GCIS budget vote 2002: Consolidated report

10 May 2002

Strategy and content management

Communication Service Agency


The programme provides a range of production services for government communication, aiming to:

  • Develop and implement marketing, media placement and distribution strategies for GCIS and government
  • Develop a content strategy using key messages for information products produced in government for the South African public
  • Develop information products that meet the communication needs of government and the information needs of the South African public.

The Chief Directorate consists of:

  • Directorate: Marketing, Advertising and Distribution
  • Directorate: Content Development
  • Directorate: Product Development
  • Sub-directorate: Support Services (outsourcing and supplier management).

Policy development

Restructuring the CSA has created two new directorates- Content, and Product Development - to allow for delivery of strategies, brands, content and products that reflect service delivery of government and increase feed back mechanisms for the public through:

  • Developing content that reflects government messages
  • Aligning Government's corporate identity with the development of Brand South Africa through the International Marketing Council
  • Investigating projects to develop unmediated communication with the public - a national tabloid, mobile vehicles and better use of audiovisual material using facilitators for better provision of information and feedback.
  • Expanding government's distribution model to include commuter networks, radio, community theatre and knock-and-drop into wider rural areas
  • More frequent use and repackaging of material from the State of the Nation Address and the South African YearBook to more focused target markets
  • Better use of African language and community radio stations including further development of radio dramas
  • Increased use of black media for advertising through the appointed media placement agency for government
  • Increasing public-private partnerships for a wider message base
  • Expanding the supplier database to reflect government economic empowerment and preferential procurement policies
  • Relaunching Yearbook to include national and international retail outlets,

Plans and activities for 2002/2003

Ongoing development of content, products, marketing and media placement strategies for:

  • The State of the Nation and Mid-Term Reports
  • Imbizo
  • Multi-purpose Community Centres (MPCCs)
  • The South Africa Yearbook
  • HIV/Aids
  • African Union and New Partnership for Africa's Development (Nepad).

Special projects include:

  • Increased development of products for the disabled and youth
  • Development of a satellite network for community radio stations in partnership with the Department of Communications and SABC
  • Redesign and launch of the new National Orders
  • Management in partnership with the Department of Communications and private sector partners of the Transformation of the Marketing and Advertising Industry.


Government and Media Liaison


  • The programme's purpose is to provide a comprehensive and coherent media and government liaison service, through the work of five sub-programmes.
  • National Liaison co-ordinates development communication strategies by national departments within a national strategic framework. It convenes co-ordination and planning forums to enhance integration of government communication nationally and provincially.
  • International and Media Liaison contributes to the international marketing programme for South Africa in collaboration with stakeholders, develops and manages an international visitors and exchange programme on behalf of Government, ensures a professional and accessible media support service for Government by arranging regular press events and parliamentary briefings and provides, together with ministries, an effective news dissemination service to mainstream and community media.
  • News Services provides a government news service on development information to community and mainstream media.
  • Client Training Services liaises with clients and co-ordinates client training programmes; develops policies, programmes and strategies for training of government communicators; and participates in SAQA and other training bodies/structures for government communicators
  • The Communication Centre is responsible for monitoring media coverage of government and providing a clipping service to government departments
  • Parliamentary Office and Resource Center provides media liaison services and an outlet for government information resources and products.

Policy development

Since some of the former work of the programme will fall within the ambit of the IMC, a review of the programmes work and structures is in progress

Plans and activities for 2002/2003

  • Weekly briefings to the Presidential Press Corps, launched on April 30, will be instituted.
  • The programme will collaborate with the IMC to enhance the image of the country through the media
  • Two press centres are being established- one in Pretoria and another in Cape Town - to facilitate interaction between government representatives and members of the media who cover government.
  • While much of the programme's work is project-based, co-ordination and integration of government communication during the year will involve the convening and servicing of a number of forums for government communicators:
    • Government Communicators Forum (GCF) - this brings together on a quarterly basis the Heads of Communications from national departments and provinces and communicators representing Ministries and of late local governments.
    • Communication Clusters - These are convened on a regular basis, with logistic and strategic support from GCIS and assist assistance in developing cluster strategies. The five clusters mirror the Inter-ministerial cabinet committee clusters as well as DG clusters, and they promote synergy in government communication.
    • Media Liaison Officers forum - GCIS assists in convening the meetings of this forum which affords ministerial spokesperson a platform for exchange of ideas and co-operation towards ensuring that government speaks with one voice.
    • Pre-Cabinet Meetings - these fortnightly meetings facilitate the planning of communication around matters to be tabled at Cabinet.
    • Provincial Directors communicator's forum - These bi-monthly meetings convened and chaired by the chief directorate have helped align provincial and national communication.
    • Bua Magazine - This quarterly interactive government communicators' magazine brings focus on topical issues.


Policy and Research


Contributes to the development policy in the fields of media, communication and information and to the monitoring of government policy in general from a communications perspective; and conducts communication research.

