1. DoC presentation on the Annual Performance Plan (2017/18 – 2019/20)
10 May 2017

2. Presentation overview
Introduction and background
Planning process
Situational analysis – key issues
DoC Mandate
Strategic Outcome Oriented Goals and Objectives
Deliverables implemented in the provinces
2017/18 to 2019/20 APP commitments
Macro organisational structure and staff establishment
Budget allocation over The MTEF Period 2017/18 – 2019/20

3. Introduction and background
The Department of Communications (DoC) presented its 2015/ /20 Strategic Plan on the 11th of March 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.
The department reviewed the Annual Performance Plan (APP) to reflect the current service delivery and organisational environment.

4. Planning Process
Strategic Planning Process
5 year SP: The DoC tabled the revised 2015/16 to 2019/20 Strategic Plan on the 11th of March 2016.
August: The DoC held a joint planning session with its Public Entities in preparation for the first draft of the APP, led by the Minister.
August: The first draft APP was submitted to the DPME and National Treasury for assessment and inputs.
October: The DoC addressed comments from the DPME and updated the planning documents accordingly.
November: The DoC submitted the second draft APP to the DPME ,National Treasury and AGSA for assessment and inputs.
December: The DoC addressed comments from the DPME and AGSA and updated the planning documents accordingly.
February/March: The final plans were submitted to the Executive Authority for sign-off before tabling on 14 March 2017.

5. Situational Analysis – Key Issues [1]
DIGITAL MIGRATION
December 2015 saw the commencement of extensive distributions and installations of Digital Terrestrial Television (DTT) Set-Top-Boxes (STBs) and related devices, subsequent to that, the South African Post Office (SAPO) started generating statistics for registrations, distributions and installations of devices to consumers.
Monitoring visits were conducted in Keimoes and Kakamas in the Northern Cape to monitor the functionality of the devices, followed by a focused Consumer and Public Awareness campaigns to improve the registration uptake by consumers.
The monitoring visits revealed that the registration and uptake had been running below projections during that period, mainly attributed to (a) the impact of TV licence as a requirement for registration, (b) unavailability of smart cards for the Direct to Home (DTH) Satellite STBs and (c) lack of DTT education and awareness campaign. As a result of the Minister’s intervention, the TV licence was delinked from the registration process.
The DoC together with the key role playing entities in the roll-out process namely, the Universal Service and Access Agency of South Africa (USAASA),SAPO, SENTECH and the South African Broadcasting Corporation (SABC) embarked on a focused implementation strategy aimed at clearing the Square Kilometre Array (SKA) core towns by the end of June 2016.
Over STB kits have been produced by manufacturers and delivered to SAPO warehouses.

6. Situational Analysis – Key Issues [2]
DIGITAL MIGRATION
A proactive, aggressive door-to-door registration and installation campaign was embarked upon in April 2016 to cover and clear analogue transmissions in the core towns of SKA, namely, Brandvlei (Hantam Local Municipality); Williston (Karoo Hoogland Local Municipality); Carnarvon, and Vanwyksvlei (Kareeberg Local Municipality) and Vosburg.
Remarkable progress was realised through this proactive approach and as such the department aims to institutionalise it as the de facto approach for the national STB roll-out programme.
The DTT programme has commenced in other provinces where an overall of registrations have been successfully recorded in four provinces – Northern Cape, Mpumalanga, Free State and Limpopo. However, the lack of funding for public awareness and contact centre still remains a huge challenge.
There is a need to train qualified installers in underserviced areas to service their communities post the DTT and DTH STBs installation period, as this will help create job opportunities in economically depressed areas. The main objective is to train artisans and customer care Officers/Consultants to support the government programme of switching over from the current analogue TV to digital broadcast. DTT installer training programme funding is targeting about beneficiaries from the local municipalities across the country, specifically rural and underserviced areas.

