ANNUAL REPORT 2015/16...Africa Yearbook, Pocket Guide to South Africa and the South African...

ANNUAL REPORT

2015/16

GOVERNMENT COMMUNICATION AND INFORMATION SYSTEM

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Government Communication and Information System

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Government Communication and Information System The pulse of communication excellence in government

GCIS ANNUAL REPORT

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ANNUAL REPORT

2015/16Submission of the Government Communication and Information System (GCIS) 2015/16 Annual Report

To the Minister of Communications, Ms Faith Muthambi, MP.

I have the honour of submitting to you, in accordance with the Public Finance Management Act (PFMA), 1999 (Act 1 of 1999), the GCIS’s Annual Report for the period 1 April 2015 to 31 March 2016.

....................................................

Mr Donald LiphokoActing Director-General and Accounting Officer

Date of submission: 01 August 2016


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TABLE OF CONTENTS

PART A: GENERAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

1. Department general information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

2. List of abbreviations/acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

3. Foreword by the Minister . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

4. Deputy Minister’s statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

5. Report of the Accounting Officer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

6. Statement of responsibility and confirmation of accuracy for the Annual Report . . . . 20

7. Strategic overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

7.1 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

7.2 Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

3.3 Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

8. Legislative and other mandates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

9. Organisational structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23

10. Entities reporting to the GCIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

PART B: PERFORMANCE INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

1. Auditor-General’s report: predetermined objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2. Overview of departmental performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2.1 Service-delivery environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

2.2 Service Delivery Improvement Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29

2.3 Organisational environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

2.4 Key policy developments and legislative changes . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

3. Strategic outcome-oriented goals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Goal statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

4. Performance information by programme . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

4.1 Programme 1: Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

4.2 Programme 2: Content Processing and Dissemination . . . . . . . . . . . . . . . . 45

4.3 Programme 3: Intergovernmental Coordination and Stakeholder Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

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PART C: GOVERNANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

2. Risk management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

3. Fraud and corruption . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

4. Minimising conflict of interest . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

5. Code of conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

6. Health, safety and environmental issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

7. Portfolio committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

8. Standing committee on public accounts (scopa) resolutions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

9. Prior modifications to audit reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

10. Internal control unit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

11. Internal audit and audit committees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

12. Audit committee report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72

PART D: HUMAN RESOURCE MANAGEMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

1. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

2. Overview of human resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

3. Human resources oversight statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 76

PART E: FINANCIAL INFORMATION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Report of the Auditor-General . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

PART F: APPENDIX . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 184

Contact details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 185

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PART A:GENERAL INFORMATION

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1. DEPARTMENT GENERAL INFORMATIONGCIS ANNUAL REPORT

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Physical address: GCIS Tshedimosetso House 1035 Frances Baard Street Hatfield,Pretoria

Postal address: PrivateBagX745 Pretoria,0001 South Africa

Switchboard: +27124730000/1

Email address: [email protected] Website address: www.gcis.gov.za

2. LIST OF ABBREVIATIONS/ACRONYMS

AENE AdjustedEstimatesofNationalExpenditure

AFS AnnualFinancialStatementsAGSA Auditor-GeneralofSouthAfricaAPP AnnualPerformancePlanARC Audit and Risk CommitteeAU African UnionBCM BusinessContinuityManagementCDW CommunityDevelopmentWorkerCRC Communication Resource CentreCSA CommunicationServiceAgencyDG Director-GeneralDoC Department of Communications

DPME DepartmentofPlanning,MonitoringandEvaluation

DPSA DepartmentofPublicServiceandAdministration

EE EmploymentEquityEPMDS EmploymentPerformanceManagement

andDevelopmentSystemFOCAC Forum on China-Africa CooperationGCF GovernmentCommunicators’ForumGCIS GovernmentCommunicationand

Information SystemGCME GovernmentCommunication

MonitoringandEvaluationGCP GovernmentCommunication

ProgrammeGCS GovernmentCommunicationStrategyHCT HIVCounsellingandTestingHoC Head of CommunicationHoD Head of DepartmentHR Human ResourcesHRD HumanResourcesDevelopmentHRP HumanResourcesPlanIARC InternalAuditandRiskCommitteeICASA Independent Communications Authority

of South AfricaICT Information and Communications

TechnologyIM InformationManagementIM&T InformationManagementand

Technology

IMC Inter-MinisterialCommitteeIT InformationTechnologyManco ManagementCommitteeMEC MemberoftheExecutiveCouncilMINMEC Ministers and MECsMLO MediaLiaisonOfficerNCSF NationalCommunicationStrategy

FrameworkPFMA PublicFinanceManagementActPLL ProvincialandLocalLiaisonPMO ProjectManagementOfficePoA ProgrammeofActionPPP Public-ParticipationPartnershipPPP Public-ParticipationProgrammePSM Public Sector ManagerSAYB South Africa YearbookSCM SupplyChainManagementSCOPA StandingCommitteeonPublic

AccountsSITA StateInformationTechnologyAgencySMS SeniorManagementServiceSoNA State of the Nation AddressTB TuberculosisTVET TechnicalVocationalEducationand

TrainingWAN WideAreaNetworkWEF WorldEconomicForumWSP WorkplaceSkillsPlan


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FOREWORD BY THE MINISTER


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Achievements in relation to policy directives and strategic outcome-related goals

The GCIS’s unwavering determination to providerelevant, accurate and timeous information to thebroaderSouthAfricanpopulaceisinstarkfulfilmentofitsconstitutionalandCabinet-endorsedlegislativemandate.

I propound that theorganisationhas in this regardsurpassed expectations during the period underreview. The implementation of the Cabinet-endorsed 2014-2019 National CommunicationStrategy Framework is gaining momentum byachievingitsstrategicobjectives,whichincludetheGCIS providing strategic leadership, coordinationand communication support in the planning andimplementationofmajorgovernmentcampaigns.

Thedepartment has been fostering nation-buildingand social cohesion by disseminating relevantinformation through its own platforms, as well astheprintandelectronicmainstreamandcommunitymedia. GCIS products and platforms such asVuk’uzenzele newspaper, My District Today, South Africa Yearbook, Pocket Guide to South Africa and the South African Government News Agency(SAnews.gov.za) provide much-needed informationongovernment’sprogrammesandpolicies.

Duringtheperiodunderreview,theGCISsupportedpoliticalprincipalsinanumberofizimbizo undertaken in different parts of the country, which sought topromote unmediated face-to-face communication withthepublic.

We have also intensified the communicationcampaign to popularise the National DevelopmentPlan, which seeks to tackle the triple challenge of

poverty, unemployment and inequality by 2030.Prominence was also given to the government’sNine-Point Plan to stimulate economic growth andcreatemuch-needed jobsbyprofiling theprogressbeingachieved.

The devastating impact of the global economicdownturn had precipitated the cost-containment measures introduced by National Treasury, whichconsequently led to significant budget cuts andrevised strategic objectives. As a result, thedepartment spent 99,9% of its allocated budgetofR365,5million in the2015/16financialyear.TheGCIScontinuestoprovidethecost-effectivemediabulk-buyingservicetogovernment. Challenges for the financial year under review

The GCIS was partially incapacitated by theprecarious conditions of reduced budgets, whichhavebeenaggravatedbylimitedstaffcapacityandhighvolumesofwork.Acut in the trainingbudgetand insufficient funds for Information Technologyservice-levelagreementsalsoputadamperon theperformance of the department.

However, this untenable situation did not deterthe department from fulfilling and even exceedingorganisational goals. The organisation is poised tosustain and even improve latest achievements bybuildingonthefoundationsoftheclean-auditfindingforthe2014/15financialyear.

Despitemakinglaudableheadwayinourendeavourto keep the citizenry constantly informed aboutgovernment programmes, policies and campaignsto improve their lives, sporadic incidentsof violentprotests affecting some parts of the country are acause for concern.

These disastrous protests not only cause untoldfinancial losseswhenprivate andpublicpropertiesare destroyed, but they invariably infringe on therights of people who prefer to engage in peacefuldialogueinordertoresolvefundamentaldifferences.

The period of hiatus attributed to protest activitiesunfairly deprives affected communities theirconstitutional right to access life-changinginformationfromgovernment.


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The medium to long-term goals of the department

TheGCISiscommittedtoensuringthatrelevant informationreachesallSouthAfricans. We have moved with the times by using technology extensively topermeatevariousplatformssuchassocialmediainordertoreachouraudiencesin different parts of the country.

ThedepartmentwillcontinuetoprovidesupporttotheInter-MinisterialCommitteeon Information and Publicity, which coordinates the work of government bycommunicatingprogrammes to thenation,aswellasbrandingandmarketingthecountrytoSouthAfricansandtheworld.

Acknowledgements/Appreciation

I would like to express my sincere thanks and gratitude to the managementand staff of the GCIS for their individual and collective contributions to theorganisation’soverallperformanceandremarkableprogress.

Conclusion

In addition to sustaining the inviolable mandate to communicate effectivelywiththepublic,theGCIShasbeenechoingtheclarioncallbygovernmentforcommunitiestouseexistinglegitimatestructurestovoicetheirviewsrelatingtoservice-deliverychallengesandotherissuesaffectingthem.

ThecommitmenttoempowerthepeopleofSouthAfricawithrelevantinformationtoimprovetheirlivesisoneoftheprioritiesofourdemocraticgovernment.

__________________________

Ms Faith Muthambi, MP

Minister of Communications

Date:01August2016


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DEPUTY MINISTER’S STATEMENT


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Activities and highlights of the department for the financial year under review

Theclean-auditresultsachievedbytheGCISforthe2014/15financialyearunderscorethedepartment’sdetermination to overcome budget shortfalls andstaff-capacity challenges in order to surpassperformance expectations. Given the currentlevel of outstanding performance, the remarkableaccomplishmentwillundoubtedlyberepeatedinthecurrentfinancialyeargoingforward.

The GCIS has demonstrated an unwaveringdetermination to capacitate the people of SouthAfrica with information that will inevitably improvetheirqualityoflife.Byadvertisingjobvacanciesthatare available in various government departments,the fortnightly Vuk’uzenzele newspaper is helpingcommunities to access job opportunities, andconsequentlyreducingunemploymentandpoverty.InJune2016, thedepartmentcelebratedthe100thedition of the government newspaper, whose firstissuewasproducedanddistributedinOctober2005.

OtherGCISproductsandplatformsthathavebeenusedeffectively todisseminategovernment-relatedinformation include the Public Sector Manager magazine;My District Today newsletterandtheSouthAfricanGovernmentNewsAgency(SAnews.gov.za). The department maintains an esteemed presence on social media platforms such as Facebook, Twitterand Flickr. Audio-visual products have been usedoptimally to accentuate the voice of governmentthrough themainstream and community broadcastmedia.

The Izimbizo community-outreach campaigns thattheGCIScoordinatesinsupportofvariouspoliticalprincipals have helped to enhance face-to-face

communication between government and citizens.This unmediated engagement is a paramountnecessity thatdeepensourdemocracybybringinggovernmentclosertothepeopleinthetruespiritofUbuntuandBatho Pele(PeopleFirst)principles.

Politicalprincipalsdescendeduponperi-urbanandfar-flungruralareastolistentothepeople,andalsoshareimportantinformationaboutgovernmentplansandprogrammes.

DespitebeingseverelyunderstaffedandoverwhelmedwithadditionalworkfromthenotyetfullycapacitedDepartment of Communications during the periodunder review, the GCIS coordinated and providedcommunication support to numerous campaigns,projectsandevents.Theseincluded,amongothers,the Forum on China-Africa Cooperation Summit;droughtandfloodscrises;voterregistration;visittoSouthAfricabyChinesePresidentXiJinping;WorldEconomic Forum for Africa; African Union SummitandunrestinMalamulele.

Duringtheperiodunderreview,theGCIScontinuedtoprovidesupporttotheInter-MinisterialCommitteeonInformationandPublicity.Italsocoordinatedclustermediabriefingstocommunicatestrategicissuesand

progress achieved in implementing government’sProgramme of Action. Through Thusong ServiceCentres, the GCIS maintained a footprint in everyprovince and district to facilitate direct interactionwiththepeopleandcoordinatecommunication.Thefortnightly post-Cabinet briefings helped to outlinesomeofthekeyCabinetdecisionsandfar-reachingannouncementsaffectingordinarySouthAfricans.

Acknowledgements/Appreciation

I wish to recognise and acknowledge all seniormanagementandstaffmembersfortheirhardwork,sacrificeanddedicationthatcontributedimmenselytothesuccessoftheGCIS.Their invaluableeffortsare much appreciated.

Conclusion

TheGCIShasbeenattheforefrontofdisseminatingpertinent information that advises and encouragespeople to take advantageof the substantial socio-economic opportunities that our democratic governmenthasmadeavailableinordertotransformtheirlivesforthebetter.

Therefore, a working partnership betweengovernment and communities is a catalyst forsustainable development and growth that will helpmoveSouthAfricaforward.

______________________

Ms Stella Ndabeni-Abrahams, MP

Deputy Minister of Communications

Date:01August2016


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REPORT OF THE ACCOUNTING OFFICER


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Overview of the operations of the department

TheGCIS’smandateistoprovidestrategicleadershipin government communications and coordinatea government-wide communication system thatensures that thepublic iscontinuously informedofgovernment programmes and policies in order toimprovetheirlives.

Government communications is now also beingcoordinated by the Inter-Ministerial Committee(IMC) on Information and Publicity. The IMC isresponsible for championing and coordinating theworkof governmentwith regard to communicatingprogrammestothenation,aswellasbrandingandmarketing the country to South Africans and theworld.

In addition to all its products and platforms, theGCIS has a footprint in every province and indistricts through, amongst other sites, ThusongService Centres. These communication platformsare meant to facilitate direct interaction with thepeopleandcoordinatecommunicationinprovinces.In the 2015/16 financial year, 1 920 developmentcommunication campaigns were coordinated andimplementedthroughvariousplatformssuchasmall/taxiactivations,door-to-doorcampaigns,seminars,dialogues,roadintersectionsandcommunitymedia.More than47millionpeoplewere reached throughtheseinterventions.

However, despite these successes our nationstill faces many challenges and must do more toeradicatethetriplethreatofpoverty,unemploymentand inequality. Tackling these challenges has notbeeneasyasSouthAfrica,alongwiththerestoftheworld, is facing an economic downturn. The resultofthisisthatthereislessmoneyavailablefromthe

fiscus, and therefore wemust adapt and domorewith less. The GCIS therefore has embedded thegovernment-wide austerity measures, spending99,9%ofits2015/16appropriatedbudget.Thisisanindication of improved resource allocation tomeetour mandate.

South Africa is facing challenges on other frontsas well; climate change is putting a strain on ourwaterresourcesandwehavechallengesinmeetingan increasing electricity demand. South Africaexperienced drought during the reporting periodto which government responded by implementingwater-savingmeasuresandrollingoutdrought-reliefprogrammes.TheEnergyWarRoomhasresolvedthemacrochallengesfacedintheelectricitygenerationsector and positioned Eskom, our national energychampion,onasecuredeliverytrajectory.

In the 2015/16 financial year, tertiary educationstudents staged protests over the high cost ofeducation and economic exclusion, and called forbroadertransformationatuniversities.

In response to this challenging environment, theGCIShasbeenattheforefrontinleadinggovernmentcommunication campaigns aimed at assuringSouth African citizens of the efforts and progressgovernment ismaking to better their lives. Steadyprogress was made in implementing the Cabinet-endorsed 2014-2019 National CommunicationStrategy Framework within the current economicconstraints.

Overview of the financial results of the department

The GCIS was allocated R365.476 million for the2015/16 financial year. Although the departmentsubmitted a Treasury Committee Memorandum torequest additional funds of R8 million to meet itsgrowingmandate, no adjustmentwasmade to theoriginalappropriation.

Of the allocated budget of R365.476 million, theGCISspentR365.241million(99.9%),resultinginanunderspending of aroundR235 000 (0.1%).Owingto the fact thatnoadditional fundswereallocated,theGCISappliedreprioritizationinadditiontocost-containmentmeasurestoavailoperationalfundsfor,amongstotheractivities,contractualobligationsandizimbizo support to the Ministry of Communications. TheunderspendingrelatesmainlytoCompensationofEmployees inProgramme2:ContentProcessingandDisseminationasaresultofthesecondmentofaseniormanagertoThePresidency,whichrefundedthe GCIS with the expenditure that was incurred.


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Tariffs are developed after determining the directcosts linked to the production of informationproducts. These tariffs are provided at cost withno provision for a profit margin. Revenue is alsogenerated from monthly parking deductions madefromstaffsalarieswhouseparkingfacilitieswithintheofficebuildings,commissioninrespectofinsurancedeductions fromstaffsalariesandpayment thereoftoserviceprovidersaswellasinterestgeneratedinthedepartment’sbankaccountandinterest-bearingdebtbyformeremployees.All incomegenerated isdepositedmonthlyintotheNationalRevenueFund.

The projected revenue of R1.046 million was overrecovered with R3.157 million, resulting in totalrevenuecollectedofR4.203million.TheoverrecoveryisattributedtoincomeofR3.29millioninrespectofadvertisingofvacantpostsofsisterdepartmentsandentitiesinthefortnightlyVuk’uzenzelenewspaper.

Fundswere also shifted between programmes before and after the adjustments budget. As a result of therestriction ofSection 43 of thePublic FinanceManagementAct (PFMA), 1999 (Act 1 of 1999)whereby themaximumutilisationofsavingspermaindivisiontodefrayexcessexpenditureinothermaindivisionsislimitedto8%,notallunspentfundsinProgramme2:ContentProcessingandDisseminationcouldbeshiftedtocoverprojectedover-expenditureinotherprogrammes.

TheGCIScontinuestoadheretosoundfinancialmanagementasstipulatedinthePFMAof1999andNationalTreasury Regulations. To ensure that the GCISmaintains sound financial governance that is client-focusedandresponsivetotheoveralloperatingenvironment,thefinancialpoliciesarereviewedannuallytoensurethattheystillcomplywiththePFMAof1999andNationalTreasuryprescripts,includingTreasuryInstruction01of2013/14regardingcost-containmentmeasures.FinancialpoliciesandrelatedamendmentsaremadeavailabletoallGCISstaff.FinancialcircularsareissuedtostafffromtimetotimeasguidedbyNationalTreasuryandtheDepartmentofPublicServiceandAdministration(DPSA)prescripts.

Departmental receipts

Departmental receipts

2015/16 2014/15

Estimate Actual Amount Collected

(Over)/Under Collection

Estimate Actual Amount Collected

(Over)/Under Collection

R’000 R’000 R’000 R’000 R’000 R’000

Saleofgoodsandservicesotherthancapitalassets

272 3,538 (3,266) 323 381 (58)

Interest,dividendsandrentonland

240 224 16 122 105 17

Financialtransactions in assets and liabilities

534 441 93 358 261 97

TOTAL 1,046 4,203 (3,157) 803 747 56

TheGCISproducesvariousinformationproducts–includingposters,banners,photosandvideos–onbehalfofotherdepartments.Someof thesephotosandvideosaresold to thepublicandotherdepartments.ThedepartmentalsoprovidesgraphicdesignservicestogovernmentdepartmentsandforGCIS-initiatedprojects.


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TheGCISisoperatingaNationalTreasuryapprovedbusiness model to recover recruitment advertisingcost from other departments for the placement ofadvertisementsofvacantposts in theVuk’uzenzele newspaper,calculatedinaccordancewithapprovedadvertising rates. The department could not usethe income in 2015/16 as expected revenue couldnot be accurately projected and included in theAdjustedEstimatesofNationalExpenditure(AENE).This was due to the fact that it was a new method of generatingincomethathadtobepromotedamongstgovernment departments andpublic entitieswhichwould have resulted in inaccurate projections atthe time. The aforementioned will not recur in the2016/17 financial year as accurate projections canbe made during the adjustments budget processafter many departments indicated that they willparticipate in the project. The DPSA assists theGCIStopromotethemodelandobtainbuy-infromsisterdepartments toadvertisevacantposts in theVuk’uzenzele newspaper.

Other revenue generated amounted to R913 000,ofwhichR249 000was as a result of the sales ofGCIS products such as photos, videos and othercommunication material (R35 000), parking fees(R141000)aswellascommissiononinsuranceandgarnisheedeductions(R73000).Revenuecollectedin respect of interest amounted to R223 000 of whichR199000wasgeneratedinthedepartmentalbankaccountandR24000due to interest-bearingdebt.A furtherR441000wasgenerated in respectof financial transactions in assets and liabilities byrecoveringdebtofpreviousfinancialyears.

Programme Expenditure The2015/16spendingtrendperprogrammeisasfollows:

Programme Name

2015/16 2014/15

FinalAppropria-tion

Actual Expenditure

(Over)/Under Expenditure

FinalAppropria-tion

Actual Expendi-ture


R’000 R’000 R’000 R’000 R’000 R’000

1. Administration 144,921 144,920 1 166,227 166,937 (710)

2. ContentProcessingand Dissemination

75,178 74,945 233 87,213 86,071 1,142

3. IntergovernmentalCoordination andStakeholderManagement

93,467 93,467 - 116,084 116,078 6

4. Communication ServiceAgency

51,910 51,909 1 55,545 55,545 -

TOTAL 365,476 365,241 235 425,069 424,631 438

TheGCISspent99.9%ofitsallocatedbudgetandrealisedanettunderspendingofapproximatelyR235000(0.1%)inthe2015/16financialyear.TheunderspendingrelatestoCompensationofEmployeesinProgramme2:ContentProcessingandDissemination,ofwhichaseniormanagerwassecondedtoThePresidency,whichrefundedthesalaryandrelatedcoststotheGCIS.Althoughthedepartmentappliedreprioritizationandcost-containmentmeasures,fundshadtobeshiftedbetweenprogrammestofundprojecteddeficits.Themaximumlimitofutilisationofsavingsofmaindivisionsof8%,asprescribedbySection43ofthePFMAof1999,wasreachedwithProgramme2:ContentProcessingandDissemination,hencenotalltheavailablefundscouldbeused to fund expenditure.

Inthe2014/15financialyear,theGCISalsospent99.9%ofitsallocatedbudgetandrealisedanettunderspendingofapproximatelyR438000(0.1%).Includedinthetotaldepartmentalunderspendingin2014/15isoverspendingofR710195inProgramme1:AdministrationasaresultoftheimplementationoftheNationalMacroOrganisationoftheState(NMOS)processafterthePresident’sannouncementofthenewCabinetstructure.


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The decrease (5.6%) in Programme 2: ContentProcessing and Dissemination was due to fundsrequired in Programme 4: Communication ServiceAgencytofundthedistributionofthePocket Guide to South AfricaaswellastravelandsubsistenceinrespectofGCISstaffwhoaccompanythePresidentand Deputy President on foreign and domesticvisits toprovidephotographicandvideocoverage.TheGoodsandServiceseconomicclassificationofexpenditure was affected by the virement in bothprogrammes.

AtotalofR280000wasshiftedfromCompensationof Employees to Transfers and Subsidies withinProgramme 2 between subprogrammes (fromProductsandPlatforms toPolicyandResearch) tofundtheleavegratificationofaseniormanagerwhoretired.

Although the department appliedreprioritization and shifted funds from other programmes to Programme 1:Administration, the maximum limit ofutilisation of savings of main divisionsof 8% was reached with Programme 2:Content Processing and Dissemination,hence the deficit in Programme 1:Administration. The underspending inProgramme 2: Content Processing andDissemination was attributed to vacantposts (R501 000) due to a moratorium that wasplacedonthefillingofvacanciesuntilthe NMOS process was completed andto generate savings that could be usedfor the overspending of Programme 1:AdministrationaswellasunderspendinginGoodsandServices (R641000),ofwhichthehighestunderspending iswithTrackerResearch,whichincurredlessexpenditurethan anticipated. With effect from 1 April2015,thestructureoftheMinistrywastransferredtothenewDepartmentofCommunications(DoC),hencethedecreaseintheappropriationinthe2015/16financialyear.

Virement/roll-overs Noroll-overswererequestedfromthe2014/15tothe2015/16financialyears.

Thefollowingtablereflectsvirementthatwasappliedthroughtheadjustmentsbudgetprocess:

Main division Original budget (R’000) Virement (R’000) AENE (R’000)

1. Administration 139,828 - 139,828

2. ContentProcessingandDissemination 86,587 (4,845) 81,742

3. IntergovernmentalCoordinationandStakeholderManagement

94,721 - 94,721

4. CommunicationServiceAgency 44,340 4,845 49,185

TOTAL 365,476 - 365,476


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ThefollowingvirementwasappliedaftertheAENE:

Main division AENE (R’000)

Virement (R’000)

Final appropriation (R’000)

1. Administration 139,828 5 093 144,921

2. ContentProcessingandDissemination 81,742 (6 564) 75,178


94,721 (1 254) 93,467

4. CommunicationServiceAgency 49,185 2725 51,910

TOTAL 365,476 - 365,476

TheincreaseinProgramme1:AdministrationisduetofundsthatwereshiftedfromProgramme2:ContentProcessing and Dissemination and Programme 3:Intergovernmental Coordination and StakeholderManagement to fund the projected deficits inInformation Management and Technology as wellasFacilitiesManagementasaresultofcontractualobligations. The net increase in Programme4: Communication Service Agency funded thetravellingexpenditureofmediaproductionstaffthataccompaniedthePresidentandDeputyPresidentondomesticandforeignvisitstoprovidephotographicandvideocoverage.

Thenetresultoftheabovevirementhadthefollowingeffectontheeconomicclassificationofexpenditure:

• Savings of R6.7 million that realised inCompensationofEmployeesdue to theperiodthat lapsebeforea vacancy is filledwereusedasfollows:

° Goods and Services increased with R6.1million due to the funding of projecteddeficits as a result of contractual obligationsaswellastravelandsubsistence.

° Transfer and subsidies increased with R319000tofundleavegratificationandleavediscountingofstaff.

° Payment for Capital Assets increased withR300 000 to fund the purchase of capitalassets.

Nounauthorisedexpenditure,fruitlessandwastefulexpenditureorirregularexpenditureoccurredinthe2015/16financialyear.

Future plans of the departmentInthe2014/15financialyear,theIMConInformationandPublicitymandatedthedepartmenttocollaboratewithNationalTreasury inthe2015/16financialyearto explore a self-funding model for Vuk’uzenzele

newspaper. Thedepartment aimsat increasing thecurrent print and distribution frequency from oncea month to enable a fortnightly print run of thenewspaper by 2016/17. In doing so, the GCIS isusingitscurrentbudgetuntilthenewspaperisfullyself-funding.

Vuk’uzenzelenewspaperwasestablishedtoimprovedirect and rapid communication with the public.The first issue of Vuk’uzenzele with an initial onemillioncopieswasproduced inOctober2005.ThenewspaperispublishedinallofSouthAfrica’sofficiallanguages,includingBraille.InMarch2015,NationalTreasury accepted the GCIS’s submission and inprinciple agreed with the department to explore aself-fundingmodelforthenewspaper. Public-Private Partnership (PPP)TheGCISdidnotenterintoanyPPPagreement.

Discontinued activities/activities to be discontinuedNoactivitieswerediscontinuedduring thefinancialyear.

New or proposed activitiesNonewactivitieswereproposed.

Supply chain managementThe GCIS did not procure any goods or servicesfromunsolicitedbidsfortheyearunderreview.Thedepartment has a policy on irregular and wastefulexpenditure – no irregular expenditure occurred.Internal controls are also reviewed and policiesadjustedtopreventirregularexpenditure.TheGCISwillcontinuetomonitorandreviewitsprocurementpolicies and internal processes, including thebulkmedia buying system, to ensure that all risksthat were identified by both internal and external


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auditorsareaddressed.Theseperiodicreviewsandupdateswill allow thedepartment toharmonise itsprocurement processes with procurement reforms of NationalTreasury’sOfficeoftheChiefProcurementOfficer.Asmediabulk-buyingisanevolvingprocess,withnewmediaplatformsintroduced,thereviewwillensurethatsuchnewdevelopmentsareincludedinthe updated processes.