The Chief Directorate consists of:

  • Directorate: Policy
  • Directorate: Research

Policy development

  • The Media Development and Diversity Agency (MDDA) Bill is expected to complete the Parliamentary process during this session opening the way for the establishment of the Agency
  • As a major user of communication research and bulk-buyer on behalf of other departments, GCIS is seeking a more cost-effective and efficient procurement method. A period contract with a service provider would allow a government syndicated research package to be set up, which departments could use at lower cost as and when needed, within a coherent methodological framework.

Plans and activities for 2002/2003

  • Monitoring implementation of government's programme of action from a communications perspective for purposes of more effectively keeping the public informed.
  • Providing the necessary support and services for the parliamentary processing of the MDDA Bill and thereafter for the establishment of the Agency, by the end of the year
  • Assisting in the process of ratification of the SADC Protocol on Culture, Information and Sport, signed last year by the President.
  • Providing research services and advice to inform communication campaigns and products and to assess their impact.
  • Research to ascertain public information needs regarding government communication and information.
  • Enhance government's access to and use of communication research through research advice and establishment of a more cost-effective infrastructure for procurement of research services.
  • Helping process issues raised in Imbizo to facilitate follow-up and feedback
  • Participating in the development of effective indicators of progress in implementation of government's prgramme of action


Information Technology and Resources


The Chief Information Officer is responsible for the efficient and effective utilization of information and information technology as strategic resources in the execution by GCIS of its functions

This programme consists of two sub directorates:

  • Information Technology, which provides information management and information technology services to the department.
  • Electronic Information Resources, which provides web support services to government for information dissemination and communication. These services are rendered by developing and maintaining the SA Government Online and GCIS web sites, providing advice and support regarding web best practices, web development and maintenance, hosting of web sites, and evaluating new and existing web sites.

Policy development

  • GCIS contracted SITA to develop an IT Plan during the past financial year, as required by the PFMA. The plan will guide development of an IT infrastructure as part of the development of the organisation towards a more effectively output-based organisation

Plans and activities for 2002/2003

Information Technology

  • GCIS IT will continue with Business Agreements with SITA for the provision of WAN (OpenNet) Services, Internet Services, and Government wide Application and Management Information Systems (MIS) Services.
  • Maintenance and renewal of licences for all Operating systems, Development Tools, Desktop and Server Applications, Web Security and Antivirus Software will be an ongoing priority.
  • SITA will be commissioned to upgrade the Head Office (Midtown) LAN infrastructure (2002/2003) to improve the bandwidth of our networks and to provide us with voice over data capabilities. This will improve over speed on our network allowing us to use more multi media type applications (2002/2003) and voice communications over our data network (2003/2004).
  • We will upgrade IT systems to a more acceptable configuration to run required applications efficiently, by replacing the old servers at regional offices with the new ones and also by helping directorates replace their old desktop computers (Compaqs) with the new faster and reliable ones (Dells)
  • We will implement a Storage Solution to cater for GCIS' increased data storage requirements - procurement of the solution will signal the initial phase towards a centralized data architecture thus enabling better and efficient control of our (GCIS) data.
  • We will increase and manage data security in GCIS by implementing Web and Email Security Solutions in Head Office by the middle of this financial year.
  • We will improve data management in GCIS by integrating in-house systems and reviewing data warehousing methodologies, policies and tools.
  • Schedule regular and active IT training program for the whole of GCIS by using our internal IT resource for training at the head office and outsourcing that function at regional offices.
  • Improve IT resource management and control by implementing Microsoft Simple Management Server (SMS) and purchasing of 20 extra NetOp licenses for the MPCCs

Electronic Information Resources

  • Redevelopment of the SA Government Online web site to make provision for government corporate identity and improved government information dissemination and communication. Last-mentioned involves
    • More comprehensive information on government activities and policies,
    • Expanded access to online government information and services,
    • Improved access search facility,
    • Improved content management by means of dynamically updated pages and internal processes,
    • Further development of features for interactive communication with government.
  • Facilitation of consultative processes in government to contribute towards
    • A more comprehensive government web presence; and
    • Improved and professional government web sites through the development of web guidelines and standards and evaluating implementation of such guidelines by national government departments.
  • Support and advice to government departments and provincial governments on developing, redesigning, maintaining and hosting sites.
  • Redevelopment of the GCIS web site.
  • Implementation of a listserver functionality to enable users of Government Online and the GCIS web site to subscribe to specific web site services, e.g. BuaNews stories.
  • Expanding the SA Government Online user-base through marketing.


Centralised Services

This section covers the programmes for Provincial & Local Liaison; Project Desk; Human Resources; Financial Management, Logistics & Auxiliary Services; and Internal Audit.

Provincial and Local Liaison


The programme supports the provision of a development communication and information service to the population of South Africa. The core functions are:

  • Institutional Development: develop, implement and manage a two-way information system between the government and the people
  • Local Liaison and Information Management: develop a communication system to integrate local government with the provincial and national government communication system; develop, implement and manage a local information management system for GCIS; assist in the development and implementation of a strategy for the promotion of development communication for government
  • Administration:responsible for all aspects of administration in PLL

PLL supports the provision of a development communication and information service to the population of South Africa.