7. Situational Analysis – Key Issues [3]
AUDIO-VISUAL AND DIGITAL CONTENT
Globally, the audio-visual market structure will be dominated by large vertically integrated companies. This market structure allows large companies to lower costs of production, which increases barriers to entry by new and small players.
The trend has relevance nationally. Emerging small, medium and micro audio-visual enterprises (SMMEs) and freelancers are unable to compete fairly, due to lack of access to the value chain.
The Audio-Visual and Digital Content strategy provides enabling mechanisms to facilitate ownership of the new audio-visual digital content value chain by previously disadvantaged communities and SMMEs, it also encourages public and private partnerships investment to fund the production of unique South African audio-visual digital content.
Government encourages industry to promote transformation and equitable ownership of the new audio-visual digital value chain.

8. Situational Analysis – Key Issues [4]
AUDIO-VISUAL AND DIGITAL CONTENT
The South African audio-visual sector continues to have a ripple effect, wherein adjacent industries – tourism, hospitality and equipment vendors – also benefit in the production value chain. The ripple effect also contributes to job creation and economic growth.
The South African audio-visual content sector must fulfil democratic, cultural, social and economic needs of its citizens.
The audio-visual and digital content strategy provides collaborative measures to increase content output, inclusion of rural communities and SMMEs in the production cycle, lowering of barriers of entry to the content development sector, e-literacy skills development, funding schemes, marketing and exportation of South African audio-visual digital content.
These measures must build a sustainable audio-visual industry which must contribute to economic growth and cultural expression of the people from South Africa.

9. Situational Analysis – Key Issues [5]
TRANSFORMATION OF THE MEDIA INDUSTRY
In terms of the media environment, a number of constitutional guarantees were introduced that transformed this landscape from one that was severely restricted and state controlled to one in which freedom of expression and by extension freedom of the press and other media was guaranteed.
Section 16 of the Constitution reflects these freedoms: “Everyone has a right to freedom of expression”.
International principles, policies and practises were drawn upon to make informed decisions about how to create a media environment that was open, accessible, democratic, and diverse. Protocols and charters were signed that summarised many of these principles and policies.
Diversity and plurality of the media space was seen as a key principle guiding a democratic order, much consideration was therefore given to developing policy that would open up access to the media for all South Africans, promote a range of voices (especially from the most vulnerable groups in society), discourage political control and encourage citizen participation.

10. Situational Analysis – Key Issues [6]
TRANSFORMATION OF THE MEDIA INDUSTRY
Government also began to consider the institutions and structures that placed limitations on media freedom and diversity, for example, monopoly ownership of the press.
Government also identified a need to review some of the policies in areas where there has not been effective change/transformation towards a more democratic order, e.g. print media ownership patterns remain largely untransformed and alternative voices, more especially of the poor and most disadvantaged still remain largely unheard in the media environment.
The DoC/GCIS held a two-day Print Media Transformation, Accountability and Diversity Colloquium on 25 and 26 August 2016 at Freedom Park, Pretoria.
The purpose of the Colloquium was: to bring together a broad range of stakeholders to contribute positively to a debate on media transformation and diversity; It also interrogated issues within the media environment to effect positive change; inform the media transformation and diversity policy process and Secure diversity and plurality of content and media ownership in a free and democratic constitutional state.

11. Situational Analysis – Key Issues [7]
COMMUNITY BROADCASTING SUPPORT SCHEME: SUSTAINING COMMUNITY EMPOWERMENT
The support for the community radio sector was initiated in 1998 as part of an effort by the government to build the fledgling community radio sector as a new phenomenon in the new democratic dispensation.
The support was limited to infrastructure assistance for community radio in the beginning and it later grew to include content production; signal distribution subsidies and capacity-building.
Government has committed to roll-out at least one community radio in every district municipality and one community TV per province.
Despite the growth of the community broadcasting support over the years, it had limitations as it is not informed by a comprehensive policy, implemented on a blanket approach without looking at individual stations’ uniqueness and needs, limited to community radio to the exclusion of community TV, narrow in scope and not often linked to other government programmes around job creation and industry development, nor subjected to regular reviews for improvement.
The Community Broadcasting Support strategy captures the issues, problems and future challenges identified by stakeholders and determines the activities to be supported for community broadcasting.