Gifts and donations received in kind from non-related partiesDuringthe2015/16financialyear,theGCISreceivedin-kind gifts, donations and sponsorships fromnon-related parties to the value of approximately R84000,ofwhichthehighestwasasponsorshipofR29000inrespectofthevenue,cateringanddécorfor the Forum of the Public Sector Manager (PSM) magazine.

Refer to Annexures 1C and 1D for full disclosureof gifts, donations and sponsorships received andmade.

Exemptions and deviations received from National Treasury The GCIS did not apply or receive any exemptionfrom National Treasury in respect of the PFMA of1999, Treasury Regulations or deviation from thefinancial reporting requirements in respect of thecurrentand/orpreviousfinancialyear.

Events after the reporting dateIn respect of the legal matter between the GCIS,StatisticsSouthAfrica (StatsSA) and thirdparties,theHighCourtissuedajudgementinMarch2016.Itwasruledthatthecontractwiththirdpartieswasnulland void. The twodepartments are in consultationon this matter to determine the way forward.

Owing to uncertainty about the outcome ofdiscussionsbetween the twodepartments and thetiming of the transaction in the 2016/17 financialyear, thematter is disclosed in the ProvisionNote(Note 27). Both departments intend recovering thefullamountfromthethirdparties.Shouldthiseffortbeunsuccessfulthereisapossibilitythatitcouldbewritten-offagainstvotedfunds,whichwillconstitutefruitlessandwastefulexpenditure(seeNote24).

Other ThenewDoCwasestablishedwitheffectfrom1April2015 following the President’s pronouncement inJune2014afterthegeneralelections.ThePresidentissued Proclamation 43 of 8 July 2014 to amendschedule1ofthePublicServiceAct,1994(Act103of1994,asamended)toestablishnewandrenameddepartments. Proclamation 47 of 15 July 2014

was also issued, transferring the administration oflegislationandentitiesfromoneMinistertoanotherintermsofSection197oftheConstitution.

InaccordancewithaMemorandumofUnderstanding(MoU) that was signed by both Acting Directors-General (DGs) of theGCIS andDoC, officials fromthe GCIS rendered Corporate Service functionsto the DoC in accordance with the MoU. In certain aspects, the arrangements in accordance with theMoU continues on a month-to-month basis in the2016/17financialyearuntilsuchtimethat theDoCcanfunctionindependently.ThesefunctionsincludeDemandManagement,AssetManagement,LogisticsManagement, Procurement, Human Resources,Information Management and Technology, InternalAuditandPettyCash.

In the 2012/13 financial year, the GCIS enteredinto an agreement with a supplier to produce anddistribute the PSM. One of the responsibilities ofthe successfulbidderwouldbe topay theGCISacertainportionofadvertisingsalesfromthesecondyear of the contract. At the end of the contract period in June 2014, only R204 725 was received fromthe supplier instead of the projected R7.8 million,despite several letters of demand that were sentandmeetingsheldwiththesupplier.Uponverifyingthe supplier’s annual financial statements it wasobservedthatthecompanywasnotinapositiontopaytheprojectedamountfromadvertisingsalestotheGCISasstipulated in thecontract. Itwasclearthatthesuppliercommittedthemselvestounrealisticmonthlyrevenuetargets.

This was also the view of a legal firm which theGCISappointedtoinvestigatethematter.TheGCISdisclosed theestimated recoverable revenueunderthe “Recoverable Revenue” disclosure note in the


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2012/13annualfinancialstatements.However,itwasmovedtotheContingentAssetsdisclosurenote(Note18.2) from the2013/14annual financial statementsasitbecameclearthatitwashighlyimprobablethattheGCISwouldrecovertheprojectedamountfromthesupplier.

SincetheGCIShaddoneeverythinginitspowertorecover the outstanding revenue from the supplierwithoutsuccess,itwasdecidednottoproceedwitha legal claim and to remove the balance of R7.6millionfromNote18.2inthe2015/16annualfinancialstatements.

Acknowledgement/s or Appreciation I express my appreciation to Minister Muthambiand Deputy Minister Ndabeni-Abrahams for theirleadershipandsupportduringthe2015/16financialyear.Ialsowishtoacknowledgethecommitmentofallthe410GCISemployeeswhomadeitpossibleforthedepartmenttoleadgovernmentcommunications.The commitment of our employees has ensuredGCIS obtain yet another clean audit for 2015/16financial year and also contribute, to a clean auditforthereconfiguredDepartmentofCommunicationsinthesamefinancialyear.

ConclusionIt is imperative for the GCIS to move SouthAfrica forward by carrying out its communicationmandatewith renewed confidence and an inspiredcommitment to make a difference in people’slives. Thedepartment used available products andplatforms to meet its mandate of informing SouthAfrican citizens of government’s programmes andpolicies; achieving more than 90% of its plannedtargets/plans,despitetheconstrainedfiscus.

Approval and sign-offThe 2015/16 Annual Financial Statements areapprovedbytheActingAccountingOfficer.

_____________________________

ActingAccountingOfficer

Mr Donald Liphoko

Date:01August2016


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STATEMENT OF RESPONSIBILITY AND CONFIRMATION OF ACCURACY FOR THE ANNUAL REPORT


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Tothebestofmyknowledgeandbelief,Iconfirmthefollowing:

All information and amounts disclosed throughouttheAnnualReportareconsistent.TheAnnualReportiscomplete,accurateandisfreefromanyomissions.

TheAnnualReporthasbeenpreparedinaccordancewiththeguidelinesontheAnnualReportas issuedbyNationalTreasury.

TheAnnualFinancialStatements(AFS)(PartE)havebeenpreparedinaccordancewiththemodifiedcashstandardandtherelevantframeworksandguidelinesissuedbyNationalTreasury.

The Accounting Officer is responsible for thepreparationoftheAFSandforthejudgementsmadein this information.

TheAccountingOfficerisresponsibleforestablishing,and implementing a systemof internal control thathasbeendesignedtoprovidereasonableassuranceastotheintegrityandreliabilityoftheperformanceinformation, the human resources (HR) informationand the AFS.

The external auditors are engaged to express anindependent opinion on the AFS.

Inmyopinion, theAnnualReport fairly reflects theoperations, the performance information, the HRinformationandthefinancialaffairsofthedepartmentforthefinancialyearended31March2016.

Yoursfaithfully

_____________________________

ActingAccountingOfficer

Mr Donald Liphoko

Date:01August2016


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7. STRATEGIC OVERVIEW

7.1. Vision Thepulseofcommunicationexcellenceingovernment.

7.2 Mission To deliver effective strategic government communication. Set and influenceadherencetostandardsandcoherenceofmessageandproactivelycommunicatewiththepublicaboutgovernmentpolicies,plans,programmesandachievements.

7.3 ValuesValue Meaning and behaviour associated with the valueProfessionalism • Theorganisationstrivestooperateatthehighestlevelof

professionalisminallbusinessdealingsatalltimes.• Professionalism is embodied in friendly, polite and

business-likebehaviour.Itdrivesaperson’sappearance,demeanour and professional interactions, providingotherswithapositivefirstimpression.

• Officials should demonstrate professionalism by beingcourteous,honestandbehavingresponsiblywhendealingwithclientsandrepresentingtheorganisation.

• Officials should demonstrate a level of excellence thatgoes beyond the department’s normalwork and officialrequirements.

Diversity • Thedepartmentcontributes todemocracyandequalitybypromotingasafe,positiveandnurturingenvironmentforeveryone.

• Officialsshouldrecogniseandrespectthateachpersonis different. This difference can refer to race, ethnicity,gender,genderpreference,age,religiousbeliefs,socio-economicstatusorotherideologies.

• Officialsshouldstrivetounderstandandembraceeachother’s points of view, beyond simple tolerance, givingeveryone the opportunity to express themselves. Thisattitudeshouldextendtothepublic.

Openness and transparency

• The organisation should always be open with itscommunications, disclose all relevant information, andbeaccountableforitsactions.

• Officials should be straightforward and honest in theirdealingsatalltimes.

• Officialsshouldprovidecolleaguesandclientswithaccesstoaccurate,relevantandtimelyinformation.

• The department recognises that transparency andaccountabilityareessentialforgoodgovernance.

Innovation • Thedepartmentstrivestobereceptivetonewideasandadoptaflexibleapproachtoproblemsolving.Officialsareencouragedtothinkbeyondthenorm.

• Officialsareencouragedtohelpeachotheraddressissuesthatcannotbeaddressedbyapersonworkinginisolation.

Honesty and integrity

• Officials should exercise honesty in all their businessdealings and strive to protect the department’s integrityatalltimes.

• Officialsshouldcommittotheactionstheyhaveundertakenonbehalfoftheirclients.

• Thedepartmentstrivesforequity,fairnessandgoodethicsin itsdecision-makingandexpects itsofficials todo thesame with one another.

• The department honours its commitments to build afoundation for trust.

8.1 TheGCISwasformallyestablishedintermsofsection239oftheConstitutionoftheRepublicofSouthAfricaof1996andasastrategicunitinThePresidencyintermsofsection7ofthePublicServiceAct,1994(Act103of1994).

8.2 Theorganisationismandatedtocoordinate,guideandadviseongovernmentcommunications, including media liaison, development communicationand marketing. Its goal is to achieve integrated, coordinated and clearcommunications between government andSouthAfrican citizens to enablepublic involvement in thecountry’s transformation.Theworkof theGCIS isfurtherinformedby:• TheConstitutionoftheRepublicofSouthAfricaof1996;• ThePFMAof1999,asamended;• Internationalbilateralandmultilateralagreements;• NationalTreasury’sFrameworkforStrategicPlansandAnnual PerformancePlans(APPs);and• TheMediumTermStrategicFramework(MTSF)2014-2019.

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8. LEGISLATIVE AND OTHER MANDATES


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9. ORGANISATIONAL STRUCTUREGCIS ANNUAL REPORT

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Chief Director: PolicyandResearchMs T Carrim

Chief Director: ProvincialandLocalLiaison

Mr M Currin

Chief Director: StrategicManagement

Ms Z Potye

ChiefFinancialOfficer:Mr ZK Momeka

Chief Director: SocialSectorandGovernanceandAdminClustersMr L Leso

Chief Director: EconomicandInfrastructure,JusticeandInternationalClustersMr D Jacobs

Chief Director: InformationManagement andTechnologyMr T Vandayar

Chief Director: MediaEngagementMr T Sepotokele

ChiefAuditExecutiveMr D Modiba

DeputyDirector-General:CorporateServicesandActingCabinetSpokesperson

Ms P Williams

DeputyDirector-General:IntergovernmentalCoordinationandStakeholderManagement

Ms N Legoabe

DeputyDirector-General:ContentProcessingandDisseminationMr H Maloka

Chief Director: Human ResourcesMr K Semakane

ActingChiefDirector:CommunicationServiceAgencyMr S Mlisa

Director: Officeofthe Director-GeneralMr G Letsoalo

ActingDirector-GeneralMr D Liphoko

Deputy Minister Ms S Ndabeni-Abrahams, MP

MinisterMs F Muthambi, MP

Chief Director: ProductsandPlatformsMr T Seale


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10. ENTITIES REPORTING TO THE GCISGCIS ANNUAL REPORT

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None


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PART B:PERFORMANCE INFORMATION

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1. AUDITOR-GENERAL’S (A-G) REPORT: PREDETERMINED OBJECTIVESGCIS ANNUAL REPORT

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Refertopage108 oftheReportoftheA-G,reportedunderPredeterminedObjectives,inthereportonotherlegalandregulatoryrequirementsectionoftheauditorsreport.

2. OVERVIEW OF DEPARTMENTAL PERFORMANCE

2.1 Service-delivery environment

Information is the lifeblood of any democracyand it enables citizens to access the multitude ofgovernment services and interventions which areoften underused.

TheGCIS’smandateistoprovidestrategicleadershipin government communications and coordinatea government-wide communication system thatensures that thepublic iscontinuously informedofgovernment programmes and policies in order toimprovetheirlives.

South Africa has achieved considerable gainssince attaining democracy about 22 years ago.This assertion is supported by the DevelopmentIndicators and the latest Census which show thatwehavemademajorgainsinareassuchashealth,socialwelfare,education,housingandbasicservicedelivery.

However, despite these successes our nation stillfacesmanychallengesandmustdomoretoeradicatethe triple threat of poverty, unemployment andinequality. Tackling these challenges has not beeneasyasSouthAfrica,alongwiththerestoftheworld,

is facing an economic downturn, which translatesintooureconomyslowingdown.Theresultofthisisthatthereislessmoneyavailablefromthefiscusandthereforewemustnowdomorewithless.TheGCISthereforecontinuedto implementgovernment-wideausteritymeasures,spending99,9%of its2015/16appropriatedbudget.

We are facing challenges on other fronts as well;climate change is putting a strain on our waterresources and we have challenges in meetingan increasing electricity demand. South Africaexperienced drought during the reporting periodto which government responded by implementingwater-savingmeasures.Inthe2015/16financialyear,university students staged protests over the highcostof tertiary educationandeconomicexclusion,andcalled for transformationatuniversities. In thisregard, government has communicated its effortsin meeting higher education funding demands inSouthAfrica.PresidentJacobZumaannouncedthatuniversity fees for the2016/17financialyearwouldnot increase. He also announced a Commissionof Inquiry whose mandate was to investigate thefeasibility of making higher education and training(highereducation)fee-freeinSouthAfrica.

Given this challenging environment, the GCIShas been at the forefront in leading governmentcommunicationcampaignsaimedatassuringSouthAfricancitizensoftheeffortsandstridesgovernmentismakingtobettertheirlives.Steadyprogresswas

made in implementing theCabinet-endorsed2014-2019 NCSF within the current economic constraints.

Government communications is now also beingcoordinatedbytheIMConInformationandPublicity.The IMC is responsible for championing andcoordinatingtheworkofgovernmentwithregardtocommunicating programmes to the nation, as wellas branding and marketing the country to SouthAfricansandtheworld.

In 2014/15, the IMC mandated the department tocollaborate with National Treasury in the 2015/16financial year to explore a self-funding model forVuk’uzenzele newspaper. The department aims at increasingthecurrentprintanddistributionfrequencyfromonceamonthtoenableafortnightlyprintrunofthenewspaperby2016/17.

Vuk’uzenzele wasestablishedtoimprovedirectandrapidcommunicationwiththepublic.Thefirstissueof Vuk’uzenzele with an initial one million copieswas produced inOctober 2005. The newspaper ispartially published in all of South Africa’s officiallanguages, includingBrailleand isaimedatLSM1–6.InMarch2015,NationalTreasuryacceptedtheGCIS’ssubmissionandinprincipleagreedwiththedepartment toexploreaself-fundingmodel for thenewspaper.


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TheGCIShasafootprintineveryprovinceandindistrictsthrough,amongstothersites,ThusongServiceCentres.Thesecommunicationplatformsaremeanttofacilitateinterfacedirectlywiththepeopleandcoordinatecommunicationinprovinces.Inthe2015/16financialyear,1920developmentcommunicationcampaignswerecoordinatedandimplementedthroughvariousplatformssuchasmall/taxiactivations,door-to-door,seminars,dialogues,road intersections and community media. More than 47 million people were reachedthroughtheseinterventions.

Duringthisperiod,theGCIShosted334localcommunityradioactivations,reachingover42million listeners.Thesubprogramme:ProvincialandLocalLiaisonheld580ThusongmarketingeventstoincreasethevisibilityoftheThusongServiceCentresandintensifytheuseofintegratedmobileunits.Itdistributed48copiesoftheweeklyelectronicnewsletterMy District Today,whichprovidesupdatesongovernment’sdeliveryonitsProgrammeofAction(PoA).

Through bulk buying, the GCIS continues to provide cost-effective media bulk-buyingservices to government. Themedia-buying clients increased from 40 in 2014/15 to 53inthe2015/16financialyear;andthenumberofcampaignsfrom230in2014/15to280in the 2015/16 financial year. The total billing for this period was also increased fromR252834954.46in2014/15toR283061705.02in2015/16.Furthermore,theadvertisingexpenditureoncommunitymediawasalsoincreasedfromR35621403.36in2014/15toR36194629.31in2015/16.TherewasanincreaseindiscountamountsreceivedonbehalfofdepartmentsandentitiesfromR24636398.98in2014/15toR40572885.88in2015/16.

TheGCIScontinuedtostrengthenandintegratethegovernmentcommunicationsystemby,amongotherthings,fosteringcommunicationpartnershipswithrelevantstakeholdersand coordinating forums for government communicators. It worked in partnershipwithentitiesundertheMinistryofCommunicationstoachievemaximumimpactonitswork.

ItisimperativefortheGCIStomoveSouthAfricaforwardbycarryingoutitscommunicationmandatewith renewedconfidenceandan inspiredcommitment tomakeadifference inpeople’slives.

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2.2 Service Delivery Improvement Plan

Main services provided and standards

Main services Beneficiaries Current/actual standard of service

Desired standard of services 2015/16 Actual achievement

Providecommunication supporttonationaldepartments

Heads of communica-tion (HoCs)

16keymessages,factsheetsand other content documents developedinconsultationwithlinedepartmentsandalignedtothegovernmentmessage.

20keymessages,factsheetsand other content documents developedinconsultationwithlinedepartmentsandalignedtothegovernmentmessage.

Key messages developed:Developed169setsofkeymessagesforgovernmentspokespersonsandgovernmentdepartmentstoinformgovernmentcommunicationsonarangeoftopicsandissues.

Seven fact sheets were developed during the financial year:• 2013/14ReportonLocalGovernmentAuditOutcomes.• Revitalisationofdistressedminingtowns.• DevelopmentIndicators2014.• SouthAfrica’sEnergySituation.• United Nations Decade for Road Safety.• Visaregulations.• Agriparks.

Other content documents developed:Produced126opinionpiecesonarangeoftopicsandissues.


HoCs Communication support providedto30%ofdepartments.

Communication support providedto70%ofdepartments.

Providedcommunicationsupportto39nationaldepartments.


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HoCs Up-to-daterelevantinformationinlinewiththememonths,providedthroughaccesstointernetconnectionusingcomputers in the Information ResourceCentres(IRCs),dissemination of information andgovernmentproductsthroughtheIRCsandoutreachprogrammes.

Up-to-daterelevantinformationinlinewiththememonths,providedthroughaccessto the internet connection usingcomputersintheIRCs,dissemination of information andgovernmentproductsthroughtheIRCsandoutreachprogrammes.

UpdatedtheGCIS,DoCandwww.gov.za websiteswithinformationinlinewiththethememonth.ProvideddailycontentupdatestoGCISmanagedsocialmediachannelsaspertheweeklycontentplan(excludingweekendsandpublicholidays.Contentwaspublishedonsocialnetworksincluding:Facebook,TwitterandFlickr.


HoCs No standard Clientserviceapproachadopted.

HeldoneGovernmentCommunicators’Forum(GCF)andtwoInternalCommunicators’Forumstomaintainandstrengthenworkingrelationshipswithkeygovernmentcommunicators.

Around87communicationcoordinationforumswereinplacecountrywidemeetingmonthlyorquarterly.Communitydevelopmentworkers(CDWs)havebeenintegratedintothefunctioningofthesemeetings,viatheirdistrict coordinators.


HoCs No standard Clusterstomaintainanopenandtransparentrelationshipwith HoCs.

TheGCISmanagesthecommunicationclusterstointegrate,coordinateandaligntheworkofcommunicationstogovernmentpriorities.Clustercoordinatorsliaisedwith,maintainedandstrengthenedtheGCISrelationshipwithHoCsasfollows:• ContactedHoCsdailyonvariousissuessuchas

rapidresponse,upcomingcampaigns,clustercommunicationprogrammes,policies,etc.

• Held28clustermeetingswithHoCsfromnationaldepartments.DuringthesemeetingstheGCISandHoCsplan,implementedandreviewedclusterandprioritycommunicationplanstogether.

• Clustershadothermechanismstoliaisewithandshareinformationamongstcommunicators,suchastheGCFwebsite,regularemailcommuniquésandabulkSMSservice.


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HoCs No standard Provisionofaccurateinformationaboutcommunication opportunities and how to access them.

• 2170communityandstakeholderliaisonvisitswereconductedthroughdistribution;environmentalassessments;communicationstrategising;Thusong Forummeetings;newsletters,etc.Some326izimbizo eventsweresupportedbypoliticalprincipalsinprovincesandatlocalgovernmentlevel.

• 220requestsforradioproductsandserviceswereapprovedandimplemented.

• Ofthese113wereforaudiorecordings,66forphone-inprogrammesandlivelink-upsand41forradioproductions(adverts).

• Producedanddistributed16editionsoftheVuk’uzenzele newspaper.


HoCs Mediaschedulesandcommunicationstrategiesapprovedbyclients

Mediaschedulesandcommunicationstrategiesapprovedbyclients.

Media schedules:Implementedmediaschedulesongovernmentcampaignsbasedonthe2015/16GovernmentCommunicationProgramme(GCP).

Communication strategies:Developed50communicationstrategiesalignedtotheNationalCommunicationStrategy(NCS)andthe2015/16GCP.


HoCs No standard Resolvingquerieswithin48hoursandescalating,wherenecessary.

Some320querieswerereceivedandresolvedwithin48hoursandthreewereescalated.


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HoCs No standard Efficientandeffectiveservice Media-buyingclientsincreasedfrom40(2014/15)to53in2015/16andthenumberofcampaignsincreasedfrom272in2014/15to280in2015/16.ThetotalbillingforthisperiodwasalsoincreasedfromR273253041.98in2014/15toR283061705.02in2015/16.Furthermore,theadvertisingexpenditureoncommunitymediawasalsoincreasedfromR35621403.36in2014/15toR36194629.31in2015/16.TherewasanincreaseinthediscountamountsreceivedonbehalfofdepartmentsandentitiesfromR24636398.98in2014/15toR40572885.88in2015/16.

Coordinate communication forums across allspheresofgovernmenttostrengthenintergovernmentalrelations

Provincialandlocalgovernment

34functionaldistrictcommunication forums out of 43districtmunicipalities

Threeadditionalfunctionaldistrict communication forums toensureatotalof43.

Therewere43functionalcommunicationforumsinwhich450meetingswereheldtostrengthenintergovernmentalrelations.

Coordinate communication forums across allspheresofgovernmenttostrengthenintergovernmentalrelations

Provincialandlocalgovernment

Threefunctionalmetrocommunication forums out of eightmetros

EightMetrocommunicationforums.

Therewerefivefunctionalmetrocommunicationforums:

• EasternCape:2–NelsonMandelaBayandBuffaloCity.

• FreeState:1–Mangaung.• KwaZulu-Natal:1–EThekwini• Gauteng:1–Ekurhuleni.


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Batho Pele arrangements with beneficiaries (consultation access, etc.)

Current/actual arrangement Desired arrangement 2015/16 actual achievements

Createthefollowingplatformsforcitizenstointeractwithgovernmentandaccessinformation:–Izimbizo/Public-ParticipationProgramme(PPP).–ThusongServiceCentres.–Outreachprogrammes.

Improvethefollowingplatformsforcitizenstointer-actwithgovernmentandaccessinformation:–Izimbizo/PPP.–ThusongServiceCentres.–Outreachprogrammes.

Politicalprincipalsimplemented326izimbizoevents.Implemented1920developmentcommunicationprojectsand580marketingeventsforThusongServiceCentres.

Service delivery information tool

Current/actual information tools Desired information tools 2015/16 actual achievements

WebportalsinformationcentreIRCswebsites WebportalsinformationcentreIRCswebsites The [email protected] wasusedtotrackthequeriesregardinggovernmentservices.Some320querieswerereceivedandresolvedwithin48hours.

Complaints mechanism

Current/actual complaints mechanism Desired complaints mechanism 2015/16 actual achievements

Shouldwenotliveuptotheabovecommitments,complaintsmaybeaddressedtelephonicallyorinwritingtotheGCIS:• Generalenquiries:0124730389(officehours:

07:30–16:00)• Email:[email protected]• Letters:ChieforDeputyInformationOfficer• GCIS

Tshedimosetso House 1035 Frances Baard Street Hatfield,Pretoria 0083

• Calls:0124730389• Email:[email protected]• Letters:ChieforDeputyInformationOfficer• GCIS

Tshedimosetso House 1035 Frances Baard Street Hatfield 0083

Government-widecomplaints• Batho PeleHotline:1020• PresidentialHotline:17737

TheGCISreceivedfivecomplaintsthroughthePresidentialHotline.Onewassuccessfullydealtwithinternally,onewasdealtwithinternallywithoutfinalresolutionandthreeotherswereredirectedtotherelevantpublicentity,theIndependentCommunications Authority of South Africa (ICASA). Notedthefollowingwalk-intoaccessinformationandservices:• 20470peoplevisitedIRCs.Ofthese,19653were

inthenineprovinces,248atheadofficeand569inParliament’sIRC.


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2.3 Organisational environment

The GCIS has a staff complement which is largelyreflective of the demographics of the nation. Therepresentationof Indians ison targetasper theset2015/16 Employment Equity (EE) targets. Africanrepresentation exceeded the target by 7.8% in2014/15 and 3.8% in 2015/16. Coloureds wereunder-represented by 3.6% in 2014/15 and 1.9%in 2015/16. The representation of whites shows anunder-representationof3.8%in2014/15and1.4%in2015/16.Thedepartmentmadeeffortstoattractandretainemployeesfromthesecategories.

The GCIS spent 99.9% of its allocated budget ofR365,5millionin2015/16.ItgeneratedR4.203millionin revenueduring the 2015/16 financial year fromavarietyofsources,includingfromthesaleofproductssuch as photos, videos and other communicationmaterial.Thedepartmentalbudgetarypressureshaveconsistentlyoverthepastyearsnotbeenabletobefinancedthroughthefiscus.

However, despite this the department has overthe past two financial years successfully instilledfiscaldisciplineonexpenditure trends that arenon-core to thebusinessof thedepartment. In linewithNationalTreasuryinstructions,theGCISsuccessfullyimplementedcost-containmentmeasures.

The department continues to be hampered byinsufficientpersonnel,acutinthetrainingbudgetandinsufficientfundsforITservice-levelagreements.

TheGCIShasayoungworkforce,70%ofstaffareintheir late20s to late40s.Thevacancyandturnoverratesareverylow,andaprogressiveretentionpolicyis in place. To address some of these operationalrequirements,theProjectManagementOffice(PMO)withastaffcomplementofeightwasrelocatedfromtheCorporateServicesBranchtothe IntergovernmentalCoordinationandStakeholderManagementBranchinOctober2015.

TheDoC is temporarilyaccommodatedat theGCISheadofficeinHatfield.TheofficespaceissharedwiththeDoCandthisputsmorepressureontheGCIS’sresources.

Our human capital remains our greatest asset. Asa result the department does more to ensure thatour staff remain content and are given the tools todeliveron itsmandate.Wecontinue to viewpeoplemanagement in GCIS as a strategic priority. Whenpeople aremanaged effectively they can assist theorganisationtogrow,achieveitsvision,missionandstrategicobjectives.Forthisreason,seniormanagershave been and continue to be trained in coaching,mentorship and other management and leadershipdevelopmentprogrammestoenhancetheirskills.

The media-buying campaigns that the departmentprocuresonbehalfofothergovernmentdepartmentsincreasedatanimpressiverate.TheMediaBuying,SupplyChainandFinancialManagementdirectoratessawanincreaseonthevolumeoftheirworkwithoutan increase in their capacity.

Due to the consistent efforts by the managementand staff to manage performance information, thedepartment achieved a clean audit for the 2014/15financialyear.

2.4 KEY POLICY DEVELOPMENTS AND LEGISLATIVE CHANGES

None.