Policy development

The Department is leading an intersectoral process to establish multi-purpose community centres, MPCCs, in every district to provide one-stop government services. These centres are intended to assist community development and participation in governance structures

By March 2002, eighteen MPCCs had been launched. All eight existing Government Information Centres, now referred to as GCIS Regional Offices, were re-located to more accessible and citizen friendly facilities at street level during this financial year. This also applies to the satellite office in Upington while the Kroonstad satellite has been relocated to a smaller office and will be refurbished during the course of this year. Government Information Centres (GICs) have been opened in each of the nineteen MPCCs launched to date. Twenty-seven more MPCCs will be launched in the 2002/03-financial year and the remaining 15 during the 2003/04-financial year. The number of communication officers has been increased by 18 with the opening of new multi-purpose community centres. It is envisaged that 60 MPCC's will be established by December 2003.

Other developments include the launch of the MPCC Business Plan, which provides a framework for the rollout, and implementation of this programme. The Chief Directorate has also completed a handbook for government communication officers operating at District Municipality level to guide their communication programmes and duties. An implementation guide forming part of the government communicators' handbook as well as an interim strategy for development communication has been completed. A comprehensive strategy to promote development communication and content will be finalised in the 2002/03 financial year.

Status of MultiPurpose Community Centres (MPCCs)

Criteria used in the identification of MPCC sites:

The nodes for Integrated Sustainable Rural Development and the Urban Renewal are important in identifying the sites for MPCCs. While some sites had already been under construction or identified when the nodes were announced, subsequent site identification processes aligned MPCC sites with nodes.

Consultative process and the role of stakeholders in site identification

Given the extensive consultative process and wide range of stakeholders involved in local, provincial and national intersectoral stakeholder committees, site identification also coincides with developmental strategies of local and provincial government. For instance, through consultations with local government, sites may also be identified which support the Integrated Development Planning processes of local government.

Significant public participation processes through public meetings of affected stakeholders also assist in identifying sites so that they are acceptable, accessible and appropriate to specific needs of that local community.

The Local Intersectoral Steering Committee, LISSC, carries out site identification. This process should be guided by the following criteria:

  • Accessibility and centrality
  • Availability of other infrastructure like electricity, telecommunication, water, roads.
  • Rural setting

In performing this duty, the LISSC should work closely with the site identification group of the Provincial Intersectoral Steering Committee, PISSC. Their joint finding should be communicated to the community and the National ISSC.

Services available in MPCCs

  1. Department of Home Affairs helps with birth and death certificates, registration of customary union marriages, issuing of ID and passport documents
  2. Social Development processes applications for child, disability and pension grants
  3. Agriculture conducts extension programmes for the improvement of land usage and its productivity
  4. Department of Communications offers a Public Information Terminal and a Telecentre that gives the community access to computers and Internet.
  5. Department of Labour processes UIF claims
  6. Some MPCCs have community banks, Citizens' Post Offices, clinics, Arts and Crafts centres
  7. Government Information Centres supply the community with information about government

List of established MPCCs per province

  • Faranani in Brakpan
  • Vaal in Sebokeng
  • Soshanguve
  • Mamelodi
  • Zithobeni in Bronkhorstspruit
  • Kgautswane
North West
  • Lebotlwane
  • Mbazwana
Eastern Cape
  • Tombo
  • Sterkspruit
  • Cofimvaba
Western Cape
  • Worcester
Free State
  • Namahadi
  • Botshabelo
  • Sediba
Northern Cape
  • Galeshewe
  • Matsamo
  • Mpuluz

Targets: MPCCs be established in 2002/2003

PLL intends establishing 27 MPCCs in this current financial year, 2002/ 2003. Two have already been established - at Makhuva in Limpopo and Van Rhynsdorp in the Western Cape.

Communication with Local Government

The local liaison activities of GCIS Communication officers has been reoriented to be based at the ward level of local municipalities (Category C). Links have been forged with most Metropolitan, District and Local Municipalities. This has been aided by the primary role being played by local government structures in terms of the ownership and management of MPCCs. In the majority of launched MPCCs this year, local government has appointed centre managers for these MPCCs. Discussions have been initiated with SALGA regarding the forging of partnerships toward the deepened involvement of local government in national communication strategies and structures. As a result, SALGA has is represented on the intersectoral steering committees on MPCCs nationally and provincially; on the government Communicators Forum and on the Forum of Provincial Heads of Communication, now facilitated by the National Liaison Directorate in GCIS.

At the invitation of the District Municipality, GCIS also conducted a pilot case study in the Amatole District in the Eastern Cape to assess the feasibility of national and provincial communication structures offering communication-strategising support to local government. This programme will be rolled out in the 2002/03 financial year and strategy to involve local government more comprehensively in national and provincial communication systems, will be developed.

In the 2002/03 financial year, the GCIS will be partnering SALGA in hosting a conference for local government communicators. Issues of access to and involvement in communication systems, as well as the requisite staffing requirements for communication at local government level, will be assessed.