12. Annual Performance Plan
2017/ /20

13. The DoC Mandate
Vision
A Vibrant and sustainable communication services for an informed citizenry and positive image of South Africa.

14. The DoC Mandate Values 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, regionally and
internationally.
Values
Certainty of the policy environment
People centred
Quality standards of products and services
Integrity
Responsiveness
Innovation

15. DoC Mandate
The Department has set itself the following strategic goals:
Effective and efficient strategic leadership, governance and administration
A responsive communications policy, regulatory environment and improved country branding.
Transformed communications sector

16. These goals will be achieved through the following strategies:
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:

17. Legislative Mandate
The legislative framework is contained mainly in the following Acts:
Films and Publications Act, 1996 ( Act 65 of 1996).
Broadcasting Act, 1999 (Act 4 of 1999).
Media Development and Diversity Agency (MDDA) Act, 2002 (Act 14 of 2002).
Independent Communications Authority of South Africa (ICASA) Act, 2000 (Act 13 of 2000), a joint responsibility with the Minister of Telecommunications and Postal Services.
Electronic Communications and transactions Act, 2002, ( Act 25 of 2002), a joint responsibility with the Ministry of Telecommunications and Postal Services.
Electronic Communications Act (ECA), 2005 (Act 36 of 2005),a joint responsibility with the Ministry of Telecommunications and Postal Services.
World Intellectual Property Organisation (WIPO).

18. Legislative Mandate (Cont…
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

19. 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 2019.
SO 1.2 Improve capacity of the entities to deliver by 2019.
SO 1.3 Ensure viability and sustainability of SOEs by 2019.
Goal 2: A responsive communications policy regulatory environment and improved country branding
SO 2.1: Improve universal access to broadcasting services and information to all citizens by 2019.
SO 2.2 :Market the country locally, regionally and internationally to provide an enabling environment for investment by 2019

20. Strategic Outcome Oriented Goals
STRATEGIC OUTCOME-ORIENTED GOALS OF THE DoC
STRATEGIC OBJECTIVES contributing to the achievement of the set goals
Goal 3: Transformed communications sector
SO 3.1: Support the growth and development of the creative industries by 2019
SO 3.2: Manage digital broadcasting migration by 2019
SO 3.3: Strengthen support, guidance and interrelations with stakeholders by 2019

21. Deliverables that will be implemented in the provinces
Five stakeholder consultations on the White Paper on Audio-Visual and Digital Content.
Five provincial consultations on the Media Transformation and Diversity Policy.
10 DTT awareness programmes will be coordinated in all 9 provinces.
Analogue signal switched-off in 88 borderline towns within 7 provinces.
DoC Entities will also be implementing various deliverables in the provincial space.

22. ANNUAL PERFORMANCE PLAN 2017/18 TO 2019/20

23. Programme 1 [1]:Administration
Goal 1: Effective and efficient strategic leadership, governance and administration
SO 1.1 : 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(WSP) approved and implemented
2017/18 WSP submitted to the Public Service Sector Education and Training Authority (PSETA) WSP and monitored
Workplace skills plan approved and implemented

24. Programme 1 [2]:Administration
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 on Annual Financial Statements
Annual Financial
Statements issued within
legislated prescripts and
submitted to the AGSA and National Treasury
Annual financial
statements prepared
and issued within
legislated prescripts
statements submitted
to the AGSA and
National Treasury
statements
submitted to
the AGSA and
Assets Register
submitted to AGSA and -
prepared within the
prepared within
the legislated
prescripts

25. Programme 1 [3]:Administration
Performance Indicator
Annual target 2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Procurement plans
reviewed as per
legislated prescripts and
submitted to National
Treasury -
prepared and reviewed
as per legislated
prescripts
Procurement
plans prepared
and reviewed as
per legislated
Risk
Management
Plan
approved and
implemented
Develop Risk
Review and
implement
the Risk
Three-year
rolling Audit
Strategic Plan
Three-year rolling
Audit Strategic
Plan approved
approved