3. STRATEGIC OUTCOME-ORIENTED GOALS

Thedepartmenthasonestrategicoutcome-orientedgoalinsupportofgovernment’soutcome14.

Strategic outcome-oriented goal

The GCIS, a transversal strategic communicationorganisation, provides strategic communicationsupport to the implementation of government’s 14outcomes.

Progress on outcome 14: Nation-building and social cohesion

Performance Indicators 2015/16 Target

2015/16 Achievement

Numberofcommunityandstakeholderliaisonvisitsundertaken. 1 800 2 192Reportsonthenumberof izimbizo programmeeventsheld. 4 4quarterlyreports

(326events)Numberofreportsonpost-Cabinetmediabriefingsand/orstatementsissuedafterordinaryCabinetmeetings.

18 18

Percentageofapprovedrequestsforradioproductsandservicesresponded to.

100% 100%(220requests)

NumberofmarketingeventsperThusongServiceCentre. 486 580NumberofcopiesofVuk’uzenzelepublished. 11 editions 16 editionsNumberofmediabriefingrequestsperyear. 100 130


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4.1 Programme 1: Administration

Purpose:Provideoverallmanagementandsupportfor the department.

Subprogrammes:• Strategic Planning and Programme

Management isresponsibleforthedevelopmentand implementation of strategic managementprocesses,proceduresandsystemsincompliancewith relevant legislation. The subprogramme isalsoresponsiblefor implementingaprofessionalprojectmanagementdisciplinefortheGCISandgovernment-wide communication projects andcampaigns.

• Human Resources (HR) is responsible forstrategicleadershipintheimplementationofthedepartment’sHRmanagementstrategy.

• Information Management and Technology (IM&T) is responsible for the establishmentand support of IM&T systems in governmentcommunications.

• The Chief Financial Officer (CFO) providesthedepartmentwithoverallfinancialandsupplychain management (SCM), auxiliary services,and guides management in complying withlegislative requirements, budget planning andadministration.

• Internal Auditimprovesriskmanagement,controlandgovernanceprocesses.

Strategic objectives: • Implement efficient and effective strategic

management processes and procedures in line

withrelevantlegislation.• Competentpersonnelappointedandretainedto

ensuretheGCISdeliversonitsmission.• ProvideefficientandeffectiveIM&Tinfrastructure

and systems.• Provide proactive, flexible, compliant and cost-

effective finance, supply chain and facilitiesmanagement.

• Provideprofessionalinternalauditservicesfortheimprovementofgovernanceandriskcontrol.

Subprogramme: Strategic Planning and Programme Management

Key achievements Thesubprogrammefacilitatedthereviewandtablingofthe2016/19APPtoParliamentduringthereportingperiod.Itcompiledfourquarterlyperformancereportsandsubmittedthefirst,secondandthethird2014/15quarterly performance reports to the PortfolioCommittee on Communications. Four quarterlyreports were approved and submitted to oversightbodies and the Executive Authority as required byregulations. The subprogramme coordinated thedevelopmentofthe2014/15AnnualReportwhichwastabledinSeptember2015asalegislativerequirement.The department achieved a clean-audit opinion onperformance information.

During the reporting period, the subprogrammereviewed the Risk Management Framework,convenedquarterlyBusinessContinuityManagement(BCM) Steering Committee meetings and compiledprogress reports against the business continuity

contingencyplans for approvalby theManagementCommittee (Manco). Italsocompiledandsubmittedanalysisreportsanddashboardsonriskmanagementmitigation plans. The Risk Management Unitpublishednewslettersandpostersonthepreventionoffraudandcorruption,aspartofcommunicationandtocreateawarenessacrosstheorganisation.

Quarterly reports on projects and campaignscoordinatedbytheGCISwerecompiledandapprovedbytheManco.ThePMOwasrelocatedtotheClustersubprogrammesduetotheorganisation’soperationalrequirements that necessitated the streamlining offunctions.

ChallengesHuman and financial resources put a strain on theexisting human capital the subprogramme has left.Monthly reports against operational plans wereonly uploaded on the Organisational PerformanceManagement System and were not submitted toMancofordiscussionandapprovalandasanearly-warningmechanismtomanagetheimplementationofplans.

Subprogramme: Human Resource

Key achievementsThe department has maintained a vacancy rate ofless than10%throughout theyear.Employeeswithdisabilities made up 2% of the departmental staffcomplement. Implemented a departmental HR Plan(HRP)and98.2%ofdepartmentalstaffperformanceagreements signed within legislated time frames.

4. PERFORMANCE INFORMATION BY PROGRAMMEGCIS ANNUAL REPORT

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Performanceassessmentsmoderationwasconcludedand incentives rewarded.TheWorkplaceSkillsPlan(WSP) and HR Development (HRD) ImplementationPlanwereapprovedandimplementedinlinewiththerelevant legislative framework,and this included theawardingofbursariestointernalemployees.

The department continued to offer 24/7/365counsellingservicestoemployeesandtheirimmediatefamilymembers.Participation inhealthscreenings–includingTBandHIVCounsellingandTesting(HCT)– has increased in thedepartment. Thedepartmentimplemented youth development programmes intermsofinternshipandTechnicalVocationEducationandTraining(TVET)programmes.Theimplementationof reasonable accommodation for employees withdisabilities and gender mainstreaming was done inlinewiththelegislativeframework.

Challenges

EmploymentofwomenatSeniorManagementService(SMS)leveltomeetgovernment’stargetof50%.

InsufficienttrainingbudgethasledtothedepartmentnotachievingitstraininganddevelopmenttargetsassetoutintheWSP.

Subprogramme: Information Management and Technology

Key achievementsThe subprogramme maintained and ensuredthe availability of the Wide Area Network (WAN),Internet systems and services together with theState Information Technology Agency (SITA). Itmaintained and supported in-house systems and

infrastructure with internal resources. End of lifetechnology refreshment projects were completedfor the infrastructure and systems for the GCIS enterprise content management system. Annualenterprise licencerenewalswerealsocompletedfortheelectronicofficeandsecurityenvironments.

ChallengesIn the current fiscal environment the unit is unableto explore and sustain new innovation projects,technologylifecyclerefreshments,andmaintenanceandsupportcontractsforcriticalinfrastructure.

Subprogramme: Finance, Supply Chain Management and Auxiliary Services

This subprogramme realised unprecedented andphenomenal achievements during the 2015/16financial year. During the same period, the GCISoperatedforthefirsttimenotasaVoteandalsonotdirectlyreceivingabudgetfromtheNationalRevenueFund. TheGCIS started operating as a departmentunder theMinistry of Communications, through theDoC Vote 3. The financial year under review wasthe DoC’s inaugural year as a newly reconfigureddepartmentaftertheStatewasreconstitutedfollowingthe2014generalelections.

AMoUwasentered intobetweentheGCISandtheDoC whereby the former would provide corporateservicesrelatedfunctionstotheDoCuntilsuchtimethat theDoCwaswell capacitatedafterpostswerefilledandsystemsputinplace.TheChiefDirectorateperformed financial management functions for bothdepartments. Despite a staff shortage and highworkload, some targets were achieved in line withplans.AllregulatorydeadlinesasregulatedbyNational

TreasuryandthePFMAof1999andotherprescriptsweremetalongsideprocuringprudentlyandconfiningexpenditurewithinavailablemeans.

The submission of the Medium Term ExpenditureFramework to National Treasury; first draft of bothGCIS and DoC Estimates of National ExpendituresubmissionstoNationalTreasurybetweenNovember2015 and February 2016; adjustments budgetsubmissionandfinancialmonthclosuresweredoneand bank reconciliations submitted within the duedatesprescribedbyNationalTreasury.

The2014/15annualtaxreconciliationwassubmittedto theSouthAfricanRevenueServicenot later thanthe regulateddeadline.The2014/15unauditedAFSweresubmittedtoNationalTreasuryandtheA-Gon29May2015,forwhichtheA-Gissuedaclean-auditreport. These AFS were preceded by three InterimFinancial Statements which the GCIS submitted toNationalTreasurynotlaterthantheprescribeddates.The Manco and Budget Committee were briefedaccordingly in various fora on the state of financein the department. Various meetings were held tomonitor and review the expenditure trends andclearing suspense account balances. This includeddeveloping and distributing monthly statements ofaccount to client departments in respect ofmedia-buyingcampaigns.

Based on the MoU signed between the GCIS andDoC, theunit handledprocurement transactions forboth departments. Despite the high workload andshortage of staff, the chief directorate achieved thesettargets.


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TheprocurementanddemandplanforthedepartmentweredevelopedandsubmittedtimeouslytoNationalTreasury. The procurement plans were monitoredconsistently quarterly throughout the financial year.Inaddition,thesourcingstrategywasdevelopedforgoodsandservices.

Twelve 30 days payment reports were submittedtimeouslytoNationalTreasury;85%ofallrequisitionsthatwere receivedwereprocessedwithin48hours.The standard was exceeded by 15% despite theshortage of staff and increased workload; 31 bids(sixtendersand25requestforquotations)werealsohandledduringthefinancialyear.

A totalof 349media-buyingmemos to thevalueofoverR220millionwerehandled;anewlydevelopedsystem for compiling of commitments and accrualswas implemented and monitored. This resulted ina smarter way of working, reduced hours spent in

compiling information and improved accuracy inreporting.ReviewedtheSCMpolicies.

ChallengesStaffshortage,workpressureandhighworkloadmayimpact on service delivery and turnaround times,andalso increase the riskofmakingerrors.Limitedoperational budget allocation prevented staff fromregisteringfortrainingatprivateserviceproviders.

Subprogramme: Internal Audit

Key achievements: Duringtheyearunderreview,approvaloftheInternalAudit and Risk Committee (IARC) and the Audit and RiskCommittee (ARC)wasobtained for the InternalAudit Three-Year Strategic Plan 2015-2018, theAnnual Operational Plan 2015/16 and the InternalAudit Charter.

Internal Audit implemented the approved AnnualOperational Plan (as revised) with focus onProcurement and Payments, Financial and Non-Financial Reporting (quarterly and annually),ComplianceandPerformance.

Outcome of the audits were presented to the governance structures, including follow-ups aspart of the early-warning system in pursuit of goodgovernanceandcleanaudit.TheGCISInternalAuditalso provided audit services to the DoC within thecontext of the MoU approved by the DGs of thetwo departments. Further details on thework donebyInternalAuditforbothGCISandDoCisincludedhereunderandintheDoCAnnualReport.

ChallengesTheabilityoftheexistingteamtodowhatwasclearlyafirstdualresponsibilityofconcurrentservicestotwodepartments,takingintoaccounttheassociatedriskswithintheunitandoutsideintermsoflargely,qualityexpectations. By and large the team adapted wellalthoughtheneteffectofthedualresponsibilitywasbeginning to show towards the end of the financialyear. Additional contract positions helped ease thepressure,aswellas total support received from theleadershipoftheDoC,overandaboveGCISsupport.


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Strategic Objectives:

Programme 1: AdministrationSubprogramme:StrategicPlanningProgrammeandManagementStrategic objective Actual Achievement 2014/15 Planned Target

2015/16Actual Achievement 2015/16 Deviation from Planned

Target to Actual Achievement 2015/16

Comment on deviations

Implementefficientandeffectivestrategicmanagementprocesses and procedures in linewithrelevantlegislation.

The2015-2020StrategicPlanand2015/18APPweretabledinParliamenton11March2015.The2013/14AnnualReportwastabledon30September2014.Submittedfourapprovedquarterlyperformancereportstorelevantauthoritiesaccordingtoprescribedlegislation.

Tablethe2016/17APP,2014/15AnnualReportandfourquarterlyperformance reports totherelevantauthorities.

The2016-2019APPwastabledinParliamenton11March2016.FourapprovedquarterlyperformancereportsweresubmittedtoNationalTreasury,DepartmentofPlanning,MonitoringandEvaluation(DPME)andExecutiveAuthority.However,onereportwassubmittedoutsidethelegislatedtimeframe.The2014/15AnnualReportwastabledon30September2015.

Onequarterlyreportwassubmittedoutsidethelegislatedtimeframe

One report wassubmittedtwo days after the time frame prescribedinthelegislation.

Programme 1: AdministrationSubprogramme:HumanResourcesStrategic objective Actual Achievement 2014/15 Planned Target

2015/16Actual Achievement2015/16

Deviation from Planned Target to Actual Achievement 2015/16


Competentpersonnelattracted and retained to ensuretheGCISdeliversonits mandate.

Implementationreportsonthestrategicelementsofthe2013-2017HRStrategywerenotsubmittedtotheDPSA.

Strategicelementsofthe2013-2017HRStrategyimplemented.

Thestrategicelementsofthe2013-2017HRStrategywereimplemented.

None None


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Programme 1: AdministrationSubprogramme:InformationManagementandTechnologyStrategic objective Actual Achievement 2014/15 Planned Target




EfficientandeffectiveIM&T infrastructure and systemsprovided

Renewedthefollowinglicences:• Websecuritylicences• Microsoftlicencesrenewed• AVlicence.Two IT asset reports presented toIM&TSteeringCommittee.Compiledfourreportsonsystemsdevelopmentandsupportprovided.

EightreportspresentedtotheIM&TSteeringCommittee on the availabilityofIM&Tinfrastructure and systems

EightreportspresentedtotheIM&TSteeringCommittee on the availabilityofIM&Tinfrastructure and systems

None None

Programme 1: AdministrationSubprogramme:Finance,SupplyChainManagementandAuxiliaryServicesStrategic objective

Actual Achievement 2014/15 Planned Target2015/16

Actual Achievement 2015/16 Deviation from Planned Target to Actual Achievement 2015/16


Provideproactive,flexible,compliantandcost-efficientfinance,SCMandfacilitiesmanagement

SubmittedfourinterimfinancialstatementstoNationalTreasurywithinthelegislatedtimeframes.AdjustmentbudgetsubmittedtoNationalTreasuryon17September2014.Submitted12monthlyfinancialanalysisandcash-flowreportstoNationalTreasury,inlinewithbudgetcycle.

UnqualifiedAFSprepared and issued within legislatedtimeframes

The2014/15AFSwerepreparedandissuedwithinlegislatedprescripts.Three2015/16interimfinancialstatementswerecompiledandsubmittedtoNationalTreasurywithinthelegislatedprescripts.12financialanalysisandcash-flowreportsweresubmittedtoNationalTreasury.

None None


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Programme 1: AdministrationSubprogramme:InternalAuditStrategic objective Actual Achievement 2014/15 Planned Target




Provideprofessionalinternalauditservicesfortheimprovementofgovernance,riskandcontrol.

Three-yearstrategicandoperationalplanswereapprovedbyInternalARCandtheARCinMarchandApril2014respectively.Producedfourprogressreportsonassurance audits

Updatedrisk-basedinternalauditplanand2015/16OperationalPlanapprovedandimplemented.

Updatedthreeyearrisk-basedinternalauditplan,and2015/16OperationalPlanwereapprovedbyARCandimplemented.

Developedthe2016/17OperationalPlanwhichwasapprovedbytheARC.Producedfourprogressreportsonassuranceaudits.

None None

Performance indicators, planned targets and actual achievements

Subprogramme: Strategic Planning and Programme Management Strategicobjective:Implementefficientandeffectivestrategicmanagementprocessesandproceduresinlinewiththerelevantlegislation.Objectivestatement:ToimprovetheeffectivenessofsupportservicesbyachievingthetargetsstipulatedintheAPP.Performance Indicator Actual Achievement

2014/15Planned Target2015/16

Actual Achievement2015/16



APPstabledinParliamentaccordingtoprescribedlegislation.

The2015-2020StrategicPlanand2015-2018APPweretabledinParliamenton 11 March 2015

2016-2019APPreviewedandtabledinParliament.

The2016-2019APPwastabledinParliamenton11March2016.

None None

Numberofapprovedperformance reports submittedtoNationalTreasury,DPMEandExecutiveAuthorityaccordingtoprescribedlegislation.

Submittedfourapprovedquarterlyperformancereportstorelevantauthoritiesaccordingtoprescribedlegislation

Fourapprovedquarterlyperformance reports submittedtoNationalTreasury,DPMEandExecutiveAuthoritywithinprescribedlegislation.

Fourapprovedquarterlyperformance reports were submittedtoNationalTreasury,DPMEandExecutiveAuthority.However,onereportwassubmittedoutsidethelegislatedtimeframe.

Onereportwassubmittedoutsidethelegislatedtimeframe.

The report was submittedtwodays after the time frame prescribedinthelegislation.


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AnnualReporttabledinParliamentwithinNationalTreasuryguidelinesandlegislativetimeframes.

The2013/14AnnualReportwastabledon30September2014.

DepartmentalAnnualReporttabledinParliamentwithinNationalTreasuryguidelinesandlegislativetimeframes.

The2014/15AnnualReportwastabledon30September2015.

None None

Numberofprogressreportsonimplementationoftherisk-mitigationplansproduced.

FourprogressreportsontheimplementationoftheriskmitigationplanswereproducedandapprovedbyManco.

Fourprogressreportsonimplementationofrisk-mitigationplansproduced.

FourprogressreportsontheimplementationoftheriskmitigationplanswereproducedandapprovedbytheManco.

None None

NumberofprogressreportsontheimplementationofGCIS’sportfolioofprojectsproduced.

Fourquarterlyprogressreports on the implementationoftheGCISportfolioofprojectswere produced and approvedbyManco.

FourquarterlyprogressreportsontheimplementationoftheGCIS’sportfolioofprojects produced.

FourquarterlyprogressreportsontheimplementationoftheGCIS’sportfolioofprojectsproduced.

None None

Subprogramme: Human ResourcesStrategicobjective:CompetentpersonnelattractedandretainedtoensuretheGCISdeliversonitsmandate.Objectivestatement:ToenhanceHRcapacityforeffectiveservicedeliveryonthedepartment’smandate.Performance Indicator Actual Achievement





Identifiedstrategicelementsofthe20132017HRStrategyimplemented.

Implementationreportsonthestrategicelementsofthe2013-2017HRStrategywerenotsubmittedtotheDPSA.

Strategicelementsofthe2013-2017HRStrategyimplemented.

Thestrategicelementsofthe2013-2017HRStrategywereimplemented.

None None

EEstatisticsagainsttheapprovedEEPlancompiled.

CompiledfourreportsontheimplementationoftheEEPlan.

AnnualEEstatisticsagainsttheapprovedEEPlancompiled.

CompiledAnnualEEstatisticsagainsttheapprovedEEPlan.

None None

ApprovedWSP ApprovedandImplementedWSP.

WSPapprovedandimplemented.

WSPwasapprovedbytheActingDGandimplemented.

None None


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Subprogramme: Information Management and Technology Strategicobjective:EfficientandeffectiveIM&Tinfrastructureandsystemsprovided.Objectivestatement:ToprovideIM&Tinfrastructureandsystemstoimprovethedeliveryofproductsandservices.Performance Indicator Actual Achievement





NumberofreportsontheavailabilityofITInfrastructurepresentedtotheIM&TSteeringCommittee.

Renewedthefollowinglicences:• Websecuritylicences• Microsoftlicencesrenewed• AVlicence.Two IT asset reports presentedtoIM&TSteeringCommittee.

Four reports on the availabilityofITinfrastructurepresented to the IM&T SteeringCommittee.

Four reports on theavailabilityofITinfrastructure were presented to the IM&T SteeringCommittee.

None None

NumberofreportsonInformationManagement(IM)systemsdevelopmentandpresentedtotheIM&TSteeringCommittee.

Compiledfourreportsonsystemsdevelopmentandsupportprovided.

Four reports on IM systems developmentpresentedtotheIM&TSteeringCommittee.

Four reports on IM systemsdevelopmentwerepresented to the IM&T SteeringCommittee.

None None

Subprogramme: Finance, Supply Chain Management and Auxiliary ServicesStrategicobjective:Provideproactive,flexible,compliantandcost-efficientfinance,SCMandfacilitiesmanagement.Objectivestatement:Tomaintainanunqualifiedauditopiniononfinancialinformation.Performance Indicator

Actual Achievement 2014/15

Planned Target2015/16




UnqualifiedAFSsubmittedto the AG of South Africa andNationalTreasury.

SubmittedfourinterimfinancialstatementstoNationalTreasurywithinthelegislatedtimeframes.

AFS prepared and issued withinlegislatedprescripts.

The2014/15AFSwerepreparedandissuedwithinlegislatedprescripts.Three2015/16interimfinancialstatementswerecompiledandsubmittedtoNationalTreasurywithinthelegislatedprescripts.

None None


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Main and adjustment budgetsubmittedtoNationalTreasuryinlinewithbudgetcycle.

AdjustmentbudgetsubmittedtoNationalTreasuryon17September2014.Submitted12monthlyfinancialanalysisandcash-flowreportstoNationalTreasury,inlinewithbudgetcycle.

12financialanalysisandcash-flowreportssubmittedtoNationalTreasury.

12financialanalysisandcash-flowreportsweresubmittedtoNationalTreasury.

None None

Percentageofallcompliantinvoicespaidwithin 30 days.

Nohistoricalinformation 100%ofallcompliantinvoicespaidwithin 30 days.

8426paymentswereprocessedduringthereportingperiod.8424wereprocessedwithin30days.Thistranslatesto99.9%.

Targetunderachievedby0.1%

Two payments were not processed within 48 hours. Of these,onewasasaresultoflatesubmissionofcompliancedocumentsbytheserviceproviderandtheothertoLOGISSystemthatwasunavailable.

Percentageof orders processed within 48 hours.

Nohistoricalinformation 70%ofordersprocessed within 48 hours.

5389orderswereprocessedduringthereportingperiod.Atotalof4474orderswereprocessedwithin48hoursagainst3772(70%of5389).Thistranslatesto84%.

Targetoverachievedby14%

Thisoverachievementwasduetoofficialswhohadtoworkextra hours.

Subprogramme: Internal AuditStrategicobjective:Professionalinternalauditservicesfortheimprovementofgovernance,riskandcontrolprovided.Objectivestatement:Toimproveriskmanagementinternalcontrolandgovernanceprocesses.Performance Indicator Actual Achievement





Three-yearrisk-basedinternalauditplanandanupdatedoperationalplanapprovedandimplemented.

Three-yearstrategicandoperationalplanswereapprovedbyInternalARCand the ARC in March and April2014respectively.

Updatedrisk-basedinternalauditplanand2015/16OperationalPlanapprovedandimplemented.

Updatedthreeyearriskbasedinternalauditplan,and2015/16OperationalPlanwereapprovedbytheARCandimplemented.Developedthe2016/17OperationalPlanwhichwasapprovedbytheARC.

None None


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Numberofprogressreportsproduced on assurance audits

Producedfourprogressreports on assurance audits

Fourprogressreportson assurance audits produced

Producedfourprogressreportson assurance audits.

None None

Strategy to overcome areas of underperformanceMancoandtheARCdiscussedandapprovedquarterlyperformancereportsbeforetheyweresubmittedtoNationalTreasury,DPMEandtheExecutiveAuthorityasalegislativerequirement.Non-achieved,delayedorpartiallyachievedtargetsfromthepreviousquarterswereupdatedbyimplementingcorrectiveactionplansandreportswereregularlyprovidedtoMancoonthese.

Changes to planned targetsTherewerenochangesontheplannedtargetsfortheyearunderreview.

Linking performance with budgets

Subprogramme Name

2015/16 2014/15Final

AppropriationActual

Expenditure(Over)/Under Expenditure

FinalAppropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’0001.1 Departmental Management 6479 6479 - 30732 31 559 (827)

1.2 Corporate Services 50 828 50 829 (1) 52 009 52007 2

1.3 Financial Administration 29755 29754 1 30937 30827 110

1.4 Internal Audit 7720 7719 1 7046 7041 5

1.5 Office Accommodation 50 139 50 139 - 45 503 45 503 -

Total 144 921 144 920 1 166 227 166 937 (710)


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4.2 Programme 2: Content Processing and Dissemination

Purpose:Providestrategicleadershipingovernmentcommunication to ensure coherence, coordination,consistency, quality, impact and responsiveness ofgovernmentcommunication. Subprogrammes: Products and Platforms develops content for theGCIS. Funding for the subprogramme is used forwritingassignments; languageservices forproductsthat require translation, editing and proofreadingcontent;guidingthedevelopmentofgovernmentanddepartmental/provincialwebsites;andtheproductionof government publications. The subprogrammeis also responsible for the development of thegovernmentcommunicationstrategy.

Policy and Research conducts research throughindependent service providers to assess howgovernmentshouldaddress thepublic’s informationneeds. It also monitors media coverage of issuesaffecting government and the country. It furtherprovides analysis on how the media interpretsgovernment policies and programmes; formulatespolicy proposals where it is required and assessesthe public’s perceptions in relation to governmentperformance.

Communication Service Agency (CSA) provides media bulk-buying services and mediaproduction services to national government. It alsodevelops distribution strategies for all governmentcommunications and oversees distribution servicesoutsourcedtoserviceproviders.Thechiefdirectorate

manages government’s corporate identity. It alsoprovides marketing services for the GCIS andgovernmentdepartments.

Strategic objectives: • Enhancegovernment’scommunicationproducts

and services to grow the share of voice ofgovernmentmessagesinthepublicarena.

• Provide strategic leadership and support ingovernment communications through publicopinionresearchandanalysisofmediacoverageto understand the communication environmentandinformgovernmentmessages.

• Provide effective and efficient marketing anddistributionservicesforgovernment.

• Providecost-effectivemediabulk-buyingservicesforgovernment.

• Provide cost-effective and efficient mediaproductsandservicesforgovernment.

• ManagetheCorporateIdentityforgovernment.

Subprogramme: Products and Platforms

Key achievementsVuk’uzenzele, a national government-ownednewspaper continues to grow from strength tostrengthandempowerthegeneralpublicwithmuch-needed information on government’s programmesandpolicies.During thefinancial yearunder review,18.7 million copies of the newspaper in all officiallanguagesand9600Braillecopiesweredistributed.Allthe16editionsproducedwerealsopublishedonthe GCIS website and via the Vuk’uzenzele mobileapp.

Vuk’uzenzele is distributed free of charge, with

particular attention given to making it available inareaswith lessaccesstothemainstreammedia. Itsinformationfocussesongovernment’skeypriorities,including infrastructure development, internationalrelations, youth matters, service delivery and ruraldevelopment.

The newspaper has since August 2015 introduceda paid for government recruitment and genericgovernment communication advertising sectionwiththeaimofgeneratingadvertisingrevenuetobeused to increase theprint runand frequencyof thenewspaper.A totalofR3290312.99was raisedasof August 2015 edition and paid into the NationalRevenueFund.

Thesellingofadvertisingspaceinthenewspaperledtoadecisiontochangefromone-a-monthtotwice-a-monthproductionsinceOctober2015.Thechangeresulted in one edition of 1.7 million copies beingsplit into twoeditionsof850000copiespereditionproduced fortnightly. For the Braille version, theplannedcopieshadtoincreaseasitisdistributedtoasetnumberofpeopleandinstitutionsperedition.Asaresult,1200copieswereproducedpermonth(600copiespereditionperfortnight),hencethesettargetforanumberofcopiesofBraillehasbeenexceeded.Thisalsoappliedtothewebversionandthecopiesuploadedonthemobileapp.

A total of 11 editions (totalling 187 000 copies)of the PSM magazine were produced during theperiod under review. The magazine aims to meetthecommunicationandinformationneedsofpublic-sector managers. PSM magazine is self-sustainingas itgeneratessalesandadvertising revenue for its


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production. It isalsoavailable inadigital format. Inaddition,four(4)editions(totalling68000copies)of GovComms –aquarterlynewsletter forgovernmentandpublic-sectorcommunicatorsandasupplementto the PSMmagazine–wereproduced.Thefollowingon Facebook and Twitter accounts forVuk’uzenzele newspaper and PSM magazine is also steadilygrowing.

