-General: Corporate Services Ms P Williams Chief Director: Provincial and Local Liaison Mr M Currin Chief Director: Strategic Management Ms Z Potye Chief Director: Products and Platforms Seconded Chief Director: Social Sector and Governance and Administration Cluster Vacant Chief Director: Human Resources Mr K Semakane Chief Director: Communication Service Agency Mr A Mohamed (Acting) Chief Director: Economic and Infrastructure, Justice and International Cluster Mr D Jacobs Chief Director: Policy and Research Ms T Carrim Chief Director: Internal Audit Mr N Modiba Chief Financial Officer Mr KZ Momeka Chief Director: Information Management and Technology Mr T Vandayar Chief Director: Media Engagement Vacant 7

3. 2017/20 Targets Per Programme 1 Administration Purpose Provide strategic leadership, management and support services to the department 8

3. 2017/20 Targets Per Programme 1: Administration Strategic Objective 1. : Provide adequate and effective Corporate Services functions in pursuit of good governance Performance Indicator Strategic management processes and procedures implemented Target (2017/20) 2017 -2020 APP tabled in Parliament according to prescribed legislation Four approved quarterly performance reports submitted to National Treasury, DPME and Executive Authority according to prescribed legislation IM&T governance implemented Departmental Annual Report tabled in Parliament within National Treasury guidelines and legislative time frames Four progress reports on the implementation of the enterprise risk management framework produced Four reports on the availability of IT Infrastructure presented to the IM&T SC Four reports on IM systems development presented to the IM&T SC 9

3. 2017/20 Targets Per Programme 1: Administration Strategic Objective 1. : Provide adequate and effective Corporate Services functions in pursuit of good governance Performance Indicator Target (2017/20) Annual financial statements prepared and issued within legislated prescripts Performance, compliance, financial audit conducted Updated risk-based internal audit plan and 2017/18 operational plan approved Four progress reports on performance, compliance, financial audit conducted MTEF Human Resource Plan (HRP) implemented Annual adjusted HRP and HRP implementation report submitted to the DPSA 10

3. 2017/20 Targets Per Programme 2 Content Processing and Dissemination Purpose Provide strategic leadership in government communication to ensure coherence, coordination, consistency, quality, impact and responsiveness of government communication 11

3. 2017/20 Targets Per Programme 2: Products and Platforms Strategic Objective 2. 1: Produce government’s communication products and services to grow the share of voice of government messages in the public arena. Performance Indicator Target (2017/20) Number of editions of Vuk’uzenzele newspaper published 21 editions published annually Number of editions of PSM magazine published 11 editions published annually An online edition of 2016/17 SAYB and Pocket Guide to South Africa published annually One online edition of 2016/17 SAYB and Pocket Guide to South Africa published annually Percentage of language services request completed 100% language services requests completed 12

3. 2017/20 Targets Per Programme 2: Products and Platforms Strategic Objective 2. 1: Produce government’s communication products and services to grow the share of voice of government messages in the public arena. Performance Indicator Target (2017/20) News updates on key government programmes and activities(excluding public holidays, weekends and holiday periods Daily news updates on key government programmes and activities Updated content on the www. gov. za website as per items received (excluding public holidays, weekends and holiday periods) Daily content updates to the www. gov. za website as per items received(excluding public holidays, weekends and holiday periods) Number of reports on social media accounts 12 reports per year on social media performance as per weekly content plans accounts performance 13

3. 2017/20 Targets Per Programme 2: Policy and Research Strategic Objective 2. 2: Provide strategic leadership and support in government communication through public opinion research and analysis of media coverage to understand the communication environment and inform government messages. Performance Indicator Target (2017/20) Number of cluster reports on perceptions of government priorities produced 10 cluster reports on perceptions of government priorities produced annually Number of Pulse of the Nation reports produced Two Pulse of the Nation reports produced per year Number of report on government communication monitoring and evaluation produced Two reports on government communication monitoring and evaluation produced 14

3. 2017/20 Targets Per Programme 2: Policy and Research Strategic Objective 2. 2: Provide strategic leadership and support in government communication through public opinion research and analysis of media coverage to understand the communication environment and inform government messages. Performance Indicator Target (2017/20) Number of media content analysis reports produced Two media content analysis reports produced Percentage of key messages produced. Produce 100% of key messages requested. Number of Insight newsletters published Percentage of opinion pieces produced Four Insight newsletters published Produced 100% of opinion pieces requested A publication of the media landscape produced A Media Landscape publication produced 15

3. 2017/20 Targets Per Programme 2: Communication Service Agency Strategic Objective 2. 3: Provide efficient and effective communication services. Performance Indicator Target (2017/20) Number of approved media buying campaigns implemented 250 approved media buying campaigns Number of photographic services provided 400 photographic services provided Number of video services provided 520 video services provided Number of radio products and services provided 500 radio products and services provided 16