26. Programme 1 [4]:Administration
Performance Indicator
Annual target 2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Risk-based Internal Audit
Annual Operational Plan
approved
2016/17 risk-based
Internal Audit Plan
and Operational
Plan approved
2017/18 risk-based
Internal Audit Annual
Operational Plan
2018/19 risk-based
2019/20 risk-based
Number of progress reports
on the implementation of the Annual Operational
Plan (covering financial,
compliance and
performance
Four reports on
performance,
financial audits
conducted
financial, compliance
and performance audits
against the Annual
and performance
audits against the
Annual Operational
Plan

27. Programme 2 [1]:Communications Policy, Research And Development
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 Bill for South Africa developed
Audio-Visual and Digital Content Bill of South Africa submitted to Parliament
Audio-Visual and Digital Content Act implemented
Number of
monitoring
reports on the
implementation
of Community
Broadcasting
Support Strategy
compiled
Community Broadcasting Support Strategy approved
Two monitoring reports on Community broadcasting Support Strategy compiled on broadcasting infrastructure and signal distribution
Two monitoring reports on Community Broadcasting Support Strategy compiled
Two monitoring reports on Community Broadcasting Support Strategy Compiled

28. Programme 2 [2]:Communications Policy, Research And Development
Performance Indicator
Annual target
2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Regulatory Policy Framework of the national public broadcasting service
Corporation (SABC)approved –
Concept Paper on the Regulatory Policy Framework of the national public broadcasting service corporation (SABC) submitted to the Minister for approval
Draft Position Paper on the national public broadcasting service corporation (SABC) Regulatory Policy Framework submitted to Cabinet for approval
Regulatory Policy Framework of the national public broadcasting service corporation (SABC) developed
Media Transformation
and Diversity
Policy Implemented
Draft Position Paper on the Media Transformation and Diversity Policy submitted to the Minister
Approval of Media Transformation and Diversity Policy
Implementation of the Media Transformation and Diversity Policy
Number of reports
on SABPAB PoA
(work programme)
compiled
Two reports on SABPAB work Programme
Two reports on SABPAB PoA (work programme) focusing on skills and funding compiled
Two reports on SABPAB PoA (work programme) compiled
Two reports on SABPAB PoA (work programme) compiled

29. Programme 3 [1]:Industry and Capacity Development
Performance Indicator
Annual target 2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Analogue
Signal switched off
Analogue signal switched off in the square kilometer array (SKA) Areas
Analogue signal switched off in 88 borderline towns within seven provinces
Analogue signal switched off in borderline provinces and inland provinces
Analogue signal switched off in inland provinces
Number of digital
broadcasting
Awareness campaigns (Izimbizo) held per
year
10 digital migration broadcasting awareness campaigns (Izimbizo)
10 digital migration broad- casting awareness campaigns (Izimbizo) held
10 digital migration broadcasting awareness campaigns (Izimbizo) held
Number of reports showing consumer access to digital broadcasting in
particular those with government subsidised STBs compiled
Four quarterly reports showing consumer access to digital broadcasting
Four quarterly reports showing consumer access to digital broadcasting

30. Programme 3 [2]: Industry and Capacity Development
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
Number of position papers tabled at multilateral engagements
Table two position papers at multilateral engagements
Two position papers tabled at multilateral engagements – WIPO and World Radio communication Conference (WRC-19)
Two position papers tabled at multilateral engagements
One position paper tabled at multilateral engagements

31. Programme 4 [1]:Entity oversight
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
1 Shareholder compact and 3 accountability instruments signed
(SABC,FPB,BrandSA and MDDA)
1 Shareholder compact and 3accountability instruments signed(SABC,FPB ,BrandSA and MDDA)
Performance agreements of Chairperson of the Council and Councillors of ICASA signed
Performance agreements of Chairperson of the Council and Councillors of ICASA signed
Performance agreements of Chairperson of the Council and Councillors of ICASA signed
ICASA performance agreements signed

32. Programme 4 [2]:Entity Oversight
Performance Indicator
Annual target
2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Public entities’ governance oversight policy Implemented.
Facilitate the Implementation of public entities’ governance policy.
Facilitate the implementation of public entities’ governance Policy.
Facilitate the implementation of public entities’ governance policy.
Number of funding requests compliant to the drawdown conditions. –
12 funding requests compliant to the drawdown conditions.
12 funding requests compliant to the drawdown conditions.
Number of entities quarterly oversight reports submitted to the Executive Authority.
20 quarterly oversight reports of entities (SABC, MDDA, BrandSA, FPB and ICASA) reports submitted to the Minister.
20 quarterly oversight reports of entities (SABC, MDDA, BrandSA, FPB and ICASA) reports submitted to the Minister.