The South African Government News Agency(SAnews.gov.za), another of GCIS’s flagshipplatforms, continues to grow its presence in thedigitalmedia and communication space. Its twitterfollowinggrewtremendouslyduringtheperiodunderreview,making it the flagship Twitter account in theorganisation.At theendofMarch2015, thenumberof Twitter followers on @SAgovnews was around 47000.Thisincreasedtoabout60000followersattheendofSeptember2015andbytheendofMarch2016, the number of Twitter followers was around 72 000. Social media plans for GCIS-supportedprojectsnearlyalwaysrelyonlivetweetsfromSAnewswhileotheraccountsretweetSAnews.

SAnews.gov.zacontinuestowriteopinionpiecesbeingpublishedinthemainstreammedia.Thenewsagency’scontent suite includes hard news, human-interestfeatures,opinionpieces,social-medialinksandaudioinserts, photographs and videos from government’sYouTube channel. Local and internationalmedia areallowedtousethiscontentforfree.

The Directorate: Content Development received anincreasednumberofrequestsforediting,proofreadingandtranslation,whichwasexacerbatedbyadditionalrequestsfromtheDoC.Despitethechallengewithstaffcapacity,theunitcompleted1958approvedlanguage

services requests during the 2015/16 financial yearcomparedto1705duringthe2014/15financialyear.

Aspartof thegovernment-wideausteritymeasures,the 2014/15 edition of the SAYB was only madeavailable online. A total of 30 000 copies of the2014/15editionofthePocket Guide to South Africa wereprintedanddistributed.InMarch2016,MancoapprovedtheGCISLanguagePolicy,intermsoftheprovisionsoftheUseofOfficialLanguagesAct,2012(Act 12 of 2012).

Key challenges

Owing to cost-containment measures, the GCIS’sbudgetswere cut across the board thus leading tothe Vuk’uzenzele unit producing 18.7million copiesinsteadof20.4millioncopiesaspertheoriginaltarget.Afirst-timecost-savingattempttoproducethe4000SAYBDVD-ROMsin-houseresultedinaslightdelayowingtolackoftherequisitesoftwareandexpertise.However,allfutureDVD-ROMswillbeoutsourced.

Additional requests from the DoC, particularly forthe translation of Digital Migration communicationproducts, had placed enormous pressure on theLanguage Services unit, which lacks adequatecapacity. Inaddition toadhoc translationwork, thethreepermanentlanguagepractitionershadtohandlethe fortnightly Cabinet Statement and Vuk’uzenzele newspaperinallofficiallanguages.

Subprogramme: Policy and Research During the 2015/16 financial year, the Directorate:Communication Resource Centre (CRC) saw an increaseddemandfortheproductionofkeymessages.

The key messages spanned various topics andthemes. Inadditiontoproducingkeymessages,theCRCcontinued in its role todraftopinionpiecesonbehalfofpoliticalprincipalsforplacementinmedia.

The CRC also worked closely with the other twodirectorates:GovernmentCommunicationMonitoringandEvaluation(GCME)andResearchandInformationCentreintheChiefDirectorate:PolicyandResearch,todraftcontentfortheInsightNewsletter.

In addition to generating opinion pieces, the CRCexpanded its writing capacity to also cover draftkeynoteaddresses, right-to-reply,media statementsand other media content.

The Directorate: Research and KnowledgeManagement produced comprehensive researchcluster reports that guided planning and informedcommunication strategies of governmentcommunication clusters. Strategic research reportswere produced to inform government campaigns/initiativesonkeypriorityareas–withaspecificfocusonemploymentandcorruption.

The directorate also produced a GovernmentCommunicationModelasaninnovativesegmentationtool to inform campaign planning and effectivereachofthepublic. Itcontinuedtoprovideresearchsupport services both at national and provincialspheresofgovernmentthroughtheGCISTrackerandqualitative research buy-in, etc. During the 2015/16financialyear,thedirectorateproduced83ResearchAdvisory reports for various national departmentsandPremiers’ offices. TheKnowledgeManagementsub directorate facilitated five knowledge-sharingforumsandproducedeightKnowledgeManagement


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newsletters on topical government issues. It alsomaintainedvariousinformationmanagementsystemssuch as Cabinet profiles and online governmentcontact directories, and responded to 320 queriesthataidedpublicaccesstoinformationandservices.

TheDirectorate:GCMEproducedanumberofmediacontent analysis reports on major issues in theenvironment.Reportswereprovidedforthefollowingissues:• Attacksonforeignnationals• OperationFiela• Energy• Drought.

These reports provided insights that were useful indeveloping strategies for government messengerscommunicatingontheseissues.

The Directorate: GCME also completed the draftGovernmentCommunicationsPolicyafterconsultationwith communicators from national departments,provincesandlocalgovernment.

Subprogramme: Communication Service Agency

Key achievements

During the reporting period, the Directorate: MediaProductionsuppliedover3900productsandservices.Thequalityoftheproductsofthedirectoratehasalsoincreased. The directorate is now able to producespecialeffectsandanimationin-houseandthegreenscreentechnologyisbeingused.Duringthereportingperiod,thedirectorateoutsourced27projectstothePanel of Agencies and ensured that the agenciesdeliveredtotheexpectedstandardandontime.

In this period the radio unit flighted a 26-episoderadio showoncommunity stationsworthR8millionfor the Department of Justice and ConstitutionalDevelopment and this has since increased interestsfromotherdepartmentssuchastheNationalStudentFinancial Aid Scheme (five shows), Department ofMilitaryVeterans(19episodes),DepartmentofHigherEducationandTraining(18episodes).

Media-buying clients increased from 40 (2014/15)to 53 in 2015/16 and the number of campaignsincreasedfrom272in2014/15to280in2015/16.Thetotal billing for this periodwas also increased fromR273253041.98in(2014/15)toR283061705.02in(2015/16). Furthermore, the advertising expenditureon community media was also increased fromR35 621 403.36 to R36 194 629.31. There was an increaseinthediscountamountsreceivedonbehalfof departments and entities from R24 636 398.98 in 2014/15toR40572885.88centsin2015/16.

The Marketing and Distribution unit successfullyimplemented a Government Exhibition Day event,whichwillnowbeanannualevent.

Challenges

Some departments are still not using the mediabulk-buyingandthemediaproductionservices,andcontinue to produce and place adverts directly orthroughadvertisingagenciesasthereisnodirectivethat forces government departments to usemedia-buying andmedia-production serviceswhichwouldenable GCIS to negotiate better discount ratesfor departments and ensure coherence in terms of government’s messaging and adherence to thecorporate identity.


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Strategic Objectives:

Programme 2: Content Processing and DisseminationSubprogramme:ProductsandPlatformsStrategic objective Actual

Achievement 2014/15





Enhancegovernment’scommu-nicationproductsandservicestogrowtheshareofvoiceofgovern-mentmessagesinthepublicarena.

27communicationproducts/editionspublished

27communicationproducts/editionspublished

32 communication products/editionspublished

Targetoverachievedbyfiveeditions

The Vuk’uzenzele paperpilotedfortnightproductiontocarrygovernmentrecruitmentadvertising.Oneeditionof1.7millioncopieswassplitintotwoeditionsof850000copiesper edition.

Programme 2: Content Processing and DisseminationSubprogramme:PolicyandResearchStrategic objective Actual Achievement





Providestrategicleadershipandsupportingovernmentcommunicationthroughpublicopinionresearchandanalysisofmediacoveragetounderstandthecommunicationenvironmentandinformgovernmentmessages.

12research,surveysandanalysisreportsto understand the communication environment



None None

Programme 2: Content Processing and DisseminationSubprogramme:CommunicationServiceAgencyStrategic objective Actual Achievement





Provideefficientmarketinganddistributionservicesforgovernment.

Conducted 12 corporate identity workshops.

100%ofapprovedmarketingservicesrequestsimplemented.

Receivedandimplemented71approvedmarketingservicesrequests(100%).

None None


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Providecost-effectivemediabulk-buyingservicesforgovernment.

272approvedmedia-buyingcampaignswereimplemented.Thistranslatesto100%.ThetotalamountcommittedwasR273253041.98andtotalsavingswasR24636398.98.

100%ofapprovedmedia-buyingcampaignsimplemented.

280media-buyingcampaignswereapproved.Ofthese;141werecompletedand139wereimplemented.Thistranslatesto50%.ThetotalamountcommittedwasR283061705.02centsandtotalsavingswasR40572885.88cents.

Targetunderachievedby50%(139campaigns).

Serviceprovidersdidnotsubmitproofsofflighting/broadcastontime for the 139 campaignstoeffect payments.

Providecost-effectiveandefficientmediaproductsandservicesforgovernment.

100%requestsforproductsandserviceswererespondedto.

100%ofapprovedservicesandproductsimplemented.

100%ofapprovedservicesandproductsimplemented

None None

Performance indicators, targets and actual performance

Subprogramme: Products and PlatformsStrategicobjective:Enhancegovernment’scommunicationproductsandservicestogrowtheshareofvoiceofgovernmentmessagesinthepublicarena.Objectivestatement:Toregularlypublishvariouscommunicationsproductstogrowthevoiceofgovernment.Performance Indicator Actual Achievement





NumberofeditionsofVuk’uzenzele newspaper publishedperyear

11 editions of the newspaper publishedannually

11 editions of Vuk’uzenzele newspaperpublishedannually.

Published16editionsofVuk’uzenzele newspaper.

Targetoverachievedbyfiveeditions

Thepaperpilotedfortnightproductiontocarrygovernmentrecruitmentadvertising.Oneeditionof1.7millioncopieswassplitinto two editions of 850 000 copies per edition.

NumberofeditionsofGovCommspublishedannually

PublishedfoureditionsofGovComms

Four editions of GovComms publishedannually.

PublishedfoureditionsofGovComms.

None None


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NumberofeditionsofPSM magazinepublishedannually

Published11editionsofPSM magazine

11 editions of PSMmagazinepublishedannually.

Published11editionsofPSM magazine.

None None

Anannualeditionof2014/15SAYBand Pocket Guide to South Africa published,and4000DVDsproduced

One edition of the SAYB and the Pocket Guide to South Africapublishedand4000DVD copies produced

Oneannualeditionof2014/15SAYBand Pocket Guide to South Africa published,and4000DVDs produced.

Publishedoneannualeditionof2014/15SAYBandPocket Guide to South Africa and 4 200 DVD copies.

Targetoverachievedby200 DVD copies

Thesavingfromthein-house production of the DVDs necessitated the duplicationofadditionalDVDs to increase the distributioncoverage.

Percentageofapprovedlanguageservicesrequestscompleted

Receivedandcompleted1705(100%)languageservicesrequestsfromtheGCISandothergovernmentdepartments

100%ofapprovedlanguageservicesrequestscompleted.

Receivedandcompleted1958languageservicesapprovedrequestsfromtheGCISandothergovernmentdepartments.Thistranslatesto100%.

None None

Dailynewsupdatesonkeygovernmentprogrammesandactivities.(Excludingpublicholidays,weekendsandholidayperiods)

Provideddailynewsupdatesonkeygovernmentprogrammesandactivities.Published4046stories(excludingSaturdays,Easterholiday,Christmas,DayofGoodwill,NewYearand weekends after mid-DecembertoMid-January.)

Dailynewsupdatesonkeygovernmentprogrammesandactivities.(Excludingpublicholidays,weekendsandholidayperiods).

Provideddailynewsupdatesonkeygovernmentprogrammesandactivities(excludingpublicholidays,weekendsandholidayperiods)asfollows:• Storiespublished:4022.• Twitter:71818followers.• Facebook–4459likes.• Pageimpressions:3495405.• Websitehits:4066958.

None None

Dailycontentupdatestothewww.gov.za websiteasperitemsreceived.(Excludingweekendsandpublicholidays)

Two workshops with governmentwebmanagersonwebsitebestpracticesheld

Dailycontentupdatestothewww.gov.zawebsiteasperitemsreceived.(Excludingweekendsandpublicholidays)

Provideddailycontentupdatesto the www.gov.zawebsiteasperitemsreceived(excludingweekendsandpublicholiday)asfollows:Published:7535speeches,statementsandadvisories;66opinionpieces;3940documents.

None None


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DailycontentupdatestoGCISmanagedsocialmediachannelsaspertheweeklycontentplanandadhocitemsasperGovernmentPoA.(excludingweekendsandpublicholidays).

ImplementeddailypostsonGCISsocialmediaaccounts.Contentwaspublisheddailyonsocialnetworksincluding:Facebook,TwitterandFlickr.

DailycontentupdatestoGCISmanagedsocialmediachannelsaspertheweeklycontentplanandadhocitemsasperGovernmentPoA.(excludingweekendsandpublicholidays).

ProvideddailycontentupdatestoGCISmanagedsocialmediachannelsaspertheweeklycontentplanandadhocitemsasperGovernmentPoA(Excludingweekendsandpublicholidays)asfollows:Posted5458tweetsand2171Facebookmessages.

None None

Subprogramme: Policy and ResearchStrategicobjective:Providestrategicleadershipandsupportingovernmentcommunicationthroughpublicopinionresearchandanalysisofmediacoveragetounderstandthecommunicationenvironmentandinformgovernmentmessages.Objectivestatement:Toconductpublicopinionresearchandanalysisofmediacoverageinordertoinformcommunicationstrategy.Performance Indicator Actual Achievement





NumberofInsight newsletterspublished

EightInsightnewsletterspublished

Four Insightnewsletterspublished.

Four Insightnewsletterswerepublished.

None None

Numberofpublicopinionresearchreportsongovernmentpriorities

Producedtworeportsperclusterbiannuallyandtwointegratedoverviewclusterreportsbiannually

Tworeportsperclusterproduced per year.

Producedtworeportspercluster.

None None

ProducedtwoPulse of the Nation research reports

Two Pulse of the Nation reportsproducedannually.

ProducedtwoPulse of the Nation reports.

None None

Numberofreportsongovernmentcommunicationmonitoringandevaluationproduced

Producedthreereportsoncommunicationmonitoringandevaluation

Tworeportsongovernmentcommunicationmonitoringandevaluationproducedperyear.

Producedtworeportsongovernmentcommunicationmonitoringandevaluation.

None None

Numberofmediacontentanalysisreportsonselectedpriorities

Nohistoricalinformation Twomediacontentanalysisreports produced per year.

Producedtwomediacontentanalysisreports.

None None


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Percentageofcommunicationcontent produced

Received154requestsfordevelopingkeymessagesanddevelopedall(100%)

100%ofkeymessagesproduced.

Receivedandproduced169setsofkeymessages(100%).

None None

Two opinion pieces were producedandplacedinthemediaperweek(excludingpublicholidays,weekendsandholidayperiods)exceptforthefollowingweeks:•16-20February2015•23-27February2015•16-20March2015

100%ofopinionpiecesproducedannually(excludingpublicholidays,weekendsandholidayperiods.

Produced126opinionpieces(excludingpublicholidays,weekendsandholidayperiods)asrequired(100%).

None None

Subprogramme: Communication Service AgencyStrategicobjective:Provideefficientmarketinganddistributionservicesforgovernment.Objectivestatement:Torespondtoallapprovedmarketingservicesrequests.Performance Indicator






Percentageofapprovedmarketingservicesrequestsimplemented

Conducted 12 corporate identity workshops

100%ofapprovedmarketingservicesrequestsimplemented.

Receivedandimplemented71approvedmarketingservicesrequests(100%).

None None

NumberofGCISprintproductsdistributed

Distributedfiveprintandelectronicinformationproducts: 11 editions of Vuk’uzenzelenewspaper,NelsonMandelaPortraitcoffee-tablebooklet,SAYBand Pocket Guide to South Africa,includingthePocket GuideDVD-ROM.AnnualReport2013/14.

12 of GCIS print products distributed.

Distributed19GCISprintproducts:• 16 x Vuk’uzenzele newspaper

editions.• 1 x State of the Nation Address

(SoNA) posters project.• 1xDevelopmentIndicatorBookProject(DPME).

• 1 x Pocket Guide to South Africa.

Targetoverachievedbysevenproducts.

Receivedtwoad-hocrequests:1xSoNAPosterand1xDevelopmentIndicatorBook.AdditionalVuk’uzenzele editions were distributedduetoachangeinstrategyfrommonthlytofortnightlydistribution.


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Subprogramme: Communication Service AgencyStrategicobjective:Providecost-effectivemediabulk-buyingservicesforgovernment.Objectivestatement:Torespondtoallapprovedservicesandproductsrequests.Performance Indicator






Percentageofapprovedmediabuyingcampaignsimplemented

272approvedmedia-buyingcampaignswereimplemented.Thistranslatesto100%.ThetotalamountcommittedwasR273253041.98andtotalsavingswasR24636398.98.

100%ofapprovedmedia-buyingcampaignsimplemented.

280media-buyingcampaignswereapproved.Ofthese;141werecompletedand139wereimplemented.Thistranslatesto50%.ThetotalamountcommittedwasR283061705.02centsandtotalsavingswasR40572885.88cents.

Targetunderachievedby50%(139campaigns).

Serviceprovidersdidnotsubmitproofsofflighting/broadcastontimeforthe139campaignstoeffectpayments.

Subprogramme: Communication Service AgencyStrategicobjective:Providecost-effectiveandefficientmediaproductsandservicesforgovernment.Objectivestatement:Ensureproductionofhighqualityvideoproductions,photographs,radioprogrammesandgraphicdesignsforclientdepartments.Performance Indicator

Actual Achievement 2014/15 Planned Target2015/16




Percentageofapprovedrequestsforphotographicproductsandservicesimplemented

2189requestsforphotographicproductsandserviceswerereceivedandrespondedto(100%).Ofthese884wereforphotographiccoverageand1305wereforphotographs.

100%ofapprovedrequestsforphotographicproductsandservicesimplemented.

1049requestsforphotographicproductsandserviceswereapprovedandimplemented(100%).Ofthese564wereforphotographiccoverageand485wereforphotographs.

None None

Percentageofapprovedrequestsforvideoproductsandservicesimplemented

1080requestsforvideoproductsandserviceswerereceivedandrespondedto(100%).Ofthese783wereforvideocoverage,92forvideosproductionand205forthesupplyofvideofootage

100%ofapprovedrequestsforvideoproductsandservicesimplemented.

1337requestsforvideoproductsandserviceswereapprovedandimplemented(100%).Ofthese572wereforvideocoverage,183forproductionofvideosand582forthesupplyofvideofootage.

None None


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Percentageofapprovedrequestsforradio products and servicesimplemented

652requestsforradioproductsandserviceswerereceivedandrespondedto(100%).Ofthese445wereforaudiorecordings,127wereforphone-inprogrammesandlivelink-upsand80wereforradioproductions(adverts)

100%ofapprovedrequestsforradioproductsandservicesimplemented.

220requestsforradioproductsandserviceswereapprovedandimplemented(100%).Ofthese113wereforaudiorecordings,66wereforphone-inprogrammesandlivelink-ups and 41 were for radio productions (adverts).

None None

Percentageofapprovedrequestsforgraphicdesignsimplemented

584requestsforgraphicdesignwerereceivedandrespondedto(100%)

100%ofapprovedrequestsforgraphicdesignsimplemented

294requestsforgraphicdesignswereapprovedandimplemented(100%)

None None

Percentageofapprovedrequestsfor assistance with Corporate Identity implemented

Conducted 12 corporate identity workshops

100%ofapprovedrequestsforassistancewith Corporate Identity implemented.

441approvedrequestsforassistancewith Corporate Identity were approvedandimplemented(100%).Of these 25 were for information on protocolaroundofficialphotographs,21werefortrainingandworkshops,209wereforadviceonCorporateIdentity and 186 were for Corporate Identityqualitycontrol.

None None

Strategy to overcome areas of underperformance

MancoandtheARCdiscussedandapprovedquarterlyperformancereportsbeforethequarterlyreportsweresubmittedtoNationalTreasuryandtheExecutiveAuthorityasalegislativerequirement.Non-achieved,delayedorpartiallyachievedtargetsfromthepreviousquarterswereupdatedbyimplementingcorrectiveactionplansandreportedon.

Changes to planned targets

Therewerenochangesontheplannedtargetsfortheyearunderreview.



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Subprogrammeexpenditure

Subprogramme Name

2015/16 2014/15Final

AppropriationActual


FinalAppropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’0002.1 Programme Management for

Content Processing and Dissemination

2 984 2 984 - 3 395 3 395 -

2.2 Policy and Research 29 582 29 566 16 32475 31 382 1 093

2.3 Products and Platforms 42 612 42 395 217 51 343 51 294 49

Total 75 178 74 945 233 87 213 86 071 1 142

TheunderspendinginPolicyandResearchisduetolowerresearchcoststhananticipated.TheunderspendinginProductsandPlatformsrelatetoanofficialthatissecondedtoanotherdepartmentwhofundsthecostofcompensationofemployees.

PROGRAMME 4: COMMUNICATION SERVICE AGENCY

Subprogrammeexpenditure

Subprogramme Name

2015/16 2014/15Final

AppropriationActual


FinalAppropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’0004.1 Marketing, Advertising and

Media Buying26 309 26 309 - 28 320 28 320 -

4.2 Media Production 25 601 25 600 1 27225 27225 -

Total 51 910 51 909 1 55 545 55 545 -


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4.3 Programme 3: Intergovernmental Coordination and Stakeholder Management

Purpose: Implementation of developmentcommunication through mediated and unmediatedcommunicationandsoundstakeholderrelationsandpartnerships.

Subprogrammes: Provincial and Local Liaison ensures that the NCSF ispresentedtotheprovincesforalignment.Fundingwill be used to procure various media channels,HR capacity, platforms and materials to promotegovernmentmessages to the public at local levels.ThesubprogrammeisalsoresponsibleforpromotingtheThusongServicesCentrestothepublic,aswellasensuringthatgovernmentdepartmentssenddifferentprint products and materials to these centres.The subprogramme also coordinates the Imbizoprogrammeofgovernment.

Cluster Communication provides clustercommunication advice, coordination and supportto departments. It also provides leadership on keyclustercommunicationissuesandcampaigns.

Media Engagement leads and drives interactionand communication between government and themedia. Funding in this subprogramme will be usedtoensureeffectiveliaisonbetweenMinistersandthemedia; manage ongoing media liaison services togovernment by providing government information;establishing, strengthening andmaintainingworkingrelationships with foreign media and independentmedia;andestablishing relationswithSouthAfrican missionswiththeviewofdisseminatinggovernmentinformationandkeytargetedmessages.

Strategic objectives: • Improve interdepartmental coordination by joint

planning and sharing of messages across thethreespheresofgovernmenttoensurecoherenceandalignmentofgovernmentmessages.

• An informed and empowered citizenry on government’s policies, plans, programmes andachievements to increase public participation ingovernment.

• Implement a proactive media engagementsystem by building, maintaining and improvingrelationswiththemediaanddrivethegovernmentcommunicationagenda.

Subprogramme: Provincial and Local Liaison Key achievements

During 2015/16, the Provincial and Local Liaisonsubprogramme implemented 1 920 developmentcommunication projects, reaching more than 47millionpeoplethroughcommunityradioprogrammes,door-to-door household crusades, print-mediafeatures/advertorials, outreach campaigns,community dialogues, seminars, mall/ taxi rankactivations,androadintersectiondistributiondrives,amongothers.Given themajor focus in thecurrentphase of the National Communication Strategy ongrowing theeconomyandcreating jobsandskillingthe nataion, motably young people, these eventsfocussedprincipallyonpromotinginclusiveeconomicparticipation programmes but also entrepreneurshipopportunities,particularlyinsmall,mediumandmicroenterprises (SMMEs), as well as skills developmentopportunities. The communication projects alsofocused on mobilising communities in the fightagainst crime and communicating successes in

thedeliveryofqualitybasicservices in linewith thelocalgovernmentrevitalisationplan,BacktoBasics.Provincialanddistrictofficesalsodevelopedoutreachcampaigns in support of the celebration of nationaldaysasplatformsdrivingsocialcohesionandnation-building.

District and provincial offices conducted 2 170communityandstakeholderliaisonvisits.Thesevisitshave intensified platforms and opportunities wherethe public can access government information andhave been implemented through approaches suchas community and stakeholder engagements, face-to-face activities, local communication environmentassessment visits many linked to responses tocommunity protests and dissatisfaction, as wellas community media events. The GCIS supportedpolitical principals in 326 izimbizo where they interacted with communities in deepening ourparticipatory democracy. The subprogramme held580 marketing events to increase the visibility ofthe Thusong Service Centres and intensify the useof 30 integrated mobile units working with thesecentres.Thesubprogrammedistributed48copiesofthe weekly electronic newsletter My District Today,which shares information and provides updates ongovernment’sdeliveryonitsPoA.

Thecontentof thepublication isgoodnewsstoriesfromthecoalfaceofservicedeliverytoaround13000recipientsinawidespectrumofsectors–government,unions, business, civil society formations, faithgroups,themedia,bothcommunityandcommercial,municipal and government communicators, wardcouncillors, provincial and local political principalsand constituency offices. Highlights of My District Today this year included special editions profiling


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direct engagement between government andcommunities through the National Imbizo FocusWeek, thepromotionof tolerance in lightof attacksonforeignnationalsexperiencedinthisperiod,YouthandWomenMonth,andtheAnnualThusongServiceCentreWeekduringPublicServiceMonth.

Additionally, during this year, through the GCIS’provincial and district footprint, around 1 505 965government information products were distributedthrough 1 691 distribution points, outreachcampaigns,communityandstakeholderliaisonvisits,Thusongmarketingactivities,Izimbizoanddistributionchampionsorpartners.Whatisparticularlyimportantaboutthisplatformisthedegreetowhichtheprovincialand district offices of theGCIS are able to localiseand/or customise products such as informationleafletsandpamphletswhichareevenproduced in-houseand thereforeareproving verycost-effective.Some of these localised products include leave-behindleafletswhichdepictimportantcontactdetailsofthespecificlocalgovernmententitiesandhowtheycanbeaccessedinaspecificcommunity.

Aseriesoftheme/sectorspecificdatabaseshavebeendeveloped ineachprovincialanddistrictoffice,andthedisseminationofgovernmentcontentthroughoutthe system takes place through an innovative newproduct“GovernmentNews”,anelectronicnewsletterwhich is customised from national content toolkitsandeithersent inbulk toalldatabasemembers,orcustomised to the most appropriate audience such asbusiness information to thebusiness, labourandSMME sectors. A total of 235 content toolkits (key messages,communication strategies, fact sheets, summaries

or media statements) in relation to government’simplementation of its mandate and the PoA, havebeen disseminated to amongst others, strategicstakeholders: Members of the Executive Council(MECs),DGs,HeadsofDepartments (HoDs),HoCs,ChiefsofStaff,MediaLiaisonOfficers(MLOs),CDWs,captains of industry, civil society, labour, provinciallegislators,mediaandpoliticalformations.

The GCIS cascades content toolkits to CDWs,largely through their district coordinators, to assistthem in becoming content champions. They alsoreceive government publications regularly, includingour flagship Vuk’uzenzele newspaper. Very specificinterventions have, however, been undertaken andcontinue to be done to ensure the communicationskills of theCDWs, as the largest fleetof local footsoldiers, are enhanced. For example, a capacity-buildingworkshop forward committees, councillorsand CDWs of Mantsopa and Letsemeng localmunicipalities in theFreeStatewasconductedwithcontent anchored around the Broadcasting DigitalMigration (BDM), local government elections andthereviewofthemunicipalcommunicationstrategy.Sucheventstakeplaceregularlycountrywide.

Around 87 communication coordination forums arein place countrywide meeting monthly or quarterly.CDWs have been integrated into the functioningof these meetings if not individually, through theirdistrictcoordinators.Throughthesetheyareabletobeintegratedintocommunicationcampaignsastheyunfoldandalsobepartofthestrategiccommunicationnetwork.