Popularising development communication

While a comprehensive strategy to promote development communication will be finalised in the 2002/03 financial year as the relevant structure and personnel implications are finalised, an interim strategy has been underway in the past year. This has seen the placement of articles on this approach to communication in internal magazines of government departments as well as the utilisation of other existing communication platforms and media. Some progress has been made in sharing case studies from operational MPCCs where the development communication approach has brought a better life for communities. The approach has also been shared on an ongoing basis through relevant communication structures such as the National and Provincial Government Communicators Forums.


Project Desk


To serve as a proactive delivery mechanism for improving government communications through sound project management interventions.

Policy and developments

The Directorate's policy and development programme for 2002/03 will focus on the following:

  • To forge close alignment between GCIS resource capacity and the Government Communication Programme (GCP) for 2002/03.
  • To improve project management skills of GCIS staff
  • To establish and nurture sub-project offices in all chief directorates
  • To promote consistency in application of project management procedures and processes set out in the GCIS Project Management Handbook
  • To maintain and improve a comprehensive, integrated Project Information Management System (PIMS) in GCIS
  • To nurture closer collaboration and harmonious relations between project teams in GCIS and government communication clusters in the implementation of the GCP.

Plans and activities 2002/2003

Strategic element

Alignment of GCIS capacity to priorities in the Government's Communication Programme (GCP) for 2002/03

Expected output

  • Drafting a GCIS portfolio of communication projects for 2003 based on the State of the Nation Address to ensure GCIS resource allocation is aligned to government priorities, available skills and requirements of government communication campaigns
  • Handling GCP theme team nominations and briefs to GCIS project teams
  • Facilitating strategising and planning sessions related to government communication campaigns
  • Providing project management support to project teams to ensure adherence to project management procedures in the implementation of Government's communication programmes for 2002.

Strategic element

Improvement of Project Management Capacity in GCIS

Expected Output

  • Develop and implement project management induction courses for new GCIS staff to ensure new incumbents are fully briefed on organisational project management processes and procedures
  • Facilitating training for regional GCIS Offices and MPCC staff on project management in a developmental environment to ensure improved skill levels in this regard
  • Implement ongoing and advanced project management training programmes for GCIS project leaders and line function staff to ensure improved project management skills in the organisation
  • Dovetailing career pathing by line managers to project management approach
  • Fostering an exchange of ideas and experiences regarding the challenges of project management in the public sector through workshops, Indaba's and group discussions.

Strategic element

Establishing Sub-project Offices in GCIS

Expected output

  • Establishment of sub-project offices in all GCIS chief directorates to facilitate the translation of GCIS business plans into consolidated project plans for more effective implementation and monitoring
  • Provision of project management training and on-site support for line function staff and sub-project offices
  • Review of the impact of the sub-project offices on organisational efficiency and suggested improvements
  • Development of a sub-project office handbook to guide sub-project office support staff in the application of project management methodology.

Strategic element

Adherence to the GCIS project management processes and procedures and improvements in project management systems in GCIS

Expected output

  • Special orientation briefings to GCIS staff to ensure all officials are familiar with the procedures set out in the GCIS Project Management Handbook and adhere to GCIS' project management methodology
  • Improvement and further development of the GCIS Project Information Management System
  • Introduction of a time management system to monitor GCIS resource allocation to Government communication programmes.

Strategic element

Securing cluster cooperation and departmental buy-in

Expected output

  • Facilitate, in collaboration with National Liaison, the use of clusters as platforms to develop cluster strategies and monitor progress with GCP implementation
  • Conduct departmental roadshows on the GCP and GCIS project management procedures to familiarise departmental clients with GCIS' project management methodology.


Human Resources


The aim of the directorate is to provide a support service to the organisation in human resource management, training and development; labour relations; internal communications; communication and information centre; and through special programmes.

To deliver this service the directorate is divided into 5 sub-directorates namely:

  • Human resources development and training
  • Human resources management
  • Special Programmes including management HIV/AIDS in the work place, Disability and Gender issues as well as Employee Assistance Programme.
  • Information & Call Centre
  • Internal communication

Plans and activities for 2002/2003

Human resources development and training

  • Management of the Bursary Budget in the organisation
  • Ensuring that training provided is within the framework and according to the requirements of SAQA
  • Market, provide and facilitate in-house impact directed training
    • Research on training needs/skills audit
    • Update in-house course content
    • Conduct seminars & workshops
  • Develop training policies, strategies and develop a career plan for each employee in the GCIS
  • Manage and co-ordinate intake of interns in the organisation
    • Develop a Workplace Skill Plan in accordance with PSETA guidelines

