DoC Presentation on the Strategic Plan (2015/ /20) and Annual Performance Plan (2016/17 – 2018/19). 1

Presentation overview 1.Compliance Statement 2.Strategic overview 3.Situational analysis – key issues /16 to 2019/20 Strategic Plan 5.Staff establishment 6.MTEF budget /17 to 2018/19 APP 8.Conclusion 2

Compliance Statement [1] In terms of Section 55 (2) (b) and Section 56 of the Constitution, the National Assembly must provide mechanisms to maintain oversight of any organ of state and may summon/require any institution to report to it. The Department of Communications (DoC) presents its 2015/ /20 Strategic Plan and 2016/17 Annual Performance Plan (APP) to enable the Portfolio Committee to exercise oversight. This Strategic Plan is in line with the requirements of the Public Finance Management Act,Treasury Regulations and Framework for Strategic Plan and Annual Performance Plan. The Strategic Plan is premised on key government medium-term priorities that are informed by the National Development Plan (NDP) and the Medium Term Strategic Framework (MTSF) which repositions Nation Building and Social Cohesion high on the development agenda of the country. 3

Compliance Statement [2] Strategic planning process Strategic planning, performance monitoring and reporting, is an institutionalised business process. –July-August: The DoC held a planning session in preparation for the first draft of the strategic plan and APP. –August: The first draft of the strategic plan and APP were submitted to the DPME and National Treasury. –October: The DoC addressed comments from the DPME and updated the planning documents accordingly. –November: The DoC submitted the second draft of the strategic plan to the DPME and National Treasury. –December: The DoC addressed comments from the DPME and updated the planning documents accordingly. A final planning session in preparation for the final draft strategic plan and APP. –January: A strategic-planning session was held with all the entities reporting to the Ministry to ensure alignment between the Department and its entities. –February/March: The final plans were submitted to the Executive Authority for sign-off before tabling on 11 March

Situational Analysis – Key Issues [1] The market for communications, media and content is increasingly becoming competitive. Print Media The print media’s ownership patterns have remained largely untransformed in terms of ownership and management control of the publishing of print media and is still in the hands of a few industry players. In apartheid South Africa state-sponsored dominance of the media was characterised by duopolies in the Afrikaans and English language press and an effective state monopoly in radio and television. The four newspaper groups (Naspers; AVUSA (now Times Media Group); Caxton and Independent Newspapers) also collectively ran the Newspaper Press Union, which controlled all newspaper distribution networks and regulated prices in the newspaper industry. Today the four main media conglomerates – Media24, Avusa (Times Media Group), Caxton and Independent Newspapers remain. These companies own 95% or so of the print media market, with their media properties operating nationally, regionally and locally. The revenue from the sale of advertising pays for the bulk of the costs of newspaper production. Many community and small commercial media argued that lack of mainstream advertising in their newspapers was one of the key issues affecting their sustainability. This therefore has discouraged new entrants into the environment. Government also spends an increasing amount of its budget on advertising of projects and programmes. 5

Situational Analysis – Key Issues [2] Broadcasting Today there are more broadcasting services, a plethora of channels, programmes in more languages and more genres than ever before. The South African Broadcasting Corporation (SABC) transformed from a state to a public broadcaster. There are seven licensed private commercial TV operators in South Africa. Both public and commercial broadcasters primarily exist to cater for needs of their audiences and to generate much needed revenue to remain profitable and to continue to deliver shareholder value and public service obligations in the case of the SABC. All licensed broadcasters are required to adhere to their licence conditions as prescribed by the Regulator. There are over 218 licensed community radio stations, which exist in almost every district in the country. Radio is getting the biggest share of adspend in the community media sector although a small amount is still being spent within a print media context. 6

Situational Analysis – Key Issues [3] Online Content The development of the Online Content Regulation Policy was borne out of the realisation that content distribution has shifted from physical content distribution to the Internet or digital space. This poses a challenge of access to harmful content by the children. The entry of big players such as Apple, Google and Blackberry in the South African market necessitated the establishment of a temporary regulatory regime to ensure their adherence and compliance to the South African legislative landscape. Community print media The monopoly of the media by major media houses is impacting negatively on the development and diversity of views and the promotion of freedom of expression. Most publications still appear in English and Afrikaans which is not in line with the demographics of the country and the indigenous languages. Mainstream media continues to receive the bulk of advertising revenue. 7