3. 2017/20 Targets Per Programme 2: Communication Service Agency Strategic Objective 2. 3: Provide efficient and effective communication services. Performance Indicator Target (2017/20) Number of graphic designs completed 400 graphic designs completed Percentage of approved marketing services activities implemented 100% of approved marketing services requests implemented Number of GCIS print products distributed 23 print products produced by the GCIS distributed (21 editions of Vuk’uzenzele, one edition of the Pocket Guide to South Africa and the GCIS Annual Report) 17

3. 2017/20 Targets Per Programme 3 Purpose Intergovernment al Coordination and Stakeholder Management Implement development communication through mediated and unmediated communication channels and foster sound stakeholder relations and partnerships 18

3. 2017/20 Targets Per Programme 3: Media Engagement Strategic Objective 3. 1: Implement a proactive and reactive media engagement system by building, maintaining and improving relations with the media and drive the government communication agenda Performance Indicator Target (2017/20) Number of engagements between government officials 16 engagements between and senior journalists on the government Programme government officials and senior of Action (Po. A) and policy issues held journalists on the government Po. A and policy issues held per year Number on post-Cabinet media briefings and/or statements issued after ordinary Cabinet meetings 17 post-Cabinet media briefings and/or statements issued after ordinary Cabinet meetings Number of biweekly Rapid Response reports for the minister produced 24 biweekly Rapid Response reports produced 19

3. 2017/20 Targets Per Programme 3: Cluster Communication Strategic Objective 3. 2: Improve interdepartmental coordination by joint planning and sharing of messages across the three spheres of government to ensure coherence and alignment of government messages. Performance Indicator Target (2017/20) Number of Cluster Communication Plans (CCPs) developed Five CCPs 2017/18 developed Number of reports on the implementation of CCPs 50 reports developed on the implementation of the 2017/18 CCPs Number of Internal Communicators’ Forum (ICF) held 10 ICFs held Number of reports on government communication training produced Four reports on government communication training produced per year Number of engagements with Ho. Cs held Four engagements with Ho. Cs held 20

3. 2017/20 Targets Per Programme: Provincial and Local Liaison Strategic Objective 3. 3: An informed and empowered citizenry on government’s policies, plans, programmes and achievements to increase public participation in government. Performance Indicator Target (2017/20) Number of reports on support to the functioning of government communication system produced Number of development communication activations aligned to the GCP Number of marketing events for Thusong programme held Number of community and stakeholder liaison visits undertaken Number of reports on Izimbizo events held Four reports on support to the functioning of government communication system produced 1 200 development communication activations aligned to the GCP Number of electronic My District Today newsletters published 44 electronic My District Today newsletters published per year 21 486 marketing events for Thusong programme held 1 800 community and stakeholder liaison visits undertaken Four quarterly reports on Izimbizo events held

4. 2017/20 Strategic Risks NO STRATEGIC RISK ROOT CAUSES TREATMENT PLAN 1. Inability to provide relevant information to targeted audiences. • Content not supplied timeously by client departments. • Limited resources. • Products and platforms not aligned to targeted audiences. • Limited use of platforms. • Segmented approach to all audiences. • Effective use of GCIS products and platforms. • Collaboration with other government departments on campaigns. • Monthly Content Hub held and quarterly plans produced. 2. Inability to lead and influence the issues in the environment timeously. • Ineffective cluster system. • lack of capacity. • Non-responsiveness and uncooperative responses of government programmes. • Inefficient coordination. • Lack of timeous and relevant content from client departments. • Rapid Response, opinion pieces, key messages. • Development communication. • Cluster coordination • Localisation of national content. 22

4. 2017/20 Strategic Risks NO STRATEGIC RISK ROOT CAUSES TREATMENT PLAN 3. Inability to attract human capital that is responsive to changing environment. • • • Ineffective HR policies. Procedures. Regulation restrictions. Plans and strategies. Poor performance management. • Ineffective recruitment practices. • Effective implementation of HR policies and plans. • Recruitment of skilled personnel. • Training and development programmes implemented. • Assessment of qualifications and criminal records of recruited staff by SSA/NIA. 4. Failure to effectively support the execution of the GCIS mandate. Limited resources. • Effective implementation of corporate governance policies, strategies and plans including ICT Governance. • Provide assurance in the systems of internal control. • Development of compliant strategic, annual performance and operational plans. 23

5. Amendments to the 2017/20 APP Programme 2: Content Processing and Dissemination 2016/17 – 2018/19 APP 2017/18 -2019/20 APP INDICATOR CHANGES Number of language services requests completed Removed from APP to an operational plan Number of editions of Gov. Comms published annually Pocket Guide to South Africa DVDs Number of Corporate Identity services provided STRATEGIC OBJECTIVE CHANGES Manage the corporate identity for government. Removed from the APP 2015/20 STRATEGIC GOAL 2017/20 STRATEGIC GOAL Enhance the image of government Removed from APP 24