Human resources management

  • Managing the recruitment and selection process in accordance with all relevant policies and regulations such as the EEP, AA policy and PSR etc.)
  • Developing an HR Plan and Strategy
  • Maintenance of the existing personnel to ensure increased performance and stability by:
    • Developing of succession plans
    • Developing a retention policy
    • Managing performance bonuses
    • Effective managing and monitoring of Performance Management and Development system
    • Developing of excellence awards for staff
    • Conducting job evaluations
  • Managing the recruitment and selection process in accordance with all relevant policies
  • Implementing the new Public Service Regulations and all resolutions of the PSCBC
    • Monitor and evaluate adherence to this by all managers and staff
    • Train staff in the PSR
  • Managing the conditions of service of all staff members by means of workshops and information sessions
  • Handling Labour Relations issues by fostering
    • Fostering co-operation with unions
    • Training of managers and staff in labour relations (misconduct, disciplinary procedures) and
    • Attending to all grievance issues promptly
  • Monitoring and evaluation of the new performance management system
    • Advice to managers on the performance management system
    • Presentation of the PMS to all new managers employed
    • Meetings with focus group for discussions and feedback
  • Monitoring and evaluating the implication of the Employment Equity Plan for the GCIS and ensuring compliance with the Act.

Special programmes

Ensuring an HIV/AIDS awareness programme is in place by:

  • Providing an ongoing information and education programme about HIV/AIDS to the GCIS and the GIC staff through:
    • Information sessions
    • Video shows
    • Guest speakers

Dealing with the impact of HIV/AIDS by:

  • Facilitating access to a counseling service
  • Developing a database for providing a counseling service for staff members and their immediate families and
  • Having wellness programmes for HIV positive staff

Training/ information-sharing/ workshops on various aspects that affect the well-being of staff.

Continuing training efforts and information sharing sessions to all staff - managers and other personnel on:

  • Financial planning, insurance, child maintenance and abuse, wills, purchase of property, retirement planning etc.

Awareness around gender and disability issues

  • Training and workshops for managers and personnel on gender and disability issues.

Provision of assistance to staff members by providing:

  • Pre-retirement counseling to staff
  • Assistance in settlement of new recruits
  • Support and assistance to the bereaved family in times of death
  • Involvement in preparations for funerals of deceased staff members

Internal Communication

  • Maintaining effective internal communication in the organisation through production of all internal communication publications and the distribution thereof.
  • Maintaining a communication-orientated culture in the GCIS by encouraging mmanagers to hold regular unit meetings and general meetings.
  • Facilitating two-way communication in the organisation
  • Staging of special events/presentations

Policy developments

The directorate is responsible for implementing all HR policies. In this regard it has developed another three policies to be implemented. These are:

  • Grievance Policy
  • Leave Policy
  • Skills development policy

Human resources development

Approximately 5% of our personnel budget has been allocated to Human Resources Development. The Department is currently engaged in a skills audit from which the skills development plan will be updated and implemented. Staff training will be provided in terms of our Employment Equity Plan where emphasis is on developing, retraining and retaining staff from designated groups. The organisation will also be developing a retention policy to retain staff members.

Senior and middle managers are undergoing various management training programmes in order to enhance their management skills. Emphasis is also being placed on the recruitment and training of African women in middle management positions. Management courses on mentoring and coaching, diversity management and change management are being planned for all GCIS managers in 2002/2003. Senior managers have also been identified to attend managerial training provided by DPSA.

Affirmative action targets

GCIS is progressing well in meeting the national target in terms of representivity. Currently 80% of the total staff complement is black and 20% is white.

In terms of management, 71 % of our managers are black. With regard to women in management, the national target for women by the year 2005 is 51%, and GCIS currently has 40% women in management.

Information Centre


The aim of the Sub-directorate is to provide an information service to both internal and external clients.

To provide this service the sub-directorate is divided into 3 units namely:

  • Directories
  • Enquiries
  • Library

Plans and activities for 2002/2003

Production and distribution of value-added products

  • Compile and update directories and make them accessible electronically
  • SA Government Directory, Directories of Contact and Profile updated
  • Gather profiles of MECs
  • Development of an Online Database for electronic access to Government contact Information

Speedy response to enquiries from within and outside GCIS

  • Render an effective enquiry service by analysing enquiry trends, based on statistics per clients and subject
  • Compilation of frequently asked questions (FAQs) database
  • Handling of enquiries from various clients
  • SAPA monitoring and indexing

Provision of a library service to clients

  • Information needs are addressed by purchasing and subscribing to both hard copy and online information sources
  • Upgrading the INMAGIC system to enhance efficiency


Finance and provisioning


To provide financial, provisioning, and auxiliary services to the department.

Policy developments

Finance and Provisioning Directorate is responsible for overseeing the implementation of the Public Finance Management Act 1999 and the Preferential Procurement Act.