REVISED 2015/16 – 2019/20 STRATEGIC PLAN 8

A vibrant and sustainable communication services for an informed citizenry and positive image of South Africa Vision The DoC Mandate 9

Mission Create an enabling environment for the provision of inclusive communication services to all South Africans in a manner that promotes socio-economic development and investment through broadcasting, new media, print media and other new technologies and brand the country locally and internationally. The DoC Mandate Values Certainty of the policy environment People centred Quality standards of products and services Integrity Responsiveness Innovation. Values Certainty of the policy environment People centred Quality standards of products and services Integrity Responsiveness Innovation. 10

Strategic Goals The Department has set itself the following strategic goals:  Effective and efficient strategic leadership, governance and administration  A responsive communications policy and regulatory environment  Improved country branding  Transformed communications sector 11

Implementation of the Mandate Developing and reviewing communications & broadcasting policies and legislation that ensure growth & development of the communications sector; Improving communications systems in order to inform & disseminate information to the public and marketing the country abroad; Strengthening capacity of the Dept. & that of its state-owned companies to effectively deliver on their public mandates; and Broadening participation in the communications & broadcasting sectors to promote economic development and transformation These goals will be achieved through the following strategies: 12

Legislative Mandate The legislative framework is contained mainly in the following Acts:  Broadcasting Act (Act 4 of 1999);  Electronic Communications Act (Act 36 of 2005);  Independent Communications Authority of SA Act (Act 13 of 2000);  Films and Publications Board (Act 65 of 1996); and  Media Diversity and Development Act (Act 14 of 2002). The Department is also guided, amongst others, by:  The Public Service Act, 1994 (Act 103 of 1994) as amended;  The Public Finance Management Act, 1999 (Act 1 of 1999);  International Telecommunications Union (ITU); and  World Intellectual Property Organisation (WIPO ). 13

Strategic Outcome Oriented Goals STRATEGIC OUTCOME- ORIENTED GOALS OF THE DoC STRATEGIC OBJECTIVES contributing to the achievement of the set goals Goal 1: Effective and efficient strategic leadership, governance and administration SO 1.1 : Ensure compliance with statutory requirements and good governance practices by SO 1.2 Improve capacity of the entities to deliver by SO 1.3 Ensure viability and sustainability of SOEs by Goal 2: A responsive communications policy and regulatory environment SO 2.1: Improve universal access to broadcasting services by SO 2.2 : Ensure equitable allocation of spectrum to public, private and community players by

Strategic Outcome Oriented Goals STRATEGIC OUTCOME-ORIENTED GOALS OF THE DoC STRATEGIC OBJECTIVES contributing to the achievement of the set goals Goal 3: Improved country brandingSO 3.1: Broaden access to information by all citizens by 2019 SO 3.2: Market the country locally, regionally and internationally to provide an enabling environment for investment by 2019 Goal 4: Transformed communications sector SO 4.1: Support the growth and development of the creative industries by 2019 SO 4.2: Manage digital broadcasting migration by 2018/19 SO 4.3: Strengthen support, guidance and interrelations with stakeholders by

Programme 1 Goal 1: Effective and efficient strategic leadership, governance and administration SO 1.1: Ensure compliance with statutory requirements and good governance practices by 2019 Objective Statement: The objective is to maintain a sound system of internal controls resulting in improved service delivery and positive audit outcomes. Over the next five-year period, the DoC will measure performance as follows: Development and implementation of Human Resource Management and Development (HRM&D) plans in accordance with applicable legislation and guideline and reports annually. Unqualified audit opinion for the DoC as well as ensuring that 100% of all compliant invoices are paid within 30 days and 70% of requisitions converted to orders within 48 hours. Ensure the approval and implementation of the internal audit policy on an annual basis and three-year rolling strategic plan and annual operational plan

Programme 2 [1] Goal 2: A responsive communications policy and regulatory environment SO 2.1: Improve universal access to broadcasting services by 2019 Objective Statement: The objective is to conduct research and develop communication and broadcasting legislation and strategies to improve universal access to broadcasting services. Over the next five-year period, the DoC will measure performance through the approval, implementation and monitoring of 2 legislations and 1 strategy as follows: Audio-Visual and Digital Content Act ICASA Amendment Bill; and Community Broadcasting Support Strategy 17