33. Programme 4 [3]:Entity Oversight
Performance Indicator
Annual target 2016/17
Annual targets 2017/18
Annual targets 2018/19
Annual targets 2019/20
Number of entities’ annual oversight reports submitted to the Executive Authority –
Five entities’ (SABC, MDDA, BrandSA, FPB and ICASA) annual reports submitted to the Minister.
Five annual reports submitted to the Minister.
Five annual reports submitted to the Minister.
Number of reports on alignment of entities strategies to departmental priorities submitted to the Executive Authority
10 reports (two per entity) on alignment of entities strategies to departmental priorities compiled
Two reports on alignment of public entities strategies with DoC priorities submitted to the Minister.
Two reports on alignment of public entities strategies with DoC priorities submitted to the Minister.
Number of reports compiled on entity governance forum coordinated as per governance policy
Four reports compiled on entity governance forum coordinate as per governance policy
Two reports compiled on entity governance forum coordinate as per governance policy
Two reports compiled on entity governance forum coordinate as per governance policy
Two reports compiled on entity governance forum coordinate as per governance policy

34. Macro Organisational Structure
Deputy Minister of Communications
Minister of Communications
Deputy Minister: Private Office
Minister: Private Office
ICASA
SABC
Brand SA
MDDA
FPB
GCIS
Department
Department of Communications
Acting Director-General (Ms Basani Baloyi)
Office of the DG
Internal Audit
Strategy
Policy
Implementation
Support Services
BRANCH
Corporate Services
CD: Human Resource Management
and Development – Ms Mathope Thusi
CD Financial Management – Ms Dikeledi Thindisa
D: Information and
Technology Management - Vacant
D Legal Services – Mr T Kgarabjang
D: Communications - Unfunded
D: Facilities and Security
Management Services - Unfunded
BRANCH
Communications Policy, Research and Development - Vacant
CD: Broadcasting Policy (Mr Collin Mashile)
CD: Media Policy (Digital and New
Media) - Unfunded
CD: Technology and
Engineering Services - Unfunded
CD: Branding Policy - Unfunded
BRANCH
Industry and Capacity Development - Unfunded
CD: Enterprise Development – Unfunded
CD: Broadcasting Digital
Migration – Dr Fhatuwani Mutuvhi)
CD: Industry
Research and Analysis – Mr Rambado
CD: Inter-governmental Relations and Stakeholder Management – Ms Renah Lusiba
BRANCH
Entity Oversight – Acting DDG (Ms Dikeledi Thindisa)
CD: Broadcasting and
Community Media - Unfunded
CD: SOE Communication and
Branding – Mr Freddy Mamuremi
CD: Regulatory Institutions - Unfunded
CD: Strategy and Policy
Alignment - Unfunded

35. Staff Establishment as at 31 March 2017
Personnel post status
Levels
Number of posts
on approved
Establishment
Number of funded
posts
Additional to the
establishment
Department
374 90 23
Salary levels
1-6 32 17 12
7-10
139 25 2
11-12
102 20 3
13-16
101 28 6

36. BUDGET ALLOCATION OVER THE MTEF PERIOD 2017/18 – 2019/20

37. BUDGET ALLOCATION OVER THE MTEF PERIOD 2017/18 – 2019/20

38. BUDGET ALLOCATION FOR 2017/18 PER PROGRAMME

39. BUDGET ALLOCATION FOR 2017/18 PER PROGRAMME (EXCLUDING TRANSFERS TO PUBLIC ENTITIES & GCIS)

40. BUDGET ALLOCATION FOR 2017/18 PER ECONOMIC CLASSIFICATION

41. Thank you