HighlightsThe Rapid Response platform has increased tobecome a space for municipalities to share bestpractices on general media management. This isanother tangible, impactful andmeasurable supporttheGCISgives to thecommunicationsystem in theprovinces.

Therehasbeenaremarkableresponsefromrespectiveprovinces with respect to communication aroundgovernmentinterventionstodroughtandwater-relatedchallengeswhereintaskteamswereestablishedandsupportedbyMINMECsandotherintergovernmentalstructures.Forexample,inMpumalanga,asymbolicprovincial Disaster Relief Programmewas launchedon24November2015.Sixtyseconds radioadvertswere carried out five times a day for four days inDecember2015andradiointerviewsledbyMECs.

Political support to the development of an effectivecommunication system at local government hasgrown in this year with more intergovernmentalforums appreciating communication at local level.The MEC for Local Government in KwaZulu-Natal has considered progress reports around theimplementation of the Back-to-Basics Strategy andtherehasbeenanextensivenumberofmayorstakingadvantageoftheradioslotsprovidedbytheGCIStocommunicateonmunicipalissues.

The Thusong programme hasmade a huge impacton the lives of ordinary South Africans throughvariouspartnershipandservice-deliverydrivessuchas the inaugural Thusong Service Centre AnnualWeekthattookplaceaspartofPublicServiceMonthin September 2015, and centred around a range of


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coordinated events and activities aimed at profilingthe services offered by the centres, successfulpartnerships underpinning centres, aswell as goodwork done by ordinary citizens in the centres andcentre communities.

Challenges

While localcommunityprotestshavemanynuancedcauses, inadequate communication of successesand challenges bymunicipalities contributes to thiscontestedlocalenvironment.

The frontline/coalface servicepresenceof theGCISofficialscontinuedtodecreasein2015/16. Subprogramme: Cluster Communication

Key achievements

BetweenApril2015andMarch2016,theGCISprovidedstrategic leadership and communication support intheplanningandimplementationofmajorgovernmentcampaigns per cluster. Annual communicationprogrammes for clusters were developed andimplemented in collaborationwith the departments.The support included conceptualising campaigns,developing communication strategies/plans,content development, information dissemination,stakeholder engagement, internal communication,andcoordinatinggovernmentcommunications.Someofthecommunicationactivitiesinclude:• Nine-Point Plan to grow the South African

economy;• BDM;• Feesmustfallcampaign;• OperationFiela;

• Resolvingtheenergychallenge;• Nationaland Internationalconferences/summits,

e.g.ForumonChina-AfricaCooperation(FOCAC),ChinaStateVisit,WorldEconomicForum(WEF)-Africa, African Union (AU) Summit, CommonWealthYouthconference;

• Themed months and national commemorativedays;

• Responsetolocalprotests;• Responsetodroughtandfloods;• Voterregistration;• ApplyNowCampaign(Khetha).

Theclusterscoordinatedeightclustermediabriefingsto inform the media, public and stakeholders ofprogress made in implementing government’s PoA(MTSF 2014-2019) covering the term of the currentadministration.

These briefings reflected on progress made inimplementing the pronouncements made duringtheSoNA.Inadditiontotheclusterbriefings,mediabriefings on campaigns and key issues were alsofacilitated. A range of communication opportunitiesweresourcedandimplementedtofurtheramplifytheachievements and good-news stories following thecluster media briefings, using various internal andexternalplatforms.

The Cluster Supervisors provided strategiccommunicationsupporttotheCabinetSpokespersonandtheDGsclusters.

Training and Development programmes forgovernment communicators unfolded well. Somegovernment communicators had an opportunityto be trained by GCIS communication training.

Induction programmes also conducted in theNorthWest, Eastern Cape and Gauteng Provinces LocalGovernment.

Challenges

Some challengesexperiencedincluded:• Sourcing content and approval of content

drafted by theGCIS fromdepartments such asparagraphs, Q&As, fact sheets, key messages,etc.remainsachallengewithsomedepartments.Thisleadstoverylatedisseminationofproductsandinformationtostakeholdersandcommunities.

• Many HoCs are unaware of Bills, policies andprogrammesthataresubmittedtoCabinet.Mostcommunicators often hear about them from theGCISforthefirsttime.

• In most cases, there is also no supportingcommunication plan, despite statements inthe Cabinet memoranda that a communicationplan exists. The GCIS raised the matter ofcommunication plans for the Bills, policies andprogrammesthroughthecommunicationclusters.ThishasalsobeenraisedbytheGCISattheDGs’Clustermeetings.

• Everymonth,departmentsarerequiredtosubmitprogress reports on the implementation of theircommunication strategies. However, some ofthemfailtosubmitthereports.

• A gap still exists with implementing post-communicationplans forprogrammes toensuregovernmentsustainsthemessage.

• Attendanceofcommunicationforumsandclustermeetingshasbeenverypoor,despitenumerousattempts by some clusters to encouragecommunicators to attend.

• A commitment is needed tohaveclustermedia


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briefings within a stipulated period or considerother communication platforms for providingupdatestothepublictoensureimpact.Thismatterhasbeenraisedthroughmeetings,communiquesandtheDGs’clusters.

• Budgets for communication campaigns andprojects remain a challenge, and at timesdepartments are not cooperatingwith the cost-sharingprincipleandbulkbuying.

• Training budget is a serious challenge to thefulfilment of the departmental communicationtrainingmandate.

Subprogramme: Media Engagement

Key achievements

During the year under review, Media Engagementsuccessfullycoordinatedcommunicationactivitiesonvariouscampaignsandprojects including theSoNAandnationaldays.Intermsofstakeholderengagement,the subprogramme organised engagements withvariousmediahouses toensure theamplificationofthe voice of government.On the international front,the subprogramme led communication coordinationfor the Southern African Development CommunityMediaAwardsandsupportedtheWEFAfricaevent,theAUSummit,FOCACandtheChinaStateVisit.

Challenges

Althoughthesubprogrammemanagedtomeetmosttargetsforthefinancialyearunderreview,HRcapacityhasremainedachallenge.


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Strategic Objectives

Programme 3: Intergovernmental Coordination and Stakeholder ManagementSubprogramme:ClusterCommunication.Strategic objective Actual Achievement 2014/15 Planned Target




Improveinterdepartmentalcoordinationbyjointplanningandsharingofmessagesacross the three spheres ofgovernmenttoensurecoherenceandalignmentofgovernmentmessages.

CompiledfourquarterlyreportsonsupporttothefunctioningofintergovernmentalCommunication system. TheInternalCommunicationPlanwasreviewedandimplemented.HeldoneGCF.

18 reports on the functioningofinterdepartmentalcommunication system produced

17reportsonthefunctioningofinterdepartmentalcommunication system produced

Targetunderachievedbyone report

One report on the functioningoftheGCFwasnot produced. The GCF was rescheduledfor13May2016duetounavailabilityofakeystakeholder.

Programme 3: Intergovernmental Coordination and Stakeholder ManagementSubprogramme:ProvincialandLocalLiaison.Strategic objective Actual Achievement





An informed and empowered citizenry ongovernment’spolicies,plans,programmesandachievementstoincreasepublicparticipation in government.

5 490 outreach campaignsimplementedthroughdifferentplatforms

3 486 outreach campaignsimplementedthroughdifferentplatforms

4670outreachcampaignsimplementedthroughdifferentplatforms

Targetoverachievedby1184campaigns.

Focusonjobcreation,crime,LocalGovernmentElections,SoNA,stakeholderengagementsforthepreparationsforMinisterializimbizo,supporttoThemeMonths,DigitalMigrationandOperationFiela,theeventsonThusong AnnualWeek,SoNAandtheBudgetSpeech,thedisplayofThusongServiceCentres’corporatebrandingidentity,disseminationofThusong ServiceCentreleafletsandtheuseoftheclusterapproachensuredthatmorethanoneThusong ServiceCentrewaspromotedatatime,ahighdemandofstakeholderengagementsforservice-deliveryprojectsandpost-SoNAwork.


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Programme 3: Intergovernmental Coordination and Stakeholder ManagementSubprogramme:MediaEngagement.Strategic objective Actual Achievement 2014/15 Planned Target




Implementaproactivemediaengagementsystembybuilding,maintainingandimprovingrelationswiththemediaanddrivethegovernmentcommunicationagenda.

Ministerialmeet-and-greetheldwithseniorjournalists.CoordinatedandhostedaPre-SoNAmedianetworkingsessionandaPresidentialPost-SoNACocktailbetweengovernmentcommunicators and the media

16strategicengagementswith the media

Held21engagementsbetweengovernmentofficialsandseniorjournalistsonthegovernmentPoAandpolicyissues

Targetoverachievedbyfiveengagements

ThereweretwoadditionalengagementsontheSoNAandthreeadditionalengagementsheldtoenhance the work of the unit.

Performance Indicators, targets and actual performance

Subprogramme: Clusters and Provincial and Local LiaisonStrategicobjective:Improveinterdepartmentalcoordinationbyjointplanningandsharingofmessagesacrossthethreespheresofgovernmenttoensurecoherenceandalignmentofgovernmentmessages.Objectivestatement:Toprovidereportsonthegovernmentcontentcascadedacrossthethreespheresofgovernmenttoensurecoherenceofgovernmentmessages.Performance Indicator Actual Achievement





Numberofreportsonsupporttothefunctioningofgovernmentcommunication system produced (provincialandlocallevel)

Compiledfourquarterlyreports on support tothefunctioningofintergovernmentalcommunication system

Four reports on support tothefunctioningofthegovernmentcommunicationsystemproduced(provincialandlocallevel).

Four reports on support to thefunctioningofthe governmentcommunica-tion system produced (provincialandlocallevel).

None None

Numberofreportsonthefunctioningofthegovernmentcommunication system produced (Nationally)

Nohistoricalinformation Eightreportsonthefunctioningofthegovernmentcommunicationsystemproduced(Nationally).

Producedeightreportsonthefunctioningofthegovernmentcommunication system (Nationally).

None None


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Numberreportsonthefunctioningoftheinternalcommunicationsystem produced

TheInternalCommunicationPlanwasreviewedandimplemented

Four reports on the functioningoftheinternalcommunication system produced.

Producedfourreportsonthefunctioningoftheinternalcommunicationsystem.

None None

Numberreportsonthefunctioningof the GCF produced

HeldoneGCF Two reports on the functioningoftheGCFproduced.

ProducedonereportononeGCFheld.Producedone concept document thefunctioningoftheGCF.

One report on thefunctioningofthe GCF was not produced.

The GCF was rescheduledfor 13 May 2016 due to unavailabilityofakeystakeholder.

Numberofreportsongovernmentcommunicationtrainingproduced

Two reports produced on monitoringofgovernmentcommunicators’training

Fourreportsongovernmentcommunicationtrainingproduced per year.

Producedfourreportsongovernmentcommunicationtraining.

None None

Subprogramme: Provincial and Local LiaisonStrategicobjective:Aninformedandempoweredcitizenryongovernment’spolicies,plans,programmesandachievementstoincreasepublicparticipationingovernment.Objectivestatement:Toimplementasustainableprogrammeofengagementwiththecitizenry.Performance Indicator






Numberofdevelopmentcommunication activationsalignedtotheGCP

2238ofdevelopmentcommunication activationsalignedtotheGCP

1200developmentcommunication activationsalignedtotheGCPperyear.

1920developmentcommunication activationsalignedtotheGCP.

Targetoverachievedby720activations

Targetoverachievedduetothefocusonjobcreation,fightagainstcrime,LocalGovernmentElections,SoNAcampaigns,stakeholderengagementsforthepreparationsforMinisterial izimbizo, support to ThemeMonths,DigitalMigrationandOperation Fiela.

NumberofmarketingeventsforThusongprogrammeheld

746marketingeventsoftheThusongProgrammewere done

486marketingeventsforThusongprogrammeheldperyear.

580marketingeventsforThusongprogrammeweredone.

Targetoverachievedby94events.

AnoverachievementwasduetotheeventsonThusongAnnualWeek,SoNAandtheBudgetSpeech,thedisplayofThusongServiceCentrescorporatebrandingidentity,disseminationofThusongServiceCentreleafletsandtheuseoftheClusterapproachensuredthatmorethanoneThusongServiceCentrewaspromotedatatime.


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Numberofcommunity and stakeholderliaisonvisitsundertaken

2 506 community and stakeholderliaisonvisitswere done

1 800 community andstakeholderliaisonvisitsundertaken per year.

2170communityandstakeholderliaisonvisitsundertaken.

Targetoverachievedby370.

TargetoverachievedduetotheplanningmeetingsforDevelopmentCommunicationactivations,izimbizo andahighdemandofstakeholderengagementsforservice-deliveryprojectsandpost-SoNAwork.

Numberofreportson izimbizoeventsheld

CompiledaconsolidatedreportonthenumberofPPP/izimbizoeventsheld.Atotalof326eventsweresupported

Four reports on the numberof izimbizo eventsheldperyear.

Compiledfourreports on 326 izimbizoeventsheld.

None None

NumberofelectronicMy District Today newsletterspublished

Published47electronicMy District Today newsletters

44electronicMy District Today newsletterspublishedperyear.

Published48electronicMy District Todaynewsletters.

Targetoverachievedbyfournewsletters.

AdditionalnewsletterswereissuedtorespondtochallengesinwatersupplyandStudentsprotests,attacksonforeignnationals.AspecialeditionwasissuedouttoreinforcecommunicationonMandelaMonth.

Subprogramme: Media EngagementStrategicobjective:Implementaproactivemediaengagementsystembybuilding,maintainingandimprovingrelationswiththemediaanddrivethecommunicationagenda.Objectivestatement:Holdengagementswiththemediatoimproverelationsanddrivethecommunicationagenda.Performance Indicator






NumberofengagementsbetweengovernmentofficialsandseniorjournalistsonthegovernmentPoAandpolicyissuesheld

Ministerialmeet-and-greetheldwithseniorjournalists.Coordinated and hosted aPre-SoNAMediaNetworkingsessionandaPresidentialPost-SoNACocktailbetweengovernmentcommunicators and the media

16engagementsbetweengovernmentofficialsandseniorjournalistsonthegovernmentPoAandpolicyissuesheldperyear.

Held21engagementsbetweengovernmentofficialsandseniorjournalistsonthegovernmentPoAandpolicyissues.

Targetoverachievedbyfiveengagements.

ThereweretwoadditionalengagementsontheSoNAandthreeadditionalengagementsheldto enhance the work of the unit.


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Numberonpost-Cabinetmediabriefingsand/orstatements issued afterordinaryCabinetmeeting

Post-Cabinetmediabriefingsand/orstatementsissued after ordinary Cabinetmeetings

18post-Cabinetmediabriefingsand/or statements issued afterordinaryCabinetmeetingperyear.

18post-Cabinetmediabriefingsand/orstatements issued after ordinaryCabinetmeeting.

None None

NumberofbiweeklyRapid Response reports for the Minister produced(excludingDecemberandJanuary)

ProducedbiweeklyRapidResponse reports for theMinister

BiweeklyRapidResponse reports produced for the Minister(excludingDecemberandJanuary).

Produced23biweeklyRapid Response reports fortheMinister(excludingDecemberandJanuary).22biweeklyRapidResponse reports were shared with the Minister.

OnebiweeklyRapidResponse report was producedbutnotshared with the Minister. One report was not produced.

One report was not produced due to atargetsettingerror.MancodidnottakeplacetoprocessanotherreportforsharingwiththeMinister.ItwasonlysubmittedtotheDeputyDG:IntergovernmentalCoordinationandStakeholderManagement.

Strategy to overcome areas of underperformance

MancoandtheARCdiscussedandapprovedquarterlyperformancereportsbeforethequarterlyreportsweresubmittedtoNationalTreasuryandtheExecutiveAuthorityasalegislativerequirement.Non-achieved,delayedorpartiallyachievedtargetsfromthepreviousquarterswereupdatedbyimplementingcorrectiveactionplansandreportedon.

Changes to planned targetsTherewerenochangesontheplannedtargetsfortheyearunderreview.


Subprogramme expenditure

Subprogramme Name

2015/16 2014/15Final

AppropriationActual


FinalAppropriation

ActualExpenditure


R’000 R’000 R’000 R’000 R’000 R’0003.1 Programme Management for Intergovernmental

Coordination and Stakeholder Management2 856 2 856 - 2 659 2 659 -

3.2 Provincial and Local Liaison 68 045 68 043 2 70415 70412 3

3.3 Media Engagement 13 198 13 200 (2) 12 845 12 843 2


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3.4 Cluster Supervision (Human Development, SocialProtection and Governance and Administration

5 482 5 482 - 4 562 4 561 1

3.5 Cluster Supervision (Economic and Infrastructure,Justice and International)

3 886 3 886 - 3788 3788 -

3.6 Media Development and Diversity Agency - - - 21 815 21 815 -

Total 93 467 93 467 - 116 084 116 078 6

TRANSFER PAYMENTSTransfer payments to public entities

Name of Public Entity Services rendered by the public entity

Amount transferred to the public entity

Amount spent by the public entity Achievements of the public entity

SouthAfricanBroadcastingCorporation (SABC)

Televisionlicencefees R56 000 Notapplicable Notapplicable

TelevisionlicencefeeswerepaidtotheSABCinaccordancewithlegislationfortheperiod1April2015to31March2016.MonitoringsystemsareinplacetodeterminethecostandtimingofpaymentstotheSABC.

Transfer payments to all organisations other than public entities

OthertransferpaymentstoHouseholdsfortheperiod1April2015to31March2016,compriseof:

Name of transferee

Type of organisation

Purpose for which the funds were used

Did the dept. comply with s 38 (1) (j) of the PFMA

Amount transferred (R’000)

Amount spent by the entity

Reasons for the funds unspent by the entity

Households Notapplicable Leavegratificationduetotheretirementofofficials

Notapplicable R529 000 Notapplicable Notapplicable

Households Notapplicable Leavegratificationduetothedeathofoneofficial

Notapplicable R52 000 Notapplicable Notapplicable

Households Notapplicable Leavediscounting Notapplicable R382 000 Notapplicable Notapplicable

CONDITIONAL GRANTSNotapplicable.

DONOR FUNDSNotapplicable

CAPITAL INVESTMENTNotapplicable.


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PART C:GOVERNANCE


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1. INTRODUCTIONGCIS ANNUAL REPORT

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AsrequiredbythePFMAof1999,theGCISmaintainsaneffective,efficientandtransparentinternalcontrolsystem toensureproperuseoffinancialandotherresources within the Accounting Officer’s area ofresponsibility.

TheGCISiscommittedtothephilosophyofeffectiveriskmanagementasacoremanagerialcapability.Itis ourpolicy that, to fulfil thepublic’sperformanceexpectations and our strategic objectives as anorganisation,wemustpursueopportunitiesinvolvingsomedegreeofrisk.

Our policy gives full and due consideration to thebalanceofriskandreward,asfarasitispracticallypossible to optimise the rewards gained from ouractivities.

To this extent, theBatho Pele principlesandCodeofConductforthePublicServicearecentralethicalstandards upon which decisions are made in pursuit oftheorganisation’soverarchingmandate.

2. RISK MANAGEMENT

It is the policy of the GCIS to adopt a commonapproachtomanagement.ThisapproachinvolvesaclearlystipulatedstrategydefiningtherisksthattheGCIS is exposed to.

TheorganisationhasanapprovedRiskManagementFrameworkwhichdrivesmanagement’sidentification,assessment,evaluationandtheimplementationofriskmanagement. The organisation undertakes annual

risk assessments and develops mitigation plans.Risks thatwere ratedabove15ormitigationplansthat were monitored are reported to managementandARCsquarterly.

Due to the small sizeof thedepartment, theGCIShasadulycombined IARCandanARCchairedbyanindependentchairperson.TheRiskManagementUnitreportstothesestructures,includingtheGCISManco. The ARC advises the Risk ManagementUnit constantly, and provides assurance on riskmanagementandfraudandcorruptionprevention.

Auditreportsareusedregularlytoidentifyemergingrisksthatareaddedtotheriskregister,asandwhenidentified,andapprovedbyMancoandtheARCforimplementation.

3. FRAUD AND CORRUPTION

TheGCIS riskmanagement policy and philosophyalsofocusesonfraudpreventionasacornerstoneforpreventingfraudandcorruptionintheorganisation.The department has a fraud prevention policyand strategy that guide the implementation of thefunction.

To implement fraudprevention, theGCISdevelopsand implements an internal communications planaimed at preventing the occurrence of fraud andcorruptionincidents–reachingallstaff.

During the financial year under review, the RiskManagement Unit published fraud prevention

messagesusing internal communicationsmediumsof communication. It developed and disseminatedposters, a brochure and a newsletter to createawareness on fraud and corruption. Throughthese interventions, the use of the Public ServiceNationalAnti-CorruptionHotline0800701701wasencouraged.

The annual risk register comprises fraud risks andthese are tracked and monitored and reported to MancoandtheARCquarterly.

The following functional areashavebeen identifiedas areas that might be susceptible to fraud andcorruption:• HR on leave management and other HR

practices;• Financeontravelclaimsandpettycash;• SCMonprocurementandassetmanagement;• CSAonmediabulkbuyingtransactions.

The above-identified sections, together with theInternal Audit, through its work, identify acts orincidents of fraud. There were no fraud and corruption incidentsdetectedduringthefinancialyear.

4. MINIMISING CONFLICT OF INTEREST

In compliance with Public Service Regulationsand the DPSA request, all senior managers havedisclosedtheirfinancialinterestsfor2014/15online.Thedepartmenthasalsoextendedtherequirementtodisclosefinancialinterestsannuallytoemployees


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on salary levels 12 and below, and these disclosures are analysed. All panelmembers of recruitment interviews declared their interests to ensure that therewasnoconflictofinterestwhenmakingrecruitmentdecisions.

5. CODE OF CONDUCT

Topromoteandmaintainahighstandardofprofessionalethicsinthedepartment,employeesareexpectedtoadheretotheCodeofConductforthePublicService.Thecode is from time to timecirculated toall staffmembersand isalsoeasilyaccessible from the intranet.Newemployeesare inductedon thecodeandanexplanatorymanualhasbeencirculatedamongexistingemployees.“ContraveninganyprescribedCodeofConductforthePublicService”islistedasoneoftheactsofmisconduct in thedepartmentalDisciplinaryCodeandProcedure.Thiscodehasacleardisciplinaryprocessbasedontheseriousnessofthecontravention.

6. HEALTH SAFETY AND ENVIRONMENTAL ISSUES

The department has a health and safety programme in place. The Acting DGappointed the Occupational Health and Safety (OHS) Committee in writing forthe2015/16financialyearandsomeoftheirdutiesincludeOHSinspectionsandconductingevacuationdrills.

7. PORTFOLIO COMMITTEES

The GCIS was invited and attended the following Portfolio Committee onCommunicationsmeetings:

7.1 21 April 2015:PresentationoftheGCIS2016/19APP.7.2 18 August 2015:Presentationofthefirst,secondandthird2014/15 performancequarterlyreportstothePortfolioCommitteeon Communications.7.3 20 October 2015:PresentationoftheGCIS2014/15AnnualReport.

8. STANDING COMMITTEE ON PUBLIC ACCOUNTS (SCOPA) RESOLUTIONS

8.1 ThedepartmentdidnotappearbeforeSCOPA.

9. PRIOR MODIFICATIONS TO AUDIT REPORTS

Natureofqualification,disclaimer,adverseopinionandmattersof non-compliance

Financialyearinwhichitfirstarose

Progressmadeinclearing/resolvingthe matter

None. None. None.


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10. INTERNAL CONTROL UNIT Work performed by the internal control units:

Subprogramme: Strategic Planning and Programme Management

The subprogramme facilitated the review andtablingof the2016-2019APP toParliamentduringthe reporting period. It compiled four quarterlyperformancereportsandsubmittedthefirst,secondandthethird2014/15quarterlyperformancereportsto the Portfolio Committee on Communications.Fourquarterlyreportswereapprovedandsubmittedto oversight bodies and the Executive Authorityas required by regulations. The subprogrammefacilitated the development of the 2014/15 AnnualReport which was tabled in September 2015 as alegislative requirement.Thedepartmentachievedaclean-auditopiniononperformanceinformation.

During the reporting period, the subprogrammereviewed the Risk Management Framework,convened the quarterly BCM Steering Committeemeetings and compiled progress reports againstthe business continuity contingency plans forapprovalbyManco.Italsocompiledandsubmittedanalysis reports and dashboards on organisationalperformanceandriskmanagementmitigationplans.The Risk Management Unit published newslettersandpostersonthepreventionoffraudandcorruption,as part of communication and to create awareness acrosstheorganisation.

Subprogramme: Information Management and Technology

The subprogramme maintained and ensured theavailability of the WAN and Internet systems andservicestogetherwithSITAaswellasmaintainedandsupported in-house systems and infrastructure with internalresources.Endoflifetechnologyrefreshmentprojectswere completed for the infrastructure andsystemsfortheGCISenterprisecontentmanagementsystem. Annual enterprise licence renewals werealsocompletedfortheelectronicofficeandsecurityenvironments.

Subprogramme: Human Resources

The department has maintained a vacancy rateof less than 10% throughout the year. Employeeswith disabilities made up 2% of the departmentalstaff complement. Implemented a departmentalHRPand98.2%ofdepartmentalstaffperformanceagreements signed within legislated timeframe.Performance assessments moderation wasconcluded and incentives rewarded. The WSPand HRD Implementation plan were approved andimplemented in line with the relevant legislativeframework, this included theawardingofbursariestointernalemployees.

The department continued to offer 24/7/365counselling services to employees and theirimmediate family members. Participation in healthscreenings,includingTBandHCT,hasincreasedinthedepartment.ThedepartmentimplementedyouthdevelopmentprogrammesintermsofinternshipandTVET programmes. Implementation of reasonableaccommodationforemployeeswithdisabilitiesandgender mainstreaming done in line with legislativeframework.


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11. INTERNAL AUDIT AND AUDIT COMMITTEES

A. Key activities and objectives of the internal audita. The purpose of the Internal Audit Activity (IAA) is to provide an

independent, objective assurance and consulting services designedtoaddvalueandimprovetheorganisation’soperations.

b. ThescopeofworkoftheIAAistodeterminewhethertheorganisation’snetwork of risk management, control, and governance processes,as designed and represented by management, is adequate andfunctioninginamannertoensureamongstothersthat:i. Risksareappropriatelyidentifiedandmanaged;ii. Significant financial, managerial and operating information is

accurate,reliableandtimely;iii. Resources are acquired economically, used efficiently, and

adequatelyprotected;andiv. Programs,plansandobjectivesareachieved.

B. Summary of audit work done

Output 2015/16 Actual Output

QuarterlyPerformanceInformationQ4and AnnualReport2014/15

Achieved

InterimFinancialStatementsQ1,Q2andQ3 AchievedQuarterlyPerformanceInformationreviewsQ1, Q2 and Q3

Achieved

Procurementandpayments AchievedHR AchievedOperations audits achievedAssetmanagement AchievedFollow-upaudits AchievedICTaudits(includingTransversalsystems) Achieved

C. Key activities and objectives of the audit committeea. The ARC in fulfilling its oversight responsibilities to the GCIS on

governance,riskmanagement,thesystemofinternalcontrol,andtheauditprocess,reviewsandmakerecommendationsregarding:ii. theeffectivenessoftheinternalcontrolsystems;iii. theeffectivenessoftheinternalauditfunction;iv. theriskareasoftheinstitution’soperationstobecoveredinthe

scopeofinternalandexternalaudits;v. theadequacy,reliabilityandaccuracyofthefinancialinformation

providedtomanagementandotherusersofsuchinformation;vi. any accounting and auditing concerns identified as a result of

internalandexternalaudits;vii. the institution’scompliancewith legalandregulatoryprovisions;

andviii.theactivitiesoftheinternalauditfunction,includingitsannualwork

programme,coordinationwith theexternal auditors, the reportsofsignificantinvestigationsandtheresponsesofmanagementtospecificrecommendations.