5. Amendments to the 2017/20 APP PROGRAMME 3: INTERGOVERNMENTAL COORDINATION AND STAKEHOLDER MANAGEMENT 2015/20 Strategic Objectives 2017/20 Strategic Objectives Strategic platforms for government communicators (GCF & ICF) to share best practices and content about government programmes Number of strategic engagements with government communicators held Number of Government Communicators’ Forums (GCF) coordinated Number of reports on CCPs Percentage of communication strategies developed for cluster campaigns/projects/programmes (based on demand) Percentage of communication projects implemented (based on demand) Number of engagements with Ho. Cs held New target in the APP Removed from APP to an operational plan 25

6. 2017/20 MTEF Budget Summary MTEF allocation 2017/18 2018/19 2019/20 Transfers Payments Total Current and for capital Total appropriated payments Subsidies assets R’ 000 R’ 000 P 1 Administration 154 316 153 940 48 328 163 410 173 114 P 2 Content Processing & Dissemination 140 367 139 959 - 408 149 348 159 786 P 3 Intergovernmental Coordination & Stakeholder Management 110 067 109 594 12 461 118 509 127 556 Total expenditure estimates 404 750 403 493 60 1 197 431 267 460 456 26

6. 2017/20 MTEF Budget Summary GCIS CONSOLIDATED MTEF allocation P 1 Administration P 2 Content Processing and Dissemination P 3 Intergovernmental Coordination and Stakeholder Management Total expenditure estimates 2017/18 Transfers Compensation Goods and of Employees Services Subsidies R’ 000 Payments for capital assets R’ 000 Total R’ 000 69 162 84 778 48 328 154 316 79 287 60 672 - 408 140 367 88 376 21 218 12 461 110 067 236 825 166 668 60 1 197 404 750 27

6. 2017/20 MTEF Budget Summary PROG 1: ADMINISTRATION Departmental Management 2017/18 R’ 000 2018/19 R’ 000 2019/20 R’ 000 7 665 8 205 8 805 Corporate Services 52 884 56 246 59 842 Financial Administration 34 177 35 955 37 825 7 764 8 205 8 806 51 826 54 799 57 836 154 316 163 410 173 114 Internal Audit Office Accommodation Total expenditure estimates 28

6. 2017/20 MTEF Budget Summary 2017/18 Transfers PROG 1: ADMINISTRATION Compensation Goods and of Employees Services Subsidies MTEF allocation R’ 000 Departmental Management Payments for capital assets R’ 000 Total R’ 000 6 767 898 - - 7 665 Corporate Services 30 042 22 842 - - 52 884 Financial Administration 27 108 6 753 48 268 34 177 5 245 2 459 - 60 7 764 - 51 826 - - 51 826 69 162 84 778 48 328 154 316 Internal Audit Office Accommodation Total expenditure estimates 29

6. 2017/20 MTEF Budget Summary PROG 2: CONTENT PROCESSING AND DISSEMINATION Programme Management 2017/18 R’ 000 2018/19 R’ 000 2019/20 R’ 000 3 633 3 889 4 176 Policy and Research 35 007 36 800 39 371 Products and Platforms 48 873 53 411 57 129 Communication Service Agency 52 854 55 248 59 110 140 367 149 348 159 786 Total expenditure estimates 30

6. 2017/20 MTEF Budget Summary PROG 2: CONTENT PROCESSING AND DISSEMINATION MTEF allocation Programme Management 2017/18 Transfers Compensation Goods and of Employees Services Subsidies R’ 000 Payments for capital assets R’ 000 Total R’ 000 3 245 388 - - 3 633 Policy and Research 26 307 8 675 - 25 35 007 Products and Platforms 20 605 28 134 - 134 48 873 Communication Service Agency 29 130 23 475 - 249 52 854 Total expenditure estimates 79 287 60 672 - 408 140 367 31

6. 2017/20 MTEF Budget Summary PROG 3: INTERGOVERNMENTAL COORDINATION AND STAKEHOLDER MANAGEMENT 2017/18 2018/19 2019/20 R’ 000 Programme Management 3 252 3 483 3 740 Provincial and Local Liaison 77 061 82 443 88 670 Media Engagement 13 337 15 003 16 214 Cluster Supervision (HD, SP, GA) 8 735 9 356 10 048 Cluster Supervision (EI, JI) 7 682 8 224 8 884 110 067 118 509 127 556 Total expenditure estimates 32

6. 2017/20 MTEF Budget Summary 2017/18 PROG 3: INTERGOVERNMENTAL Goods Transfers COORDINATION AND Compensation and STAKEHOLDER MANAGEMENT of Employees Services Subsidies MTEF allocation R’ 000 Payments for capital assets R’ 000 Total R’ 000 Programme Management 2 885 367 - - 3 252 Provincial and Local Liaison 60 466 16 124 10 461 77 061 Media Engagement 10 398 2 937 2 - 13 337 Cluster Supervision (HD, SP, GA) 7 836 899 - - 8 735 Cluster Supervision (EI, JI) 6 791 891 - - 7 682 88 376 21 218 12 461 110 067 Total expenditure estimates 33

Thank you 34