Programme 2 [2] Goal 3: Improved country branding SO 3.1: Broaden access to information by all citizens by 2019 Objective Statement: The objective is to diversify and develop the media industry in order to broaden access to information by all citizens. Over the next five-year period, the DoC will measure performance through: Amending the Media Development and Diversity Agency mandate; Implementing community Media Support Strategy; and Supplying 25 community radio stations with broadcasting infrastructure. 18

Programme 3 [1] Goal 4: Transformed communications sector SO 4.1 : Support the growth and development of the creative industries by 2019 The objective is to build a competitive communications industry through the implementation of targeted interventions to support the growth and development of the creative industries. Over the next five-year period, the DoC will measure performance through: Ensuring that the advisory on development, production and display of local television and radio content is submitted to the Executive Authority by the South African Broadcasting Production Advisory Body. 19

Programme 3 [2] Goal 4: Transformed communications sector SO 4.2: Manage digital broadcasting migration by 2018/19 The objective is to manage digital broadcasting migration to ensure the successful migration from analogue to digital television in South Africa within two years. Over the next five-year period, the DoC will measure performance through: Switching-off of analogue signal by 2018/19; Conducting 30 digital broadcasting awareness campaigns in all the provinces; Implementing Digital Migration Programme and coordinating the distribution of Set Top Boxes; and Compilation of reports on consumer access to digital broadcasting in particular those with government subsidised Set-Top Boxes. 20

Programme 3 [3] Goal 4: Transformed communications sector SO 4.3: Strengthen support, guidance and interrelations with stakeholders by 2019 The objective is to develop and implement structured programmes of intergovernmental and stakeholders engagement in order to leverage support to strategic priorities of the Department. Over the next five-year period, the DoC will measure performance through: Implementation of 2 Communications programmes (DTT & Regional Content Hub) on development of the region and continent which are aligned by the department’s national programmes. Facilitation of strategic multilateral partnerships and bilateral agreements. 2 position papers (SADC, AU-CCIT, ITU & WIPO- SCCR) presented at multilateral engagements which support the development of the communications sector. 21

Programme 4 Goal 1: Effective and efficient strategic leadership, governance and administration SO 1.2 Improve capacity of the entities to deliver by 2019 The objective is to monitor the implementation of policies by state owned enterprises and regulatory institutions and to provide guidance and oversight on their governance matters as well as strategic alignment with the Department’s priorities. Over the next five-year period, the DoC will measure performance through: Submission of 5 annual reports and 20 quarterly entity oversight reports submitted to the Executive Authority. Signing of 5 Shareholder compacts and 18 accountability instruments. Submission of 25 reports on Public Entities' strategic alignment with the DoC’s priorities to the Executive Authority. 22

Deliverables that will be implemented in the provinces 5 Community Radio Stations will be provided with broadcasting infrastructure. 10 DTT awareness programmes will be coordinated in all 9 provinces. Analogue signal switched-off in all provinces. DoC Entities will also be implementing various deliverables in the provincial space. 23

ANNUAL PERFORMANCE PLAN 2016/17 TO 2018/19 24

Programme 1 [1] Goal 1: Effective and efficient strategic leadership, governance and administration Ensure compliance with statutory requirements and good governance practices by 2019 Performance Indicator Annual targets 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 MTEF Human Resource Plan implemented MTEF HR Plan approved and submitted to DPSA HR Plan implementation report submitted to the DPSA Human Resource Development Strategy implemented Workplace skills plan approved and implemented 25

Programme 1 [2] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Audit report for the financial year Unqualified audit outcome % of invoices paid within 30 days as regulated 100% of all compliant invoices paid within 30 days. % of procurement requisitions processed to orders within 48 hours of receipt. 70% of Requisitions converted to orders within 48 hours 26

Programme 1 [3] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Three-Year rolling Audit Strategic plan implemented Three-Year rolling Audit Strategic plan reviewed and implemented Risk based internal audit plan and operational plan approved 2016/17 risk based internal audit plan and operational plan approved 2017/18 risk based internal audit plan and operational plan approved 2018/19 risk based internal audit plan and operational plan approved 2019/20 risk based internal audit plan and operational plan approved Number reports on performance, compliance and financial audits conducted 4 performance, compliance and financial audit reports compiled 27

Programme 2 [1] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Audio-Visual and Digital Content Act Implemented Draft White Paper on Audio- Visual and Digital Content Policy for South Africa approved Audio-Visual and Digital Content Policy Act for SA approved by Cabinet Audio-Visual and Digital Content Act implemented Audio-Visual Content and Digital Act implemented ICASA Amendment Act implemented ICASA amendment bill signed into an Act Annual ICASA Amendment Act monitoring report Community Broadcasting Support Strategy developed, and implemented Community Broadcasting Support Strategy approved by cabinet Annual Community Broadcasting Support Strategy monitoring reports Annual Community Broadcasting Support Strategy monitoring report 28