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Attendance of audit committee meetings by audit committee members

Thetablebelowdisclosesrelevantinformationontheauditcommitteemembers:

Name Qualifications Internal or external

If internal, position in the department

Date appointed Date resigned No. of meetings attended

MsSMachaba • Chartered Accountant (SA)• CertificateinTheoryofAccounting(CTA)• CertificationinRiskManagementAssurance

(CRMA)• CertificationinControlSelf-Assessment• CertificationinQualityAssuranceReview• HonoursBachelorofCommerceinAccounting• PostgraduateDiplomainAuditing• BachelorofCommerce• PostgraduateDiplomainEducation

External 1 March 2012 4/4

MsSNekhondela • HonoursBachelorofCommerceinBusinessManagement

• BachelorofCommerce• CentralBankingDiploma

External 1 March 2012 4/4

Tendani Mutshutshu • Chartered Accountant (SA)• MasterofCommerce(FinancialManagement)• AccountingProfessionalTraining(APT)• BachelorofCommerce,Hons(CTA)• BachelorofCommerce(Accounting)

External 1November2015 2/4


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12. AUDIT COMMITTEE REPORT

Wearepleasedtopresentourreportforthefinancialyearended31March2016.

Audit Committee responsibility

TheAuditCommitteereportsthatithascompliedwithitsresponsibilitiesarisingfromSection 38(1) (a) (ii) of thePFMAof 1999andTreasuryRegulation 3.1.13.TheAuditCommitteealsoreportsthatithasadoptedappropriateformaltermsofreferenceasitsAuditCommitteeCharter,hasregulateditsaffairsincompliancewiththischarterandhasdischargedallitsresponsibilitiesascontainedtherein.

The effectiveness of Internal Control

Our review of the findings of the Internal Auditwork,whichwas based on theriskassessmentsconductedinthedepartment,revealedcertainweaknessesthatwere then raised with the department.

Thefollowinginternalauditworkwascompletedduringtheyearunderreview:i. QuarterlyPerformanceInformationQ4andAnnualReport2014/15;ii. InterimFinancialStatementsQ1,Q2andQ32015/16;iii. QuarterlyPerformanceInformationreviewsQ1,Q2andQ32015/16;iv. ProcurementandPayments;v. HR;vi. Operationsaudits;vii. Assetmanagement;viii.Follow-upaudits;ix. ICTaudits(includingtransversalsystems).

Thefollowingwereareasofconcern:

Output 2015/16 Areas of concern

QuarterlyPerformanceInformation Q4 and AnnualReport2014/15

Completeness,accuracyandrelevanceofsomeportfolioofevidenceagainstsettargets.QuarterlyreportsachievementsnotagreeingwithAnnualReport

Interimfinancialstatements

Misstatementsofcommitmentsandaccruals

QuarterlyPerformanceInformationreviews

Completeness,accuracyandrelevanceofsomeportfolioofevidenceagainstsettargets.Effectivenessofthecatch-upplans.

Procurementandpayments

Compliancewith30dayspaymentprescript.Partiallyeffectivelogisticsmanagement

HR Jobprofilesandperformanceagreements.Leavemanagement.

Operations audits DocumentflowmanagementRecordsmanagementsEffectivemonitoringandreviews

Assetmanagement Movements(includingtransfers)ofassetsAccuracy(includingbarcoding)oftheassetregisterDisposalmanagement

Follow-upaudits Someauditrecommendationsnotimplementedperagreedtimelines

ICTaudits(includingtransversalsystems)

Effectivemanagementofsystemadministrators’anduseraccountsactivities,includingtimelyimplementationofrecommendationsfromassuranceproviders.


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In-Year Management and Monthly/Quarterly Report

The department has been reporting monthly andquarterly to National Treasury as required by thePFMAof1999.

Evaluation of Financial Statements

We have reviewed the AFS prepared by thedepartment.

Auditor-General’s Report

Wehave reviewedmanagement responsesand theimplementation plan for audit issues raised by theAGSAintheyearunderreviewandwearesatisfiedwiththeefficacyoftheinterventionplans.TheAuditCommittee will monitor the implementation of theintervention plans to ensure improvement in thesystemofgovernance,riskmanagementandcontrol.

TheAGSAwasindependentthroughoutthefinancialyearunderreview,andtheAuditCommitteemetwiththe AGSA to ensure that there are no unresolvedissues.

The Audit Committee concurs and accepts the conclusionsoftheAGSAontheAFSandPerformanceInformation is of the opinion that the audited AFS andPerformanceInformationbeacceptedandreadtogetherwiththereportoftheAGSA.

_________________MsShirleyMachaba,CA(SA)Chairperson of the Audit CommitteeGovernmentCommunicationandInformationSystem (GCIS)Date:29July2016


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PART D:HUMAN RESOURCE MANAGEMENT

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1. INTRODUCTIONGCIS ANNUAL REPORT

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1.1. Thedepartment’sHumanResourceManagementandDevelopmentapproachhastocomplywiththeConstitutionoftheRepublicofSouthAfricaof1996;PublicServiceActof1994asamended;Public Service Regulations, 2001 as amended;LabourRelationsAct,1995 (Act66of1995)asamended; Basic Conditions of Employment,1997 (Act75of1997);SkillsDevelopmentAct,1998(Act97of1998);SkillsDevelopmentLeviesAct,1999 (Act9of1999);OccupationalHealthandSafetyAct,1993(Act85of1993);NationalSkillsDevelopmentStrategy, and thecollectiveagreements signed in the Public ServiceCoordinating Bargaining Council (PSCBC) andGeneral Public Service Sectoral BargainingCouncil.

2. OVERVIEW OF HUMAN RESOURCES

2.1 Duringtheyearunderreview,thedepartmentsetitselfthefollowingHRpriorities:• Implementtrainingprogrammesinlinewith

theGCISstrategictrainingpriorities,ascontainedintheWSPandimplementationoftheHRDPlan.

• ImplementtherevieweddepartmentalHRStrategy/HRP/EEPlan.

• Continuouslypromotesoundemployeerelationsandlabourpeace.

• Enhanceperformancemanagementbymakingclear-linksbetweenindividualandorganisationalperformance,andcreateuniformstandardsagainstwhichperformancewillbeevaluatedinvariousunitsandsimilaroccupations.

• Capacitatemanagerstomeasuretheimpactoftraininganddevelopment.

• Implementyouthdevelopmentprogrammes,internships,workintegratedlearning,youthbursaryschemetargetingyouthwithdisabilities.

• Implementastructuredcoachingandmentoringprogrammeandmanagementofdevelopmentprogrammes,includingexecutivecoaching.

• Implementinductionthroughe-learning.• Proactivewellnessprogrammefocusing

ontheemployeesandimmediatefamilymembers.

• ContinueimplementationofHCT.• Implementdiversity,gendermainstreaming

anddisabilitymanagement.

2.2 The department reviewed its HR policies.Employees with disabilities made up 2% ofthe departmental staff complement. Targetedrecruitment was implemented to ensure thatthe departmental employment equity targetsare addressed. The departmental HRP wasimplemented and the implementation reportsubmittedtotheDPSA.

2.3 Overandabovetheaforementionedpriorities,theunithadtoprovidecontinuousHRsupporttothenewlycreatedDoC.

2.4 The moderation process of performance agreements was undertaken to ensure thatclear linksbetween individual andorganisationalperformanceweremade,anduniformstandardsagainstwhichperformancewouldbeevaluatedinvariousunitsandsimilaroccupationscreated.

2.5 WiththedevelopmentoftheHRDImplementationPlan and theWSP, the focus was again on thedevelopment of leadership and/or managerialcompetencies in all levels of management.The Emerging and Advanced ManagementDevelopment programmes were implemented,targeting emerging and middle managers.Executive, business and life coaching wasimplementedtodevelopseniormanagers.

2.6 Bursariesareawarded to internal staffmembersannually and six bursary holders successfullycompleted their studies. One received a PhDdegree and the other was awarded a Master’sdegree.

2.7Thedepartmentcontinuedtoimplementemployeewellness, gendermainstreaming and reasonableaccommodation for employees with disabilities.Thedepartmentalwellnesscentrewasfullyusedfor health screening, rehabilitation sessions foremployeeswithdisabilities and sickbay forbothfemaleandmaleemployeeswhentheywereill.

2.8 The department continued to implement healthandwellness programmes to encourage healthylifestyles.E-care,theonlinewellnessservice,wasmadeavailabletoallstaffmembers.

2.9 24/7/365counsellingservicesweremadeavailableto all employees and their immediate familymembers. Educational programmes on HIV andAIDS,andotherchronicillnessescontinuetotakeplace. The department institutionalised sports.Staff members in the department participatedin the following sporting codes: soccer, yoga,aerobicsandfunwalks/runs.


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3. HUMAN RESOURCES OVERSIGHT STATISTICS

Table3.1.1Personnelexpenditurebyprogrammefortheperiod1April2015to31March2016

Programme Total expenditure (R’000)

Personnel expenditure (R’000)

Training expenditure(R’000)

Professional and special services expenditure (R’000)

Personnel expenditure as a % of total expenditure

Average personnel cost per employee (R’000)

1. Administration 144 920 59 506 383 108 41.1 1382. ContentProcessingand

Dissemination74945 45 292 363 2 238 60.4 105


93467 75565 43 3 80.8 175

4. CommunicationServiceAgency 51 909 25 098 38 - 48.3 58Total 365 241 202 461 827 2 349 55.4 470

2.10 In addition to the aboveachievements, the departmentfacedthefollowingchallenges:

• The 30 posts transferred to the DOC in the 2014/15 financial year added tothe already existing challenge of GCISoperatingwithinsufficientstaff.

• The personnel suitability checksconducted by the State SecurityAgencyandSouthAfricanQualificationsAuthoritynegativelyimpactonthepaceoffillingvacantposts.

• Due to budget cuts, training wassuspended during the latter part ofthe financial year and only 50% ofthe projected employees who weresupposedtoattendtrainingaccordingtotheWSPattendedtraining.

• Budgetcutshadasignificantimpactonthe implementation of other wellnessand reasonable accommodationprogrammes.

ThefutureHRPsareasfollows:• Review and implement the departmental HRP

andEEPlan;• Continuously implement and enhance the

employee performancemanagement system inthedepartment;

• Continuouslypromotesoundemployeerelationsandlabourpeace;

• Provide continuous HR support to the newlycreatedDoC;

• Implement trainingprogrammes in linewith theWSPandtheHRDImplementationPlan;

• Continuously implement structured coachingandmentoring;

• Proactive wellness programme for employeesandtheirimmediatefamilymembers;

• Continuously implement reasonableaccommodationforemployeeswithdisabilities;

• Implement gender mainstreaming and job-accessplans;

• Intensify education on HIV and AIDS and other chronicillnesses.


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Table3.1.2Personnelcostsbysalarybandfortheperiod1April2015to31March2016.

Salary band Personnel expenditure (R’000) % of total personnel cost No. of employees Average personnel cost per employee (R’000)

Lowerskilled(levels1-2) 1 - - -Skilled(levels3-5) 5 456 2.7 32 171Highlyskilledproduction(levels6-8) 39 835 19.7 133 300Highlyskilledsupervision(levels9-12) 96 585 47.7 195 510SeniorandTopmanagement(levels13-16) 48779 24.1 44 1 109Contract(levels3-5) 331 0.2 2 166Contract(levels6-8) 5741 2.8 20 287Contract(levels9-12) 2 368 1.2 4 592Contract(levels13-16) 1 958 1.0 1 1 958Periodicalremuneration 1407 0.7 269 22Total 202 461 100 700 300

Table3.1.3Salaries,Overtime,Homeowner’sAllowanceandMedicalAidbyprogrammefortheperiod1April2015to31March2016.

Programme Salaries Overtime Homeowner’s Allowance Medical Aid

Amount (R’000

Salaries as a % of personnel costs

Amount (R’000)

Overtime as a % of personnel costs

Amount (R’000)

HOA as a % of personnel costs

Amount (R’000)

Medical aid as a % of personnel costs

1. Administration 46 393 78.0 723 1.2 1 285 2.2 2157 3.62. ContentProcessingand

Dissemination35 680 78.8 813 1.8 892 2.0 1 239 2.7


55070 72.9 312 0.4 1773 2.3 2 908 3.8

4. CommunicationServiceAgency 18897 75.3 591 2.4 434 1.7 732 2.9Total 156 040 75.9 2 439 1.2 4 385 2.1 7 036 3.4


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Table3.1.3Salaries,Overtime,Homeowner’sAllowanceandMedicalAidbyprogrammefortheperiod1April2015to31March2016.

Programme Salaries Overtime Homeowner’s Allowance Medical Aid

Amount (R’000

Salaries as a % of personnel costs

Amount (R’000)

Overtime as a % of personnel costs

Amount (R’000)

HOA as a % of personnel costs

Amount (R’000)

Medical aid as a % of personnel costs

Lowerskilled(levels1-2) 0 0 1 100 0 0 0 0Skilled(levels3-5) 3 600 65.9 45 0.8 397 7.3 452 452Highlyskilledproduction(levels6-8) 28 423 69.8 1 011 2.5 1 640 4 1 863 1 863Highlyskilledsupervision(levels9-12) 73290618 72.8 1197 1.4 1 523 1.5 3897 2579SeniorandTopmanagement(levels13-16)

39471 78.3 0 0 820 1.6 790 790

Contract(levels3-5) 310 93.7 10 3 2 0.6 1 1 Contract(levels6-8) 5 522 96 173 3 3 0.1 0 0Contract(levels9-12) 2 196 92.3 2 0.1 0 0 0 0Contract(levels13-16) 1 821 93 0 0 0 0 33 33PeriodicalRemuneration 1407 9.4 0 0 0 0 0 0Total 156 040 72.7 2 439 1.2 4 385 2.1 7 036 5 718

3.2 Employment and vacanciesThetablesinthissectionsummarisethepositionregardingemploymentandvacancies.Table3.2.1Employmentandvacanciesbyprogrammeasat31March2016.

Programme Number of posts on approved establishment

Number of posts filled Vacancy rate Number of employees additional to the establishment

Administration 146 128 12.3 16CP&D 92 85 7.7 4IC&SM 178 164 7.9 2CSA 57 54 5.3 5Total 473 431 8.9 27


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Table3.2.2Employmentandvacanciesbysalarybandasat31March2016.

Salary band Number of posts on approved establishment

Number of posts filled Vacancy Rate Number of employees additional to the establishment

Lowerskilled(levels1-2)Skilled(levels3-5) 36 34 5.9 2Highlyskilledproduction(levels6-8) 171 153 11.9 20Highlyskilledsupervision(levels9-12) 214 199 7.2 4Seniormanagement(levels13-16) 52 45 13.7 1Total 473 431 8.9 27

Table3.2.3Employmentandvacanciesbycriticaloccupationsasat31March2016.

Critical occupation Number of posts on approved establishment

Number of posts filled

Vacancy rate Number of employees additional to the establishment

Administrativerelated–Permanent 6 6 0 1Cleanersinofficesworkshopshospitalsetc.–Permanent 5 5 0 0Clientinformclerks(switchboardreceiptinformclerks)–Permanent 3 2 33.3 0Communicationandinformationrelated–Permanent 176 165 6.3 3Communicationandinformationrelated–Temporary 1 1 0 0Financeandeconomicsrelated–Permanent 9 9 0 0Financialandrelatedprofessionals–Permanent 11 9 18.2 1Financialclerksandcreditcontrollers–Permanent 5 4 20 1Foodservicesaidsandwaiters–Permanent 7 7 0 0HRandorganisationdevelopmentandrelatedprofessionals–Permanent 6 5 16.7 1HRclerks–Permanent 5 5 0 0HRrelated–Permanent 6 4 33.3 0


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Languagepractitionersinterpretersandothercommunicators–Permanent 46 44 4.3 4Librarymailandrelatedclerks–Permanent 3 3 0 0Lightvehicledrivers–Permanent 2 2 0 0Logisticalsupportpersonnel–Permanent 2 2 0 0Material-recordingandtransportclerks–Permanent 13 10 23.1 0Messengersportersanddeliverers–Permanent 6 6 0 0Otheradministratorsandrelatedclerksandorganisers–Permanent 23 20 13 2Otheradministrativepolicyandrelatedofficers–Permanent 3 2 33.3 0OtherITpersonnel–Permanent 15 14 6.7 2Printingandrelatedmachineoperators–Permanent 1 1 0 0Secretariesandotherkeyboardoperatingclerks–Permanent 63 57 9.5 10Securityofficers–Permanent 2 2 0 0Seniormanagers–Permanent 49 42 14.3 1Tradelabourers–Permanent 5 4 20 1Total 473 431 8.9 27

3.3 Filling of SMS postsThetablesinthissectionprovideinformationonemploymentandvacanciesasitrelatestomembersoftheSMSbysalarylevel.ItalsoprovidesinformationonadvertisingandfillingofSMSposts,reasonsfornotcomplyingwithprescribedtimeframesanddisciplinarystepstaken.Table3.3.1InformationonSMSpostsasat31March2016.

SMS level Total number of funded SMS posts

Total number of SMS posts filled

% of SMS posts filled Total number of SMS posts vacant

% of SMS posts vacant

DG/HoD 1 0 0 1 100Salarylevel16 0 0 0 0 0Salarylevel15 3 3 100 0 0Salarylevel14 13 12 92 1 8Salarylevel13 36 31 86 5 14Total 53 46 85 7 13


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Table3.3.2InformationonSMSpostsasat30September2015.


Total number of SMS posts filled

% of SMS posts filled Total number of SMS posts vacant

% of SMS posts vacant

DG/HoD 1 0 0 1 100Salarylevel16 0 0 0 0 0Salarylevel15 3 3 100 0 0Salarylevel14 13 12 92 1 8Salarylevel13 36 31 86 5 14Total 53 46 85 7 13

Table3.3.3AdvertisingandfillingofSMSpostsfortheperiod1April2015to31March2016.

SMS level Advertising Filling of postsNumber of vacancies per level advertised in six months of becoming vacant

Number of vacancies per level filled in six months of becoming vacant

Number of vacancies per level not filled in six months but filled in 12 months

DG/HoD 1 0 0Salarylevel16 0 0 0Salarylevel15 0 0 0Salarylevel14 1 0 1Salarylevel13 2 0 1Total 4 0 2

Table3.3.4ReasonsfornothavingcompliedwiththefillingoffundedvacantSMSposts–Advertisedwithinsixmonthsandfilledwithin12monthsafterbecomingvacantfortheperiod1April2015to31March2016.

Reasons for vacancies not advertised within six monthsDG/HoD

Reasons for vacancies not filled within 12 monthsDG: GCIS – The post could not be filled due to insufficient pool of candidatesDirector: Marketing and Distribution – Moratorium on filling of posts


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Table3.3.5DisciplinarystepstakenfornotcomplyingwiththeprescribedtimeframesforfillingSMSpostswithin12monthsfortheperiod1April2015to31March2016

Reasons for vacancies not advertised within six months

Reasons for vacancies not advertised within six months

3.4 Job evaluationThefollowingtablesummarisesthenumberofjobsthatwereevaluatedduringtheyearunderreview.Thetablealsoprovidesstatisticsonthenumberofpoststhatwereupgradedordowngraded.

Table3.4.1Jobevaluationbysalarybandfortheperiod1April2015to31March2016.

Salary band Number of posts on approved establishment

Number of jobs evaluated

% of posts evaluated by salary bands

Posts upgraded Posts downgradedNumber % of posts

evaluatedNumber % of posts

evaluatedLowerskilled(levels1-2) 0 0 0 0 0 0 0Skilled(levels3-5) 0 0 0 0 0 0 0Highlyskilledproduction(levels6-8) 0 0 0 0 0 0 0Highlyskilledsupervision(levels9-12) 0 0 0 0 0 0 0SMS Band A 0 0 0 0 0 0 0SMS Band B 0 0 0 0 0 0 0SMS Band C 0 0 0 0 0 0 0SMS Band D 0 0 0 0 0 0 0Total 0 0 0 0 0 0 0


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Thefollowingtableprovidesasummaryofthenumberofemployeeswhosepositionswereupgradedduetotheirpostbeingupgraded.Thenumberofemployeesmightdifferfromthenumberofpostsupgradedsincenotallemployeesareautomaticallyabsorbedintothenewpostsandsomeofthepostsupgradedcouldalsobevacant.

Table3.4.2Profileofemployeeswhosepositionswereupgradedduetotheirpostsbeingupgradedfortheperiod1April2015to31March2016.

Gender African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0

Employees with a disability 0

Thefollowingtablesummarisesthenumberofcaseswhereremunerationbandsexceededthegradedeterminedbyjobevaluation.Reasonsforthedeviationareprovidedin each case.

Table3.4.3Employeeswithsalarylevelshigherthanthosedeterminedbyjobevaluationbyoccupationfortheperiod1April2015to31March2016.

Occupation Number of employees Job evaluation level Remuneration level Reason for deviation0 0 0 0 00 0 0 0 00 0 0 0 00 0 0 0 0Total number of employees whose salaries exceeded the level determined by job evaluationPercentage of total employed 0

Thefollowingtablesummarisesthebeneficiariesoftheaboveintermsofrace,genderanddisability.

Table3.4.4Profileofemployeeswhohavesalarylevelshigherthanthosedeterminedbyjobevaluationfortheperiod1April2015to31March2016.

Gender African Asian Coloured White TotalFemale 0 0 0 0 0Male 0 0 0 0 0Total 0 0 0 0 0

Employees with a disability 0 0 0 0 0

Total number of employees whose salaries exceeded the grades determined by job evaluation. None


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3.5 Employment changesThis sectionprovides informationonchanges in employmentover the financial year. Turnover ratesprovide an indicationof trends in the employmentprofileof thedepartment.Thefollowingtablesprovideasummaryofturnoverratesbysalarybandandcriticaloccupations.

Table3.5.1Annualturnoverratesbysalarybandfortheperiod1April2015to31March2016.

Salary band Number of employees at beginning of period-1 April 2015

Appointments and transfers into the department

Terminations and transfers out of the department

Turnover rate

Lowerskilled(levels1-2) 0 0 0

Skilled(levels3-5) 36 2 5 8.6Highlyskilledproduction(levels6-8) 165 13 12 4.8Highlyskilledsupervision(levels9-12) 201 5 12 3.1SMS Bands A 33 0 6 6.1SMS Bands B 10 0 4 22.2SMS Bands C 5 0 2 0SMS Bands D 0 0 2 0

Contracts 27 9 21

Total 450 11 43 9.6

Table3.5.2Annualturnoverratesbycriticaloccupationfortheperiod1April2015to31March2016.

Critical occupation Number of employees at beginning of period-April 2015

Appointments and transfers into the department

Terminations and transfers out of the department

Turnover rate

Administrativerelated–Permanent 6 0 2 33.3Cleanersinofficesworkshopshospitalsetc.–Permanent 6 0 0 0Clientinformclerks(switchboardreceptionistinformclerks)–Permanent

2 0 0 0

Communicationandinformationrelated–Permanent 161 5 6 3.7Communicationandinformationrelated–Temporary 1 0 0 0Financeandeconomicsrelated–Permanent 9 0 0 0Financialandrelatedprofessionals–Permanent 9 1 0 0


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Financialclerksandcreditcontrollers–Permanent 5 0 1 20

Foodservicesaidsandwaiters–Permanent 7 0 0 0

HRandorganisationaldevelopmentandrelatedprofessionals–Permanent

6 0 0 0

HRclerks–Permanent 6 0 0 0

HRrelated–Permanent 7 0 1 14.3

Languagepractitionersinterpretersandothercommunicators–Permanent

55 0 2 3.6

Librarymailandrelatedclerks–Permanent 3 0 2 66.7

Lightvehicledrivers–Permanent 2 0 1 50

Logisticalsupportpersonnel–Permanent 2 0 0 0

Material-recordingandtransportclerks–Permanent 11 0 2 18.2

Messengersportersanddeliverers–Permanent 5 1 0 0

Otheradministratorsandrelatedclerksandorganisers–Permanent

21 3 5 23.8

Otheradministrativepolicyandrelatedofficers–Permanent

3 0 0 0

Otherinformationtechnologypersonnel–Permanent 15 0 0 0

Otheroccupations–Permanent 0 0 2 0

Printingandrelatedmachineoperators–Permanent 3 0 2 66.7

Secretariesandotherkeyboardoperatingclerks–Permanent

53 9 4 7.5

Securityofficers–Permanent 2 0 0 0

Seniormanagers–Permanent 46 0 12 26.1

Tradelabourers–Permanent 4 1 1 25

Total 450 20 43 9.6


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Thetablebelowidentifiesthemajorreasonswhystaffleftthedepartment.

Table3.5.3Reasonswhystaffleftthedepartmentfortheperiod1April2015to31March2016.

Termination type Number % of total resignationsDeath 1 2.3Resignation 16 37.2Expiry of contract 20 46.5Dismissal–operationalchanges 0 0Dismissal–misconduct 0 0Dismissal–inefficiency 0 0Dischargedduetoill-health 1 2.3Retirement 5 11.6

TransfertootherPublicServicedepartments 0 0

Other 0 0

Total 43 100%Total number of employees who left as a % of total employment 9.6%

Table3.5.4Promotionsbycriticaloccupationfortheperiod1April2015to31March2016.

Occupation Employees 1 April 2015

Promotions to another salary level

Salary level promotions as a % of employees by occupation

Progressions to another notch within a salary level

Notch progression as a % of employees by occupation

Administrativerelated 6 1 16.7 5 83.3Cleanersinofficesworkshopshospitals,etc. 6 0 0 2 33.3Clientinformclerks(switchboardreceiptinformationclerks)

2 0 0 1 50

Communicationandinformationrelated 162 9 5.6 124 76.5Financeandeconomicsrelated 9 0 0 6 66.7Financialandrelatedprofessionals 9 3 33.3 2 22.2Financialclerksandcreditcontrollers 5 1 20 3 60


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Foodservicesaidsandwaiters 7 0 0 7 100

HRandorganisationaldevelopmentandrelatedprofessionals

6 0 0 5 83.3

HRclerks 6 0 0 5 83.3

HRrelated 7 0 0 5 71.4

Languagepractitionersinterpretersandothercommunicators

55 0 0 36 65.5

Librarymailandrelatedclerks 3 0 0 2 66.7

Lightvehicledrivers 2 0 0 1 50

Logisticalsupportpersonnel 2 0 0 1 50

Material-recordingandtransportclerks 11 0 0 9 81.8

Messengersportersanddeliverers 5 0 0 4 80

Otheradministrationandrelatedclerksandorganisers

21 0 0 18 85.7

OtheradministrativePolicyandrelatedofficers 3 0 0 3 100

OtherITpersonnel 15 0 0 11 73.3

Printingandrelatedmachineoperators 3 0 0 0 0

Secretariesandotherkeyboardoperatingclerks

53 0 0 34 64.2

Securityofficers 2 0 0 1 50

Seniormanagers 46 2 4.3 34 73.9

Tradelabourers 4 0 0 2 50

Total 450 16 3.6 321 71.3%


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Table3.5.5Promotionsbysalarybandfortheperiod1April2015to31March2016.

Salary band Employees 1 April 2015

Promotions to another salary level

Salary bands promotions as a % of employees by salary level

Progressions to another notch within a salary level

Notch progression as a % of employees by salary bands

Lowerskilled 0 0 0 0 0(levels1-2) 36 0 0 25 68.6Skilled(levels3-5) 165 2 1.4 108 72.4Highlyskilledproduction 201 10 5.1 153 77.4(levels6-8) 48 4 8.5 35 72.3Highlyskilledsupervision 450 16 3.6 321 71.3(levels9-12) 4 0 0 2 50

SMS(levels13-16) 4 0 0 2 50

Total 450 16 3.6 321 71.3%

3.6 Employment Equity Table3.6.1Totalnumberofemployees(includingemployeeswithdisabilities)ineachofthefollowingoccupationalcategoriesasat31March2016.