  • An information technology system has been developed to assist in the closer monitoring of expenditure against the approved business plans and the allocated budget. The software will be implemented in the financial year commencing on 1 April 2002.
  • Working closely with the National Treasury, moving our financial system from the old FMS to BAS.
  • Ensuring compliance through the submission of the departmental projections by the 15th of each month.
  • Processing of each order that does not require tender process within 48hours of receipt of the request from the line function
  • Continuous communication of internal control systems to line functions with the aim of ensuring compliance to the requirements of PFMA and National Treasury Regulations
  • The following policies have been developed to function together with the Departmental Financial Guidelines: Debt, Cellular phone, Entertainment and Subsistence, Travelling allowance and Parking policy. All these policies will further assist in the regulation of the financial internal control systems.
  • Training on Procurement Preferential Regulatory framework organized by National Treasury has been undertaken. Our Departmental Tender Committee consists of Chief Directors, CFO and is chaired by the DCEO: Centralised Services. All the tenders advertised as from December 2001 have been evaluated in terms of the new Preferential Procurement Regulatory framework.

Future focused activities for the 2002/03 financial year

  • Development of a Departmental policy to regulate the Departmental Tender Committee procedures and the training of additional personnel to handle our tenders
  • Moving to BAS system for our financial administration by July 2002
  • Development of Departmental Asset Management Policy, and its implementation
  • Training for financial officials as well as specialised training in store management is being planned for staff
  • Continuing our communication programme with our clients to further enhance the principles of Batho Pele within the Finance and Provisioning environment.

Budget for 2001/2001

GCIS was allocated a total of R124 213 for the last financial year. Our total expenditure to 31 March 2002 amounts to R122 736 434, which is 98,8% of our budget. Of the remaining R1 476 566, (1.2%) an amount of R1 418 000 had been committed, and we have requested National Treasury to move the funds into the new financial year.


Internal Audit


Assist management of GCIS, by identifying, evaluating and reporting on controls that contribute to the attainment of GCIS organisational objectives as a government communication agency.

Policy development

Responsible for the development of GCIS risk assessment strategy, Fraud Prevention Policy and the section's three-year and annual operational plans.

Key outputs

The section reviewed GCIS's risk assessment strategy in consultation with management. The section developed its three-year strategic plan and its annual operational plan both informed by the risks identified in the strategy. The plans were approved by management and the Audit Committee.

During the year, the Internal Audit Section carried out and completed 6 auditable components covering various operational activities of the GCIS in line with the section's annual operational plan.

Action plan for 2002/2003

Review of the risk management strategy, three-year strategic plan and ensure the Internal Audit Section resources addresses major operational and financial risks facing GCIS.

Providing management with monthly exception reports of financial transactions equal or greater than R50, 000 in order to enable them to have independent statistics of their budget spending and make necessary interventions where necessary.

Audit relationship to be established with the Auditor General to agree on areas of focus in order to ensure GCIS obtain maximum benefit of our audit resources. Marketing of the Internal Audit Section will be another focus area with the primary objective of ensuring maximum awareness and a paradigm shift among staff in GCIS regarding the importance of internal controls.

International Marketing and Mobilisation


The IMC is a public-private partnership, established by the President to develop and implement a pro-active and co-ordinated international marketing and communication strategy for South Africa.

It aims to: -

  • develop a South African brand identity that will advance South Africa's objectives for investment, trade, tourism and international relations;
  • seek to build national support for the brand in South Africa;
  • seek to build awareness and the image of the brand in other countries;
  • seek the involvement and co-operation of various government departments, public entities, the private sector and the non-governmental sector in achieving this objective.

The IMC's mission is three-pronged:

  • First, the establishment of a brand for South Africa which positions the country in terms of its investment and credit worthiness, exports, tourism and international relations objectives.
  • Second, the establishment of an integrated approach within government and the private sector to the international marketing of South Africa.
  • Third, the building of national support for the brand within South Africa itself. For this the IMC seeks the co-operation of government departments, public entities, the private sector and the non-governmental sector and the mass South African public.

Plans and activities for 2002/2003

The overall strategic focus requires 3 major thrusts:

  • Creation - effectively create a single minded and tailor South African brand message
  • Preparation - encourage the appropriate mindset of confidence in South Africa
  • On-going delivery - Integrate and co-ordinate rollout and ongoing execution of message particularly to our key stakeholders.

Leveraging of other South African Initiatives (WSSD, CWC, Proudly SA, OAU etc)

Workshopping messaging with Presidency, ministers and government spokespeople

1. Creation

Compelling proposition Brand development
  • Develop compelling brand proposition and values
  • Tailor into relevant brand expressions for distinct target audiences
  • Management of brand portfolio
  • Achieve familiarization and engagement with existing stakeholders
  • Understanding the concept, develop an emotional connection and long-term commitment to delivering the brand
  • Recognise implications for specific target audience messaging
Centralised Communications Communication Resource Centre (CRC)
  • co-ordinate with Government communicators
  • Enhance brand integration
  • Building capacity for rapid, reactive and proactive communication - feedback mechanism and daily response
  • Building partnerships with GCIS, 5 Government clusters, Government agencies and major events
  • Improved communication through the media liaison
  • Contribute to enhanced government communication and integration:
  • Motivate alignment of one co-ordinated message
  Web Portal 
  • Provide consistent and credible online information about South Africa.
  • Provide ease and speed of access to information
  • Align with Stakeholders, form alliances to create powerful world first information service.
  • Focus on providing the support, help, guidance and information necessary to know anything about SA and build our communication with key target markets (SA Abroad)
  • Organise online information about the country into "consumer friendly" categories useful to investors, tourists and researchers.
  • Provide information where suitable online sources are not available
  • Ensure that critical information is always kept up to date
Raising Profile of IMC in the Country Positioning and role of IMC
  • Differentiate Brand SA from other initiatives already in existence.
  • Inspire Receptiveness to Brand SA message.