Programme 2 [2] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of community radio stations provided with broadcasting infrastructure 5 radio stations Media Development and Diversity Mandate Amended Green Paper on the Media Development and Diversity Agency White Paper on the Media Development and Diversity Agency Media Development and Diversity Agency promulgated into an Act Media Development and Diversity Agency Act implementation reports Community Media Support Strategy implemented Research report on Community Media Support compiled Community media support strategy finalised Community Media Support Strategy submitted to Cabinet for approval Community Media Support Strategy implementation report 29

Programme 3 [1] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of reports on SABPAB work programme compiled 2 reports on SABPAB work programme Digital broadcasting migrated from analogue and analogue signal switched-off by 2019 Analogue signal switched-off in (SKA) areas Analogue signal switched-off in Border line and inland areas Analogue signal switched-off in inland areas - 30

Programme 3 [2] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of digital broadcasting awareness campaigns per annum 10 campaigns conducted - Number of reports showing consumer access to digital broadcasting in particular those with government subsidised Set-Top Boxes. 4 quarterly consumer access reports to DTT reports compiled 31

Programme 3 [3] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of stakeholder engagements coordinated 10 stakeholder engagements coordinated Strategic multilateral partnerships coordinated Strategic multilateral partnerships coordinated and bilateral agreements negotiated Strategic multilateral partnerships coordinated and bilateral agreements negotiated concluded 32

Programme 3 [4] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of position papers tabled at multilateral and bilateral engagements 2 position papers tabled at multilateral and bilateral engagements Number of International Communications programmes implemented and monitored Implement 2 Communication s programmes (DTT & Regional Content hub) 33

Programme 4 [1] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number of shareholder compacts and accountability instruments signed 1 Shareholder compact and 4 accountability instruments signed Number of oversight reports submitted to the Executive Authority 5 annual reports and 20 quarterly entity oversight reports 5 annual reports and 20 quarterly entity oversight reports s 5 annual reports and 20 quarterly entity oversight reports 34

Programme 4 [2] Performance Indicator Annual target 2016/17 Annual targets 2017/18 Annual targets 2018/19 Annual targets 2019/20 Number alignment reports submitted to the executive authority on alignment of entities strategies to departmental priorities 5 reports (1 per entity) compiled 5 reports (1 per entity) Number of reports compiled on Entity governance forum coordinated as per governance framework 4 reports on entity governance compiled 35

Macro Organisational Structure Minister of Communications Minister: Private Office BRANCH Corporate Services CD: Human Resource Management and Development CD Financial Management D: Information and Technology Management D Legal Services D: Communications D: Facilities and Security Management Services Deputy Minister: Private Office ICASA SABCBrand SAMDDA FPB Department of Communications Director-General Office of the DG Internal Audit Deputy Minister of Communications GCIS Department BRANCH Communications Policy, Research and Development CD: Broadcasting Policy CD: Media Policy (Digital and New Media) CD: Technology and Engineering Services CD: Branding Policy BRANCH Industry and Capacity Development CD: Enterprise Development CD: Broadcasting Digital Migration CD: Industry Research and Analysis CD: Inter-governmental Relations and Stakeholder Management BRANCH Entity Oversight CD: Broadcasting and Community Media CD: SOE Communication and Branding CD: Regulatory Institutions CD: Strategy and Policy Alignment PolicyStrategyImplementationSupport Services 36

Staff Establishment Personnel post status LevelsNumber of posts on approved Establishment Number of funded posts Number of posts Additional to the establishment Department Salary levels Salary levels Salary levels Salary levels

BUDGET ALLOCATION OVER THE MTEF PERIOD 2016/17 – 2018/19 38

BUDGET ALLOCATION OVER THE MTEF PERIOD 2016/17 – 2018/19 39

BUDGET ALLOCATION FOR 2016/17 PER PROGRAMME 40

BUDGET ALLOCATION FOR 2016/17 PER PROGRAMME (EXCLUDING TRANSFERS TO PUBLIC ENTITIES & GCIS) 41

BUDGET ALLOCATION FOR 2016/17 PER ECONOMIC CLASSIFICATION 42

THANK YOU 43