Occupational category Male Female TotalAfrican Coloured Indian White African Coloured Indian White

Legislators,seniorofficialsandmanagers 15 3 1 5 12 2 3 1 42Professionals 111 9 1 5 102 6 4 13 251Techniciansandassociateprofessionals 3 0 0 1 6 0 0 0 10Clerks 19 2 1 1 67 7 1 3 101Serviceandsalesworkers 2 0 0 0 0 0 0 0 2Skilledagricultureandfisheryworkers 0 0 0 0 0 0 0 0 0Craftandrelatedtradesworkers 0 0 0 0 0 0 0 0 0

Plantandmachineoperatorsandassemblers 3 0 0 0 0 0 0 0 3

Elementaryoccupations 7 0 0 0 12 2 0 1 22

Total 160 14 3 12 199 17 8 18 431Employees with disabilities 4 1 0 1 1 0 0 1 8


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Table3.6.2Totalnumberofemployees(includingemployeeswithdisabilities)ineachofthefollowingoccupationalbandsasat31March2016.


TopManagement 1 1 0 1 2 0 0 0 5SeniorManagement 15 2 1 4 11 3 3 1 40Professionallyqualifiedandexperiencedspecialistsandmid-management

91 7 2 6 74 3 4 12 206

Skilledtechnicalandacademicallyqualifiedworkers,juniormanagement,supervisors,foremanand superintendents

38 4 0 1 97 8 1 4 153

Semi-skilledanddiscretionarydecision-making 15 0 0 0 15 3 0 1 34Unskilledanddefineddecision-making 0 0 0 0 0 0 0 0Total 160 14 3 12 199 17 8 18 431

Table3.6.3Recruitmentfortheperiod1April2015to31March2016.


TopManagement 0 0 0 0 0 0 0 0 0SMS 0 0 0 0 0 0 0 0 0Professionallyqualifiedandexperiencedspecialistsandmid-management

2 0 0 0 3 0 0 0 5


2 1 0 0 9 1 0 0 13

Semi-skilledanddiscretionarydecision-making 1 0 0 0 1 0 0 0 2Unskilledanddefined-decisionmaking 0 0 0 0 0 0 0 0 0Total 5 1 0 0 13 1 0 0 20Employees with disabilities 0 0 0 0 0 0 0 0 0


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Table3.6.4Promotionsfortheperiod1April2015to31March2016.



69 6 1 3 65 4 4 11 163


31 4 0 1 64 6 1 3 110

Semi-skilledanddiscretionarydecision-making 10 0 0 0 12 0 0 0 22Unskilledanddefineddecision-making 0 0 0 0 0 0 0 0 0Total 123 11 1 10 153 16 8 15 337Employees with disabilities 4 1 0 0 1 0 0 1 7

Table3.6.5Terminationsfortheperiod1April2015to31March2016.



3 0 0 0 6 2 0 1 12


6 1 0 1 4 0 0 0 12

Semi-skilledanddiscretionarydecision-making 4 0 0 0 1 0 0 0 5Unskilledanddefineddecision-making 0 0 0 0 0 0 0 0 0Total 22 1 0 1 15 2 0 2 43Employees with disabilities 1 0 0 1 0 0 0 0 2


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Table3.6.5Terminationsfortheperiod1April2015to31March2016.


N/A 2 0 0 0 2 0 0 0 4

Table3.6.7Skillsdevelopmentfortheperiod1April2015to31March2016.


Legislators,seniorofficialsandmanagers 2 0 0 1 3 0 3 1 10Professionals 13 1 1 1 8 1 0 5 30Techniciansandassociateprofessionals 2 0 0 0 4 0 0 0 6Clerks 1 0 0 0 5 0 0 0 6Serviceandsalesworkers 0 0 0 0 0 0 0 0 0Skilledagricultureandfisheryworkers 0 0 0 0 0 0 0 0 0Craftandrelatedtradesworkers 0 0 0 0 0 0 0 0 0Plantandmachineoperatorsandassemblers 0 0 0 0 0 0 0 0 0Elementaryoccupations 0 0 0 0 0 0 0 0 0Total 18 1 1 2 20 1 3 6 52Employees with disabilities 0 0 0 0 0 0 0 0 0

3.7 Signing of performance agreements by SMS members.Table3.7.1SigningofperformanceagreementsbySMSmembersasat31May2015.


Total number of SMS members

Total number of signed performance agreements

Signed performance agreements as % of total number of SMS members

DG/HoD 1 0 0 0Salarylevel16 0 0 0 0Salarylevel15 3 3 3 100Salarylevel14 13 10 10 100


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Salarylevel13 39 31 31 100Total 56 44 44 100

Table3.7.2ReasonsfornothavingconcludedperformanceagreementsforallSMSmembersasat31March2016.

Reasons N/A

Table3.7.3DisciplinarystepstakenagainstSMSmembersfornothavingconcludedperformanceagreementsasat31March2016.

Reasons N/A

3.8 Performance rewardsToencouragegoodperformance,thedepartmenthasgrantedthefollowingperformancerewardsduringtheyearunderreview.Theinformationispresentedintermsofrace,gender,disability,salarybandsandcriticaloccupations.

Table3.8.1Performancerewardsbyrace,genderanddisabilityfortheperiod1April2015to31March2016.

Race and Gender Beneficiary Profile CostNumber of beneficiaries Number of employees % of total within group Cost (R’000) Average cost per employee

African

Male 76 156 48.7 854 11 243Female 115 198 58.1 1175 10 219Asian

Male 3 3 100 79 26 236 Female 6 8 75 122 20307Coloured

Male 7 13 53.8 97 13797Female 14 17 82.4 151 10770White

Male 7 11 63.6 145 20718Female 11 17 64.7 139 12 649Total 239 423 56.6 2762 125 939


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Table3.8.2PerformancerewardsbysalarybandforpersonnelbelowSMSfortheperiod1April2015to31March2016.

Salary band Beneficiary Profile Cost Race and GenderNumber of beneficiaries

Number of employees

% of total within group

Cost (R’000) Average cost per employee

LowerSkilled(levels1-2) 0 0 0 0 0Skilled(levels3-5) 28 34 87.5 92 3 286Highlyskilledproduction(levels6-8) 71 153 70.4 465 12 591Highlyskilledsupervision(levels9-12) 116 199 84 1 488 26817Total 215 386 32.8 2045 42 694

Table3.8.3Performancerewardsbycriticaloccupationfortheperiod1April2015to31March2016.

Critical occupation Beneficiary profile CostNumber of beneficiaries

Number of employees % of total within occupation

Total cost (R’000) Average cost per employee

Administrativerelated 3 6 50 44 14667Cleanersinofficesworkshopshospitals,etc. 4 5 80 14 3 500Clientinformationclerks(switchboard,receptionistandinformationclerks)

0 2 0 0 0

Communicationandinformationrelated 98 166 59 1 241 12 663Financeandeconomicsrelated 6 9 66.7 119 19 833Financialandrelatedprofessionals 3 9 33.3 28 9 333Financialclerksandcreditcontrollers 3 4 75 18 6 000Foodservicesaidsandwaiters 7 7 100 23 3 286HRandorganisationaldevelopmentandrelatedprofessionals

0 5 0 0 0

HRclerks 1 5 20 10 10 000HRrelated 4 4 100 50 12 500


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Languagepractitionersinterpretersandothercommunicators

21 44 47.7 168 8 000

Librarymailandrelatedclerks 1 3 33.3 3 3 000Lightvehicledrivers 1 2 50 3 3 000Logisticalsupportpersonnel 1 2 50 7 7000Material-recordingandtransportclerks 7 10 70 37 5 286Messengersportersanddeliverers 5 6 83.3 15 3 000Otheradministrativeandrelatedclerksandorganisers

15 20 75 115 7667

Otheradministrativepolicyandrelatedofficers 0 2 0 0 0Otherinformationtechnologypersonnel. 8 14 57.1 76 9 500Printingandrelatedmachineoperators 1 1 100 3 3 000Secretariesandotherkeyboardoperatingclerks 24 57 42.1 127 5 292Securityofficers 1 2 50 3 3 000Seniormanagers 27 42 64.3 706 26 148Tradelabourers 3 4 75 11 3667Total 244 431 56.6 2 821 11 561

Table3.8.4Performancerelatedrewards(cashbonus),bysalarybandforSMSfortheperiod1April2015to31March2016.

Salary band Beneficiary Profile Cost Total cost as a % of the total personnel expenditure

Number of beneficiaries

Number of employees

% of total within salary bands

Total Cost (R’000)

Average cost per employee

Band A 20 31 64.5 487 24 350 32372Band B 6 9 66.7 184 30667 12 261Band C 3 5 60 105 35 000 7358Total 29 45 64.4 776 26 758.6 51 991


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3.9 Foreign workersThetablesbelowsummarisetheemploymentofforeignnationalsinthedepartmentintermsofsalarybandandmajoroccupation.

Table3.9.1Foreignworkersbysalarybandfortheperiod1April2015to31March2016.

Salary band 01 April 2015 31 March 2016 ChangeNumber % of total Number % of total Number % Change

Lowerskilled 0 0 0 0 0 0Highlyskilledproduction(levels6-8) 0 0 0 0 0 0Highlyskilledsupervision(Level.9-12) 0 0 0 0 0 0Contract(level9-12) 0 0 0 0 0 0Contract(level13-16) 0 0 0 0 0 0Total 0 0 0 0 0 0

Table3.9.2Foreignworkersbymajoroccupationfortheperiod1April2015to31March2016.

Major occupation 01 April 2015 31 March 2016 ChangeNumber % of total Number % of total Number % Change

N/A 0 0 0 0 0 0N/A 0 0 0 0 0 0

3.10 Leave utilisation Thefollowingtablesprovideanindicationoftheuseofsickleaveanddisabilityleave.Inbothcases,theestimatedcostoftheleaveisalsoprovided.Table3.10.1Sickleavefortheperiod1January2015to31December2015.

Salary band Total days % Days with Medical certification

Number of Employees using sick leave

% of total employees using sick leave

Average days per employee

Estimated Cost (R’000)

Lowerskills(levels1-2) 0 0 0 0 0 0Skilled(levels3-5) 218 78.3 32 8.4 15 117Highlyskilledproduction(levels6-8) 923 77 128 35.9 12 50Highlyskilledsupervision(levels9-12) 981 78.6 161 45.1 9 1 814Topandseniormanagement(levels13-16) 187 70.2 36 10.1 8 689Total 2 309 76.8 357 100 44 3 547


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Table3.10.2Disabilityleave(temporaryandpermanent)fortheperiod1January2015to31December2015.

Salary band Total days % Days with Medical certification

Number of Employees using sick leave

% of total employees using sick leave

Average days per employee

Estimated Cost (R’000)

Lowerskilled(levels1-2) 0 0 0 0 0 0Skilled(levels3-5) 12 100 2 13.3 6 6Highlyskilledproduction(levels6-8) 269 100 6 40 45 298Highlyskilledsupervision(levels9-12)

210 100 7 46.7 30 325

SMS(levels13-16) 0 0 0 0 0 0Total 491 100 15 100 33 629

TradeunionsinthePSCBCin2000requiredthemanagementofannualleavetopreventhighlevelsofaccruedleavebeingpaidatthetimeofterminationofservice.

Table3.10.3Annualleavefortheperiod1January2015to31December2015.

Salary band Total days taken Number of employees using annual leave Average per employeeLowerskilled(levels1-2) 0 0 0Skilled(levels3-5) 876 32 40Highlyskilledproduction(levels6-8) 3716 36 168Highlyskilledsupervision(levels9-12) 5017.60 36 220Seniormanagement(levels13-16) 1327 34 55Total 10 936.60 23 483


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Table3.10.4Cappedleavefortheperiod1January2015to31December2015.

Salary band Total days of capped leave taken

Number of Employees using capped leave

Average number of days taken per employee

Average capped leave per employee as at 31 December 2015

Lowerskilled(levels1-2) 0 0 0 0Skilled(levels3-5) 0 0 0 0Highlyskilledproduction(levels6-8) 0 0 0 0Highlyskilledsupervision(levels9-12) 2 1 2 31SMS(levels13-16) 2 1 2 40Total 4 2 2 34

Table3.10.4Cappedleavefortheperiod1January2015to31December2015.

Reason Total amount (R’000) Number of employees Average per employee (R’000)Leavepayoutfor2015/16duetonon-utilisationofleaveforthepreviouscycle 0 0 0Cappedleavepayoutsonterminationofservicefor2015/16 806 18 44778Currentleavepayoutonterminationofservicefor2015/16 264 16 16 500Total 1 070 34 31 471

3.11 HIV and AIDS and Health Promotion programmes

Table3.11.1Stepstakentoreducetheriskofoccupationalexposure

Units/categories of employees identified to be at high risk of contracting HIV & related diseases (if any) Key steps taken to reduce the risk None. N/A


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Table3.11.2DetailsofHealthPromotionandHIVandAIDSprogrammes(ticktheapplicableboxesandprovidetherequiredinformation).

Question Yes No Details, if yes1.HasthedepartmentdesignatedamemberoftheSMStoimplementtheprovisionscontainedinPartVIEofChapter1ofthePublicServiceRegulations,2001?Ifso,provideher/hisnameandposition.

X 0 Mr K Semakane: Chief DirectorMsMTshokolo:Director.

2.Doesthedepartmenthaveadedicatedunitorhasitdesignatedspecificstaffmemberstopromotethehealthandwell-beingofyouremployees?Ifso,indicatethenumberofemployeeswhoareinvolvedinthistaskandtheannualbudgetthatisavailableforthispurpose.

X 0 SixemployeesAnnualbudget:R364560.

3.HasthedepartmentintroducedanEmployeeAssistanceorHealthPromotionProgrammeforyouremployees?Ifso,indicatethekeyelements/servicesofthisprogramme.

X 0 24/7/364wellnesscounsellingserviceswhichcoveremployeesandtheirimmediatefamilymembers.ServicesprovidedincludeHIVandAIDSandotherchronicillnesseseducationandgeneralscreeningservicesthatincludeHCT,TBscreening,cholesterol,diabetes,Pap-smear,PSA,etc.

4.Hasthedepartmentestablished(a)committee(s)ascontemplatedinPartVIE.5(e)ofChapter1ofthePublicServiceRegulations,2001?Ifso,pleaseprovidethenamesofthemembersofthecommitteeandthestakeholder(s)thattheyrepresent.

X 0 1. Keitumetse Semakane2. Middah Spaumer3.MavisTshokolo4.XikombisoKhosa5.ManikiBambalala6.DikelediNthite7.TshegofatsoModubu8.RivaashButhuram9.AnnalieLanguage10.NikoAllie11.KolaniNeba12.GeorginaMokoena13. Matona Fatman 14.LineoSehlabaka


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5.HasthedepartmentrevieweditsemploymentpoliciesandpracticestoensurethatthesedonotunfairlydiscriminateagainstemployeesonthebasisoftheirHIVstatus?Ifso,listtheemploymentpolicies/practicessoreviewed.

X 0 • EmployeeWellnessPolicy• GenderWorkplacePolicy• LeavePolicy• RecruitmentPolicy• ResettlementPolicy• OvertimePolicy• EmploymentPolicy• EPMDSPolicy• RetentionPolicy• JobEvaluationPolicy• TrainingandDevelopmentPolicy

6.HasthedepartmentintroducedmeasurestoprotectHIV-positiveemployeesorthoseperceivedtobeHIV-positivefromdiscrimination?Ifso,listthekeyelementsofthesemeasures.

X 0 DepartmentalpoliciespreventdiscriminationofemployeesonthebasisoftheirHIVstatus.ThedepartmentalHIVandAIDSprogrammealsoensuresnon-discriminationofHIV-positiveemployeeswhohavedisclosedtheirstatus.

Ifanemployeeisdiscriminatedbasedonhis/herHIVstatus,thelabourrelationsofficeradvicestheaffectedemployeetoreportthemattertotheLabourCourt.

7.DoesthedepartmentencourageitsemployeestoundergoVoluntaryCounsellingandTesting?Ifso,listtheresultsthatyouhaveyouachieved.

X 0 HCTandTBtestingtakesplacequarterlytograntemployeestheopportunitytoundergotesting.ParticipationonHCThassinceincreasedfromthepreviousfinancialyear.Inthepreviousfinancialyear,23%ofemployeestestedforTBandtheperiodunderreview12%testedforTB.Duringthe2014/15financialyear36%ofemployeestestedforHIVandin2015/16theparticipationincreasedto12%.

8.Hasthedepartmentdevelopedmeasures/indicatorstomonitorandevaluatetheimpactofitshealthpromotionprogramme?Ifso,listthesemeasures/indicators.

X 0 Throughmonthly,quarterlyandannualwellnessreportsandquarterlyHCTreports.Service-providerassessmentformscompletedbeforeHCT.Aftereachsessionevaluationformswerecompletedtomeasuretheimpact.

3.12 Labour relationsTable3.12.1Collectiveagreementsfortheperiod1April2015to31March2016.

Subject matter DateNone.

Total number of collective agreements None


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Table3.12.2Misconductanddisciplinaryhearingsfinalisedfortheperiod1April2015to31March2016.

Outcomes of disciplinary hearings Number % of totalCorrectionalcounselling 0 0Verbalwarning 0 0Writtenwarning 1 100Finalwrittenwarning 0 0Suspended without pay 1 50%Fine 0 0Demotion 0 0Dismissal 0 0Notguilty 0 0Case withdrawn 0 0Total 2 50%

Total number of disciplinary hearings finalised None

Table3.12.3Typesofmisconductaddressedatdisciplinaryhearingsfortheperiod1April2015to31March2016.

Type of misconduct Number % of totalNone 0 0

Total 2 50%

Table3.12.4Grievancesloggedfortheperiod1April2015to31March2016.

Grievances Number % of totalNumberofgrievancesresolved 1 100Numberofgrievancesnotresolved 1 80Total number of grievances lodged


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Table3.12.5Disputesloggedwithcouncilsfortheperiod1April2015to31March2016.

Disputes Number % of TotalNumberofdisputesupheld 0 0Numberofdisputesdismissed 0 0Total number of disputes lodged 0 0

Table3.12.6Strikeactionsfortheperiod1April2015to31March2016Totalnumberofpersonsworkingdayslost 0Totalcostsworkingdayslost 0Amount recovered as a result of no work no pay (R’000) 0

Table3.12.7Precautionarysuspensionsfortheperiod1April2015to31March2016Numberofpeoplesuspended 1Numberofpeoplewhosesuspensionexceeded30days 1Averagenumberofdayssuspended 60Cost of suspension (R’000) R117 582.96

3.13 Skills DevelopmentTable3.13.1Trainingneedsidentifiedfortheperiod1April2015to31March2016.

Occupational category Gender Number of employees as at 1 April 2015

Training needs identified at start of the reporting periodLearnershipsInternshipTVET

Skills programmes and other short courses

Other forms of training

Total

Legislators,seniorofficialsandmanagers

Female 0 19 0 19Male 0 14 0 14

Professionals Female 0 90 0 90Male 0 105 0 105


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Technicians and associate professionals

Female 15 51 0 66Male 10 33 0 43

Clerks Female 10 80 0 90Male 10 27 0 37

Serviceandsalesworkers Female 0 0 0 0Male 0 0 0 0

Skilledagricultureandfisheryworkers

Female 0 0 0 0Male 0 0 0 0

Craftandrelatedtradesworkers

Female 0 0 0 0Male 0 0 0 0

Plantandmachineoperatorsandassemblers

Female 0 0 0 0Male 0 0 0 0

Elementaryoccupations Female 0 3 0 3Male 0 0 0 0

Subtotal Female 25 243 0 268Male 20 179 0 199

Total 45 422 0 467

Table3.13.2Trainingprovidedfortheperiod1April2015to31March2016.

Occupational category Gender Number of employees as at 1 April 2015

Training needs identified at start of the reporting periodLearnershipsInternshipTVET

Skills programmes and other short courses

Other forms of training

Total

Legislators,seniorofficialsandmanagers

Female 0 11 0 11

Male 0 4 0 4

Professionals Female 0 20 0 20

Male 0 9 0 9


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Technicians and associate professionals

Female 15 4 0 19

Male 10 3 0 13

Clerks Female 12 5 0 17

Male 8 0 0 8

Serviceandsalesworkers Female 0 0 0 0

Male 0 0 0 0

Skilledagricultureandfisheryworkers

Female 0 0 0 0

Male 0 0 0 0

Craftandrelatedtradesworkers

Female 0 0 0 0

Male 0 0 0 0

Plantandmachineoperatorsandassemblers

Female 0 0 0 0

Male 0 0 0 0

Elementaryoccupations Female 0 0 0 0

Male 0 0 0 0

Subtotal Female 27 40 0 67

Male 18 16 0 34

Total 45 56 0 101

3.14 Injury on dutyTable3.14.1Injuryondutyfortheperiod1April2015to31March2016.

Nature of injury on duty Number % of totalRequiredbasicmedicalattentiononly 0 0Temporarytotaldisablement 0 0Permanentdisablement 0 0Fatal 0 0Total 0 0


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3.15 Utilisation of consultantsTable3.15.1Reportonconsultantappointmentsusingappropriatedfundsfortheperiod1April2015to31March2016.

Project title Total number of consultants that worked on project Duration (work days) Contract value in Rand

Total number of projects Total individual consultants Total duration (work days) Total contract value in Rand

Table3.15.2Analysisofconsultantappointmentsusingappropriatedfunds,intermsofhistoricallydisadvantagedindividuals(HDIs)fortheperiod1April2015to31March2016.

Project title Percentage ownership by HDI groups Percentage management by HDI groups

Number of consultants from HDI groups that work on the project

Table3.15.3Reportonconsultantappointmentsusingdonorfundsfortheperiod1April2015to31March2016.

Project title Total number of consultants that worked on project Duration(Work days)

Donor and contract value in Rand

Total number of projects Total individual consultants Total duration(Work days)

Total contract value in Rand

Table3.15.4Analysisofconsultantappointmentsusingdonorfunds,intermsofHDIsfortheperiod1April2015to31March2016.

Project title Percentage ownership by HDI groups Percentage management by HDI groups

Number of consultants from HDI groups that work on the project


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3.16 Severance packagesTable3.16.1Grantingofemployeeinitiatedseverancepackagesfortheperiod1April2015to31March2016.

Salary band Number of applications received

Number of applications referred to the MPSA

Number of applications supported by MPSA

Number of packages approved by department

Lowerskilled(levels1-2) 0 0 0 0Skilled(levels3-5) 0 0 0 0Highlyskilledproduction(levels6-8) 0 0 0 0Highlyskilledsupervision(levels9-12) 0 0 0 0Seniormanagement(levels13-16) 0 0 0 0Total 0 0 0 0


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PART E:FINANCIAL INFORMATION


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REPORT OF THE AUDITOR-GENERALGCIS ANNUAL REPORT

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Report on the financial statements

Introduction

1. I have audited the financial statements ofGovernmentCommunicationandInformationSystemsetoutonpages109to171,whichcomprise the appropriation statement,the statement of financial position as at31 March 2016, the statement of financialperformance, statement of changes in netassetsandcashflowstatementfortheyearthenended,aswellasthenotes,comprisingasummaryofsignificantaccountingpoliciesandotherexplanatoryinformation.

Accounting officer’s responsibility for the financial statements

2. The accounting officer is responsible forthe preparation and fair presentation of these financial statements in accordancewithModifiedCashStandardprescribedbyNational Treasury and the requirements ofthePublicFinanceManagementActofSouthAfrica 1999, Act no 1 of 1999 (PFMA) andfor such internal control as the accountingofficer determines is necessary to enablethepreparationof financial statements thatarefreefrommaterialmisstatement,whetherdue to fraud or error.

Auditor-General’s responsibility

3. My responsibility is to express an opinionon thesefinancial statementsbasedonmyaudit. I conducted my audit in accordance

with International Standards on Auditing.Those standards require that I complywithethical requirements,andplanandperformthe audit to obtain reasonable assuranceabout whether the financial statements arefreefrommaterialmisstatement.

4. Anaudit involvesperformingprocedures toobtainauditevidenceabouttheamountsanddisclosures in thefinancial statements.Theproceduresselecteddependontheauditor’sjudgement,includingtheassessmentoftherisksofmaterialmisstatementofthefinancialstatements, whether due to fraud or error. In making those risk assessments, theauditorconsidersinternalcontrolrelevanttotheentity’spreparationandfairpresentationofthefinancialstatementsinordertodesignaudit procedures that are appropriate in the circumstances, but not for thepurpose of expressing an opinion on theeffectivenessoftheentity’s internalcontrol. An audit also includes evaluating theappropriateness of accounting policiesusedandthereasonablenessofaccountingestimatesmadebymanagement,aswellasevaluating the overall presentation of thefinancialstatements.

5. I believe that the audit evidence I haveobtained is sufficient and appropriate toprovideabasisformyauditopinion.

Appropriation Statement 109

Notes to the Appropriation Statement 143

StatementofFinancialPerformance 144

StatementofFinancialPosition 144

StatementofChangesinNetAssets 145

CashFlowStatement 145

AccountingPolicies 146

NotestotheAnnualFinancialStatements 150

Annexures 171

https://twitter.com/GCIS_Mediahttps://www.youtube.com/user/GovernmentZA https://www.facebook.com/GovernmentZAhttps://www.flickr.com/photos/governmentza www.instagram.com/governmentza


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Opinion

6. Inmyopinion, thefinancial statementspresentfairly, in all material respects, the financialpositionoftheGovernmentCommunicationandInformation System as at 31 March 2016 and itsfinancialperformanceandcashflowsfortheyear then ended, in accordance with ModifiedCashStandardprescribedbyNationalTreasuryand the requirements of the Public FinanceManagementActofSouthAfrica1999,Actno1of1999(PFMA).

Additional matter

Idrawattention to thematterbelow.Myopinion isnotmodifiedinrespectofthismatter.

7. Unaudited supplementary schedules Thesupplementaryinformationsetoutonpages171 to 183 does not form part of the financialstatements and is presented as additionalinformation.Ihavenotauditedtheseschedulesand, accordingly, I do not express an opinionthereon.

Report on other legal and regulatory requirements

8. In accordance with the Public Audit Act ofSouthAfrica,2004(ActNo.25of2004)andthegeneralnotice issued intermsthereof, Ihavearesponsibility to reportfindingson the reportedperformanceinformationagainstpredeterminedobjectivesofselectedprogrammespresentedintheannualperformancereport,compliancewithlegislationandinternalcontrol.Theobjectiveofmy testswas to identify reportable findings asdescribed under each subheading but not to

gatherevidencetoexpressassuranceonthesematters.Accordingly,Idonotexpressanopinionorconclusiononthesematters.

Predetermined objectives

9. I performed procedures to obtain evidenceabout the usefulness and reliability of thereported performance information of the followingselectedprogrammespresentedintheannual performance report of the GovernmentCommunication and Information System for the year ended 31 March 2016:

• Programme2:ContentDisseminationandProcessingonpages48to54

• Programme3:IntergovernmentalCoordinationandStakeholderManagementonpages60to64

10. I evaluated the usefulness of the reported

performance information to determine whether it was presented in accordance with the National Treasury’s annual reporting principlesand whether the reported performance was consistent with the planned programmes. Ifurther performed tests to determine whether indicators and targets were well defined,verifiable, specific, measurable, time boundand relevant, as required by the NationalTreasury’sFramework for managing programme performance information (FMPPI).

11. I assessed the reliability of the reportedperformance information to determine whether it wasvalid,accurateandcomplete.