2. Preparation

Inspire Receptiveness Local - South Africa
  • Build receptiveness to the brand
  • Change perceptions and ultimately change behaviour, in line with brand essence and values
  • Inspire the nation to live the brand
  • Imperative that the message is consistent and sustained
  Global - Target Countries
  • Build receptiveness to South Africa, its products and services in general

3. On-going delivery

  Integrate and co-ordinate the country's marketing efforts locally and globally
  • To develop an awareness of the dynamics, strategies, requirements and protocols of each province, city and sector and international targeted countries
  • To align and co-ordinate marketing strategies for maximum impact and co-operate more closely with:
    TSA, DTI, JMI, DEAT, SA Tourism, GCIS, DoS, DACST, DoC, Presidency, National Treasury and DFA
  • Build strong contacts & processes that can be leveraged to feed the information flow

1.Develop Extranet as major integration tool


Appendix A

GCIS Corporate Strategy for 2002 - 2005


Helping to meet the communication and information needs of government and the people, to ensure a better life for all.


GCIS' mission is to provide leadership in government communications and ensure that the public is informed of government's implementation of its mandate.

Strategic objectives


  1. Ensuring that the voice of government is heard
  2. Foster a more positive communication environment.
  3. Have a clear understanding of the public information needs and government's communication needs.
  4. Set high standards for government communications.

GCIS approach

These objectives will be achieved by having the following elements in our strategic approach:

  1. Providing leadership in Government Communications

    GCIS must take responsibility for ensuring government is communicating interactively with the public and for the communication of government's vision and approaches to broad areas. Doing so will help us achieve a paradigm shift whereby development communication becomes a core feature of government communications.

    GCIS needs to be at the forefront of analysis of the communication environment so that it can identify initiatives to be taken in enhancing the work of government and is also able to respond effectively when required.

    GCIS must also develop a Content Strategy which can guide the work of government's communicators. This content strategy must meet government's communication and the public's information needs, and help inform government's response to media agenda.

  2. Research and information-gathering

    The government communication system as a whole needs to base its work on soundly researched approaches.

    GCIS will play a key role in identifying areas of communications research as well as receiving relevant research reports from other sectors.

    Furthermore, intimate knowledge of government's policies, programmes and implementation will further enhance communications.

  3. Improving on information delivery to the public

    GCIS will need to intensify provision of basic information to the public about the rights of citizens, how to take advantage of government's socio-economic programmes, and the process of policy development and its implementation.

    Niche information products will also be required. Information products of government departments will need to be planned well in advance so that they can be pre-tested and distributed to target audiences in time.

    The media used must be in line with development communication principles.

  4. Developing better alliances in the communication environment

    GCIS must take overall responsibility for improving relations between government and the media, advertising agencies, designers and the rest of the communications industry.

    GCIS must play a role in helping transform the media and communications industry. To do so GCIS shall work through the MDDA to help in establishing and sustaining community and small commercial media much closer to cities.

    GCIS must develop closer relations with identified agenda setters.

Key issues

  1. Giving greater direction to government communications

    GCIS needs to ensure it has both the capacity to arrive at quick, accurate analysis of the environment as well as the ability to implement rapid responses. This will assist in making its advisory role to Cabinet even more meaningful.

    Attention will need to be paid to strengthening and integrating the government communication system. This could take the form of Head of Communications being part of the pool for project leaders, taking greater responsibility for transversal campaigns.

    The definition of government communication system must be extended to include critical SA missions.

    Theremust be a clearly understood cycle beginning with end of year evaluations, development of Government Communication Strategy and Communication Programme, finalisation of departmental and cluster plans/strategies.

    GCIS will need to play a role in developing capacity of provincial government communicators and develop/implement a strategy for working with local government.

    GCIS must ensure that the Imbizo approach of interactive governance takes root throughout government.

  2. Raising the standard of government communications

    The implementation of the GCIS Peer Review Process will ensure that in the medium term a uniform standard of excellence is achieved amongst Heads of Communications.

    GCIS must play an active role in advising communication components on their development requirements.

    The GCIS audit of communication capacity must identify shortcomings in the system as well as where there may be over capacity.

    GCIS must assist in content development and quality control over critical information products, including government websites. Our Content Development Strategy must address the question of language in which material is conceptualised and the forms in which we communicate.

    With the assertion of the International Marketing Council, GCIS must begin playing a greater role in co-ordinating govt's efforts and enhancing the communication capacity of SA missions.

    GCIS will help departments in building/ strengthening partnerships with key stakeholders, including for community purposes.

  3. Impacting on Communication Environment

    Establishment of new vehicles such as the MDDA and MPCCs will contribute towards establishing a more representative communication environment.

    Regular environment scanning with special attention to content analysis and media agenda will be required.

    We must have better and wider use of research into public information needs.

    GCIS needs to establish a better system for monitoring the implementation and impact of government's programme of action so that it is able to communicate government's implementation of its mandate.

    More attention will need to be paid to building relations with civil society structures, especially media organisations, Advertising Agencies Association, Design Council, NGOs training institutes etc

    GCIS will need to ensure wider use of Bua News

  4. Smarter-working GCIS

    GCIS must develop a set of core competencies which its communicators must possess.

    GCIS must make better and fuller use of ICTs, both in management of the organisation as well as in communication.

    The BPR initiative must proceed to ensure continuous implementation, the review of all programmes and the alignment of GCIS.

    The IT architecture design must help us work more efficiently.

    All measures, including development plans and clear target setting must be utilized to enhance the performance of staff and the attainment of excellence.

Key campaigns

Theme one: People-centred, government- effective, integrated, interactive (Governance and Administration cluster)

Focus issues:

  • Restructuring of the Public Service
  • Anti-corruption in the Public Service
  • Public Service Delivery (including a campaign targeting opinion leaders to publicise positive messages on government)

Standard issues:

  • National Orders
  • Image of Government (Batho Pele and Information campaign for Public Servants on Government Policy, Programmes and Key Messages
  • Local Government Transformation
  • Public Service Delivery

Ad hoc issues:

  • Establishment of Commission on Cultural, Religious and Linguistic Rights

Theme two: Working for African renewal and a better world (International Cluster)

Focus issues:

  • Elections in Zimbabwe
  • AU Summit
  • WSSD
  • NEPAD Programmes

Standard issues:

  • Peace initiatives in
  • Angola
  • Comoros
  • Middle East
  • DRC (Inter-Congolese Dialogue)

Ad hoc issues:

  • Strengthening diplomatic ties with EU, Japan, rest of Asia, USA and the Americas
  • 31st Ordinary Session: African Commission on Human and People's Rights

Theme three: Faster job creating investment and growth
Developing our human resources, skills and technology (Economic, Investment and Employment Cluster)


Focus issues:

  • Growth and Development Summit
  • Restructuring of State Assets
  • Provision of accurate government statistics
  • Campaign on achievements economic policy and opportunities created involving the popularisation of:
  • National Skills Fund
  • Umsobomvu Fund
  • Infrastructure and employment subsidy
  • SMME development institutions

Standard issues:

  • Establishment of BEE Council
  • Community Based Public Works Programme
  • HRDP
  • Implementation of the Strategic Plan for South African Agriculture
  • Immigration Bill
  • Tourism
  • Industrial Development Zones

Ad hoc issues:

  • Expansion of social services and economic infrastructure
  • Establishment of an ICT University

Theme four: Government and people against crime - improving the quality of life (Justice, Crime prevention and Security Cluster)

Focus issues:

  • Campaign on the mobilisation of people (legal professionals, students, etc) to "lend a hand" in the reduction of the backlog of cases pending trial
  • Celebration of the 5th anniversary of the adoption of the Constitution
  • Anti-corruption campaign

Standard issues:

  • Campaign on the mobilisation and recruitment of 30 000 police reservists

Ad Hoc issues:

  • Transformation of the CJS
  • Restorative Justice

Theme five: Pushing back the frontiers of poverty - rural development, urban renewal (Social Cluster )

Focus issues:

  • Campaign on the mobilisation and registration of eligible people for child grants and other social allowances
  • HIV/Aids
  • Land Restitution Programme
  • ISRDP and URP
  • Expansion of water and sanitation programmes
  • Moral Regeneration Summit

Standard issues:

  • Health Delivery
  • Education Programmes
  • Vulnerable Sector Campaigns:
  • Emancipation of women
  • Justice for disabled
  • National Youth Service
  • Transporting the Nation:
    • Taxi Recapitalisation
    • Arrive Alive
    • Rail Safety Agency

Ad hoc issues:

  • Health Delivery
  • Education Programmes
  • Restructuring of the institutional landscape in higher education

Theme six: GCIS/Transversal Campaigns

  • Imbizo
  • MPCC
  • Opening of Parliament
  • GCIS Budget Vote
  • Communicators' Award
  • Balance Scorecard
  • Bua Briefs
  • Enterprise Project Management


Appendix B:  Budget breakdown per programme: 2002/2003


Programme 2002/03 R'000
1 Administration     22,440
Operational   8,330
Personnel   14,110
2 Policy and Research   19,665
Operational   13,336
Personnel    6,329
3 Government and Media Liaison   12,261
Operational   3,870
Personnel   8,391 
4 Provincial and Local Liaison      23,455
Operational   7,113
Personnel   16,342
5 CSA   17,043
Operational   10,992
Personnel   6,051 
6 International Marketing   50,000
Operational   50,000
Operational total   93,641
Personnel budget   51,223
Total budget   144,864