12. I did not identify any material findings onthe usefulness and reliability of the reportedperformance information for the followingprogrammes:

• Programme2:ContentDisseminationandProcessing

• Programme3:IntergovernmentalCoordinationandStakeholderManagement

Compliance with legislation

13. Iperformedprocedurestoobtainevidencethatthe department had complied with applicablelegislation regarding financial matters, financialmanagementandotherrelatedmatters.Ididnotidentifyanyinstancesofmaterialnon-compliancewithspecificmattersinkeylegislation,assetoutinthegeneralnoticeissuedintermsofthePAA.

Internal control

14. Iconsideredinternalcontrolrelevanttomyauditofthefinancialstatements,annualperformancereportandcompliancewithlegislation.Ididnotidentify any significant deficiencies in internalcontrol.

Pretoria31July2016


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Appropriation per programme

2015/16 2014/15

Voted funds and Direct charges

Adjusted Appropriation

Virement FinalAppropriation

ActualExpenditure

Variance Expenditureas % of

final appropriation

FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

1. Administration 139 828 5 093 144 921 144 920 1 100.0% 166227 166937

2. Content Processing and Dissemination

81742 (6 564) 75178 74945 233 99.7% 87213 86071

3. Intergovernmental Coordination and Stakeholder Management

94721 (1 254) 93467 93467 - 100.0% 116 084 116078

4. Communication Service Agency 49 185 2725 51 910 51 909 1 100.0% 55 545 55 545

Total 365 476 - 365 476 365 241 235 99.9% 425 069 424 631

Reconciliation with statement of financial performanceAdd:Departmentalreceipts 4 203 747

Actualamountsperstatementoffinancialperformance (totalrevenue)

369 679 425 816

Actualamountsperstatementoffinancialperformance (totalexpenditure)

365 241 424 631


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Appropriation per economic classification

2015/16 2014/15Adjusted

AppropriationVirement Final

Appropria-tion

ActualExpenditure

Variance Expenditureas % of final appropriation

FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 363 858 (619) 363 239 362 855 384 99.9% 389 933 389 532

Compensationofemployees 209375 (6 699) 202676 202 461 215 99.9% 208057 207518

Salariesandwages 186 021 (7489) 178532 178346 186 99.9% 184 268 183728

Socialcontributions 23 354 790 24 144 24 115 29 99.9% 23789 23790

Goodsandservices 154 483 6 080 160 563 160 394 169 99.9% 181876 182 014

Administrativefees 644 (166) 478 478 - 100.0% 757 755

Advertising 4770 308 5078 5078 - 100.0% 7828 7827

Minor assets 115 41 156 156 - 100.0% 870 870

Auditcosts:External 1 800 549 2 349 2 349 - 100.0% 2077 2077

Bursaries:Employees 450 10 460 460 - 100.0% 350 350

Catering:Departmentalactivities 1 112 (412) 700 679 21 97.0% 1 359 1 361

Communication (G&S) 8 129 1751 9 880 9 988 (108) 101.1% 13 081 13079

Computerservices 12 340 2789 15 129 15 129 - 100.0% 16 009 16 009Consultants:Businessandadvisoryservices 1 290 1 059 2 349 2 349 - 100.0% 2 103 2 098

Laboratoryservices - - - - - - 2 2

Legalservices 77 663 740 740 - 100.0% 943 944

Contractors 3 288 606 3 894 3 895 (1) 100.0% 5 618 5 606

Agencyandsupport/outsourcedservices 5 885 (2 404) 3 481 3 460 21 99.4% 6 963 6 323Fleetservices(includinggovernmentmotortransport)

1 291 708 1 999 2000 (1) 100.1% 4 243 4 641


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Consumablesupplies 598 113 711 709 2 99.7% 1073 1073Consumable:Stationery,printingandofficesupplies

3472 (364) 3 108 3 118 (10) 100.3% 6 250 6 248

Operatingleases 48 199 (617) 47582 47556 26 99.9% 43 486 43 485

Propertypayments 6 569 2 244 8 813 8799 14 99.8% 6 544 6 543

Travelandsubsistence 18 029 3 194 21 223 21137 86 99.6% 24 364 24765

Traininganddevelopment 1 584 (755) 829 827 2 99.8% 1703 1703

Operatingpayments 34 129 (3 181) 30 948 30 833 115 99.6% 35871 35873

Venuesandfacilities 568 (22) 546 545 1 99.8% 267 267

Rentalandhiring 144 (34) 110 109 1 99.1% 115 115

Transfers and subsidies 701 319 1 020 1 019 1 99.9% 22 897 22 891

Departmentalagencies&accounts 53 4 57 56 1 98.2% 22 389 22 383Departmentalagencies(non-businessentities) 53 4 57 56 1 98.2% 22 389 22 383

Households 648 315 963 963 - 100.0% 508 508

Socialbenefits 648 315 963 963 - 100.0% 508 508

Payments for capital assets 917 300 1 217 1 216 1 99.9% 12 239 12 162

Buildingandotherfixedstructures - 81 81 81 - 100.0% 557 481

Building - 81 81 81 - 100.0% 557 481

Machineryandequipment 717 419 1 136 1 135 1 99.9% 11 682 11 681

Transportequipment - - - - - - 3 524 3 523

Othermachineryandequipment 717 419 1 136 1 135 1 99.9% 8 158 8 158

Softwareandotherintangibleassets 200 (200) - - - - - -

Payments for financial assets - - - 151 (151) - - 46

Total 365 476 - 365 476 365 241 235 99.9% 425 069 424 631


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Programme 1 – Administration

2015/16 2014/15

Subprogramme



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

1.1 Departmental Management 5 960 519 6479 6479 - 100.0% 30732 31 559

1.2 Corporate Services 48577 2 251 50 828 50 829 (1) 100.0% 52 009 52007

1.3 Financial Administration 29070 685 29755 29754 1 100.0% 30937 30827

1.4 Internal Audit 7289 431 7720 7719 1 100.0% 7046 7041

1.5 Office Accommodation 48 932 1207 50 139 50 139 - 100.0% 45 503 45 503

Total 139 828 5 093 144 921 144 920 1 100.0% 166 227 166 937


2015/16 2014/15

Programme 1 per Economic classification


Virement FinalAppropria-

tion

ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000

Current payments 139 404 4 684 144 088 144 045 43 100.0% 156 092 156 862

Compensationofemployees 63 196 (3 691) 59 505 59 506 (1) 100.0% 72241 72203

Salariesandwages 56837 (4 291) 52 546 52 542 4 100.0% 64 532 64 495

Socialcontributions 6 359 600 6 959 6 964 (5) 100.1% 7709 7708

Goodsandservices 76208 8375 84 583 84 539 44 99.9% 83 851 84 659


Advertising 509 2 511 511 - 100.0% 605 605


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Minor assets 40 28 68 68 - 100.0% 510 510


Bursaries:Employees 450 10 460 460 - 100.0% 350 350

Catering:Departmentalactivities 51 9 60 60 - 100.0% 138 139

Communication (G&S) 1 152 342 1 494 1 606 (112) 107.5% 2 418 2 418

Computerservices 9 513 2 549 12 062 12 062 - 100.0% 9097 9097Consultants:Businessandadvisoryservices 80 28 108 108 - 100.0% 196 191


Legalservices 77 495 572 572 - 100.0% 611 612

Contractors 1738 775 2 513 2 513 - 100.0% 2473 2 461

Agencyandsupport/outsourcedservices 117 (78) 39 39 - 100.0% 64 64Fleetservices(includinggovernmentmotortransport) 30 137 167 167 - 100.0% 1 888 2 286

Consumablesupplies 255 210 465 464 1 99.8% 604 604Consumable:Stationery,printingandofficesupplies 771 131 902 916 (14) 101.6% 2 039 2037

Operatingleases 47189 (503) 46 686 46 685 1 100.0% 42 805 42 805

Propertypayments 6 486 2274 8760 8747 13 99.9% 6471 6470

Travelandsubsistence 2 528 1 181 3709 3674 35 99.1% 7018 7445

Traininganddevelopment 875 (491) 384 383 1 99.7% 1 493 1 493

Operatingpayments 2 314 798 3 112 2 993 119 96.2% 2670 2671

Venuesandfacilities - - - - - - 21 21

Rentalandhiring - 11 11 11 - 100.0% 2 2

Transfers and subsidies 76 74 150 150 - 100.0% 941 940


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Departmentalagencies&accounts 44 2 46 46 - 100.0% 565 564Departmentalagencies(non-businessentities) 44 2 46 46 - 100.0% 565 564

Households 32 72 104 104 - 100.0% 376 376

Socialbenefits 32 72 104 104 - 100.0% 376 376

Payments for capital assets 348 335 683 683 - 100.0% 9 194 9 118

Buildingsandotherfixedstructures - 81 81 81 - 100.0% 557 481

Building - 81 81 81 - 100.0% 557 481

Machineryandequipment 348 254 602 602 - 100.0% 8637 8 635


Othermachineryandequipment 348 254 602 602 - 100.0% 5 113 5 112


Total 139 828 5 093 144 921 144 920 1 100.0% 166 227 166 937

Subprogramme: 1.1: Departmental Management

2015/16 2014/15

Economic classification



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 5 928 463 6 391 6 372 19 99.7% 25 996 26 823

Compensationofemployees 5 110 (1 009) 4 101 4 101 - 100.0% 18 065 18 065

Salariesandwages 4728 (1 018) 3710 3710 - 100.0% 16 388 16 388

Socialcontributions 382 9 391 391 - 100.0% 1677 1677

Goodsandservices 818 1472 2 290 2271 19 99.2% 7931 8758

Administrativefees 14 4 18 18 - 100.0% 110 110


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Minor assets - 2 2 2 - 100.0% 182 182

Catering:Departmentalactivities 6 (2) 4 4 - 100.0% 18 19

Communication (G&S) 97 157 254 254 - 100.0% 730 730

Computerservices - 1 1 1 - 100.0% - -

Legalservices - 170 170 170 - 100.0% 18 18

Contractors 2 - 2 2 - 100.0% 50 50Fleetservices(includinggovernmentmotor transport)

7 5 12 12 - 100.0% 1754 2 152

Consumablesupplies 24 (4) 20 20 - 100.0% 111 111Consumable:Stationery,printingandofficesupplies

60 23 83 83 - 100.0% 154 154

Operatingleases 27 13 40 40 - 100.0% 38 38

Travelandsubsistence 580 973 1 553 1 535 18 98.8% 4570 4 998

Traininganddevelopment - 25 25 25 - 100.0% 11 11

Operatingpayments 1 105 106 105 1 99.1% 164 164

Venuesandfacilities - - - - - - 21 21

Transfers and subsidies - - - - - - 95 95

Households - - - - - - 95 95

Socialbenefits - - - - - - 95 95


Machineryandequipment 32 56 88 88 - 100.0% 4 641 4 641


Othermachineryandequipment 32 56 88 88 - 100.0% 1117 1 118

Payments for financial assets - - - 19 (19) - - -

Total 5 960 519 6 479 6 479 - 100.0% 30 732 31 559


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Subprogramme: 1.2: Corporate Services

2015/16 2014/15



Virement FinalAppropria-

tion

ActualExpendi-

ture


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 48 485 2 080 50 565 50 543 22 100.0% 49 174 49 156

Compensationofemployees 30937 (1470) 29467 29 468 (1) 100.0% 29 418 29 416

Salariesandwages 27953 (1797) 26 156 26 152 4 100.0% 26 355 26 354

Socialcontributions 2 984 327 3 311 3 316 (5) 100.2% 3 063 3 062

Goodsandservices 17548 3 550 21 098 21075 23 99.9% 19756 19740


Advertising 434 71 505 505 - 100.0% 572 572

Minor assets 3 9 12 12 - 100.0% 73 73

Bursaries:Employee 450 10 460 460 - 100.0% 350 350


Communication (G&S) 581 154 735 847 (112) 100.0% 1 164 1 164

Computerservices 9 383 2537 11 920 11 920 - 100.0% 9 031 9 031

Consultants:Businessandadvisoryservices 50 41 91 91 - 100.0% 175 170

Legalservices 77 325 402 402 - 100.0% 396 396

Contractors 1 539 503 2 042 2 042 - 100.0% 1 821 1 809

Agencyandsupport/outsourcedservices 117 (78) 39 39 - 100.0% 64 64Fleetservices(includinggovernmentmotortransport)

5 15 20 20 - 100.0% 14 14

Consumablesupplies 92 (14) 78 77 1 98.7% 151 151


GCIS ANNUAL REPORT


117

Consumable:Stationery,printingandofficesupplies

426 (151) 275 276 (1) 100.4% 432 432

Operatingleases 134 (11) 123 123 - 100.0% 61 61

Travelandsubsistence 1376 (169) 1207 1 184 23 98.1% 1507 1507

Traininganddevelopment 625 (330) 295 294 1 99.7% 1376 1376

Operatingpayments 2174 642 2 816 2705 111 96.1% 2 386 2387



Departmentalagenciesandaccounts - - - - - - 530 529Departmentalagencies(non-businessentities)

- - - - - - 530 529

Households 16 25 41 41 - 100.0% 153 153

Socialbenefits 16 25 41 41 - 100.0% 153 153




Payment for financial assets - - - 23 (23) - - 17

Total 48 577 2 251 50 828 50 829 (1) 100.0% 52 009 52 007


GCIS ANNUAL REPORT

118

Subprogramme: 1.3: Financial Administration

2015/16 2014/15



Virement FinalAppro-priation

ActualExpendi-

ture


FinalAppropriation

ActualExpenditure


Compensationofemployees 22 166 (1017) 21 149 21 149 - 100.0% 20 422 20 390

Salariesandwages 19 651 (1271) 18 380 18 380 - 100.0% 17900 17868

Socialcontributions 2 515 254 2769 2769 - 100.0% 2 522 2 522

Goodsandservices 6 610 1 602 8 212 8 211 1 100.0% 8 016 8 013


Advertising 75 (69) 6 6 - 100.0% 33 33

Minor assets 36 16 52 52 - 100.0% 251 251



Computerservices 69 5 74 74 - 100.0% 28 28


Legalservices - - - - - - 187 188

Contractors 197 272 469 469 - 100.0% 578 578Fleetservices(includinggovernmentmotortransport) 15 116 131 131 - 100.0% 120 120

Consumablesupplies 127 238 365 365 - 100.0% 334 334Consumable:Stationery,printingandofficesupplies 271 250 521 534 (13) 102.5% 1 441 1 439



GCIS ANNUAL REPORT


119

Propertypayments 4170 568 4738 4725 13 99.7% 3 388 3387

Travelandsubsistence 435 324 759 765 (6) 100.8% 733 732

Traininganddevelopment 150 (116) 34 34 - 100.0% 28 28



Departmentalagenciesandaccounts 44 2 46 46 - 100.0% 35 35Departmentalagencies(non-businessentities) 44 2 46 46 - 100.0% 35 35

Households 10 47 57 57 - 100.0% 102 102

Socialbenefits 10 47 57 57 - 100.0% 102 102


Buildingsandotherfixedstructures - 81 81 81 - 100.0% 557 481

Buildings - 81 81 81 - 100.0% 557 481

Machineryandequipment 240 (30) 210 210 - 100.0% 1 805 1 804

Othermachineryandequipment 240 (30) 210 210 - 100.0% 1 805 1 804

Payment for financial assets - - - - - - - 2

Total 29 070 685 29 755 29 754 1 100.0% 30 937 30 827


GCIS ANNUAL REPORT

120

Subprogramme: 1.4: Internal Audit

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure


Compensationofemployees 4 983 (195) 4788 4788 - 100.0% 4 336 4 332

Salariesandwages 4 505 (206) 4 300 4 300 - 100.0% 3 889 3 885




Minor assets 1 1 2 2 - 100.0% 4 4


Catering:Departmentalactivities 5 (4) 1 1 - 100.0% - -

Communication 60 15 75 75 - 100.0% 83 83

Computerservices 61 6 67 67 - 100.0% 38 38Consultants:Businessandadvisoryservices 30 (13) 17 17 - 100.0% 21 21

Legalservices - - - - - - 10 10

Contractors - - - - - - 24 24Fleetservices(includinggovernmentmotor transport)

3 1 4 4 - 100.0% - -


14 9 23 23 - 100.0% 12 12

Operatingleases 41 - 41 40 1 100.0% 41 41


GCIS ANNUAL REPORT


121

Travelandsubsistence 137 53 190 190 - 100.0% 208 208


Operatingpayments 12 24 36 36 - 100.0% 34 34

Transfers and subsidies 6 - 6 6 - 100.0% 26 26

Households 6 - 6 6 - 100.0% 26 26

Socialbenefits 6 - 6 6 - 100.0% 26 26

Payments for capital assets - 82 82 82 - 100.0% 39 38

Machineryandequipment - 82 82 82 - 100.0% 39 38

Othermachineryandequipment - 82 82 82 - 100.0% 39 38

Total 7 289 431 7 720 7 719 1 100.0% 7 046 7 041

Subprogramme: 1.5: Office Accommodation

2015/16 2014/15



Virement FinalAppro-priation

ActualExpendi-

ture


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 48 932 1 207 50 139 50 139 - 100.0% 45 503 45 503

Goodsandservices 48 932 1207 50 139 50 139 - 100.0% 45 503 45 503

Operatingleases 46 616 (499) 46177 46177 - 100.0% 42 420 42 420

Propertypayments 2 316 1706 4 022 4 022 - 100.0% 3 083 3 083

Total 48 932 1 207 50 139 50 139 - 100.0% 45 503 45 503


GCIS ANNUAL REPORT

122

Programme 2: Content Processing and Dissemination

2015/16 2014/15

Subprogramme



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'0002.1 Programme Management for Content Processing and Dissemination

3 290 (306) 2 984 2 984 - 100.0% 3 395 3 395

2.2 Policy and Research 31 834 (2 252) 29 582 29 566 16 99.9% 32475 31 382

2.3 Products and Platforms 46 618 (4 006) 42 612 42 395 217 99.5% 51 343 51 294

Total 81 742 (6 564) 75 178 74 945 233 99.7% 87 213 86 071


2015/16 2014/15

Programme 2 per Economic classification



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 81 149 (6 680) 74 469 74 219 250 99.7% 86 039 84 886

Compensationofemployees 46817 (1 309) 45 508 45 292 216 99.5% 44 915 44 414

Salariesandwages 41 838 (1 423) 40 415 40 234 181 99.6% 39 989 39 486

Socialcontributions 4979 114 5 093 5 058 35 99.3% 4 926 4 928

Goodsandservices 34 332 (5371) 28 961 28927 34 99.9% 41 124 40472


Advertising 937 1 622 2 559 2 559 - 100.0% 2 498 2 498

Minor assets 19 1 20 20 - 100.0% 86 86



GCIS ANNUAL REPORT


123

Communication 1 156 (155) 1 001 1 001 - 100.0% 1167 1 166

Computerservices 2437 219 2 656 2 656 - 100.0% 6 111 6 111Consultants:Businessandadvisoryservices 1 210 1 028 2 238 2 238 - 100.0% 1 881 1 881

Legalservices - 84 84 84 - 100.0% 97 97

Contractors 114 (105) 9 9 - 100.0% 573 573Agencyandsupport/outsourcedservices 5768 (2 326) 3 442 3 421 21 99.4% 6 899 6 259

Fleetservices(includinggovernmentmotor transport) 26 (15) 11 11 - 100.0% 13 13

Consumablesupplies 104 (47) 57 57 - 100.0% 33 33Consumable:Stationery,printingandofficesupplies 1 316 (531) 785 785 - 100.0% 2731 2731


Travelandsubsistence 2037 (62) 1975 1 963 12 99.4% 2 281 2271


Operatingpayments 18 365 (5 285) 13 080 13 080 - 100.0% 16 301 16 301

Venuesandfacilities 50 354 404 403 1 99.8% - -

Rentalandhiring - 24 24 24 - 100.0% - -


Households 453 115 568 568 - 100.0% 85 85

Socialbenefits 453 115 568 568 - 100.0% 85 85





Total 81 742 (6 564) 75 178 74 945 233 99.7% 87 213 86 071


GCIS ANNUAL REPORT

124

Subprogramme 2.1: Programme Management for Content Processing and Dissemination

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure



Salariesandwages 2678 (384) 2 294 2 294 - 100.0% 2 389 2 388

Socialcontributions 254 (10) 244 244 - 100.0% 255 256

Goodsandservices 358 33 391 383 8 98.0% 751 751


Advertising - 3 3 3 - 100.0% - -

Catering:Departmentalactivities 10 (10) - - - - 20 20

Communication 103 (17) 86 86 - 100.0% 291 291

Legalservices - 84 84 84 - 100.0% 10 10

Contractors - - - - - - 149 149

Fleetservices(includinggovernmentmotor transport)

2 (2) - - - - - -

Consumablesupplies 8 (5) 3 3 - 100.0% 3 3

Consumable:Stationery,printingandofficesupplies

32 (16) 16 16 - 100.0% 13 13

Travelandsubsistence 172 25 197 189 8 95.9% 253 253

Traininganddevelopment 20 (20) - - - - - -

Operatingpayments 6 (6) - - - - 7 7

Payments for capital assets - 55 55 55 - 100.0% - -


GCIS ANNUAL REPORT


125

Machineryandequipment - 55 55 55 - 100.0% - -

Othermachineryandequipment - 55 55 55 - 100.0% - -

Payment for financial assets - - - 8 (8) - - -

Total 3 290 (306) 2 984 2 984 - 100.0% 3 395 3 395

Subprogramme 2.2: Policy and Research

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure


Compensationofemployees 22507 (202) 22 305 22 306 (1) 100.0% 21 950 21 496

Salariesandwages 20 138 (218) 19 920 19 921 (1) 100.0% 19 598 19 144

Socialcontributions 2 369 16 2 385 2 385 - 100.0% 2 352 2 352

Goodsandservices 8 943 (2 135) 6 808 6786 22 99.7% 9 800 9 160


Advertising 10 135 145 145 - 100.0% 511 511

Minor assets 19 (5) 14 14 - 100.0% 57 57


Communication 492 (70) 422 422 - 100.0% 420 420

Computerservices 773 (235) 538 538 - 100.0% 656 656Consultants:Businessandadvisoryservices

110 (33) 77 77 - 100.0% 52 52



GCIS ANNUAL REPORT

126

Contractors 63 (54) 9 9 - 100.0% 157 157Agencyandsupport/outsourcedservices

5 696 (2 254) 3 442 3 421 21 99.4% 6 865 6 225


18 (11) 7 7 - 100.0% 5 5


184 (70) 114 114 - 100.0% 82 82



Traininganddevelopment 132 221 353 353 - 100.0% 33 33

Operatingpayments 502 (82) 420 420 - 100.0% 136 136

Venuesandfacilities 50 354 404 403 1 99.8% - -


Households 374 66 440 440 - 100.0% 65 65

Socialbenefits 374 66 440 440 - 100.0% 65 65

Payments for capital assets 10 19 29 29 - 100.0% 660 660

Machineryandequipment 10 19 29 29 - 100.0% 660 660

Othermachineryandequipment 10 19 29 29 - 100.0% 660 660


Total 31 834 (2 252) 29 582 29 566 16 99.9% 32 475 31 382


GCIS ANNUAL REPORT


127

Subprogramme 2.3: Products and Platforms

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure


Compensationofemployees 21378 (713) 20 665 20 448 217 98.9% 20 321 20274

Salariesandwages 19 022 (821) 18 201 18 019 182 99.0% 18 002 17954

Socialcontributions 2 356 108 2 464 2 429 35 98.6% 2 319 2 320

Goodsandservices 25 031 (3 269) 21762 21758 4 100.0% 30573 30 561


Advertising 927 1 484 2 411 2 411 - 100.0% 1987 1987

Minor assets - 6 6 6 - 100.0% 29 29


Communication 561 (68) 493 493 - 100.0% 456 455

Computerservices 1 664 454 2 118 2 118 - 100.0% 5 455 5 455Consultants:Businessandadvisoryservices 1 100 1 061 2 161 2 161 - 100.0% 1 829 1 829


Contractors 51 (51) - - - - 267 267Agencyandsupport/outsourcedservices 72 (72) - - - - 34 34

Fleetservices(includinggovernmentmotor transport) 6 (2) 4 4 - 100.0% 8 8

Consumablesupplies 60 (26) 34 34 - 100.0% 11 11


GCIS ANNUAL REPORT

128

Consumable:Stationery,printingandofficesupplies 1 100 (445) 655 655 - 100.0% 2 636 2 636


Travelandsubsistence 1 211 (132) 1079 1075 4 99.6% 1 499 1 489


Operatingpayments 17857 (5197) 12 660 12 660 - 100.0% 16 158 16 158



Households 79 49 128 128 - 100.0% 20 20

Socialbenefits 79 49 128 128 - 100.0% 20 20

Payments for capital assets 130 (73) 57 57 - 100.0% 429 429

Machineryandequipment 130 (73) 57 57 - 100.0% 429 429

Othermachineryandequipment 130 (73) 57 57 - 100.0% 429 429

Payments for financial assets - - 4 (4) - - 10

Total 46 618 (4 006) 42 612 42 395 217 99.5% 51 343 51 294

Programme 3 – Intergovernmental Coordination and Stakeholder Management

2015/16 2014/15

Subprogramme



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'0003.1 ProgrammeManagementfor

IntergovernmentalCoordinationandStakeholderManagement

2 560 296 2 856 2 856 - 100.0% 2 659 2 659

3.2 ProvincialandLocalLiaison 68 423 (378) 68 045 68 043 2 100.0% 70415 70412

3.3 MediaEngagement 13 830 (632) 13 198 13 200 (2) 100.0% 12 845 12 843


GCIS ANNUAL REPORT


129

3.4 ClusterSupervision(HumanDevelopment,SocialProtectionandGovernanceandAdministration

5 030 452 5 482 5 482 - 100.0% 4 562 4 561

3.5 ClusterSupervision(EconomicandInfrastructure,JusticeandInternational)

4878 (992) 3 886 3 886 - 100.0% 3788 3788

3.6 MediaDevelopmentandDiversityAgency

- - - - - - 21 815 21 815

Total 94 721 (1 254) 93 467 93 467 - 100.0% 116 084 116 078

Programme 3: Intergovernmental Coordination and Stakeholder Management

2015/16 2014/15

Subprogramme



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Economic classification

Current payments 94 366 (1 485) 92 881 92 790 91 99.9% 93 554 93 544

Compensationofemployees 74315 (1751) 72564 72565 (1) 100.0% 68 636 68 636

Salariesandwages 65171 (1867) 63 304 63 303 1 100.0% 60 013 60 013




Advertising 1 019 (265) 754 754 - 100.0% 1716 1715

Minor assets 56 (13) 43 43 - 100.0% 95 95

Catering:Departmentalactivities 735 (212) 523 502 21 96.0% 965 966

Communication (G&S) 3 952 910 4 862 4 858 4 99.9% 4 948 4947

Computerservices - 3 3 3 - 100.0% 1 1


GCIS ANNUAL REPORT

130

Consultants:Businessandadvisoryservices - 3 3 3 - 100.0% 26 26

Legalservices - 84 84 84 - 100.0% 185 185

Contractors 1275 (39) 1 236 1 236 - 100.0% 2072 2072Fleetservices(includinggovernmentmotor transport)

1 199 610 1 809 1 810 (1) 100.1% 2 301 2 301

Consumablesupplies 197 (87) 110 109 1 99.1% 162 162Consumable:Stationery,printingandofficesupplies

1 020 (266) 754 750 4 99.5% 712 712

Operatingleases 669 (76) 593 568 25 95.8% 466 465

Propertypayments 81 (28) 53 52 1 98.1% 71 71

Travelandsubsistence 7400 554 7954 7915 39 99.5% 8437 8 430


Operatingpayments 1 433 (287) 1 146 1 150 (4) 100.3% 2 135 2 135

Venueandfacilities 468 (347) 121 121 - 100.0% 246 246


Transfers and subsidies 172 111 283 282 1 99.6% 21 865 21 860

Departmentalagenciesandaccounts 9 2 11 10 1 90.9% 21 824 21 819Departmentalagencies(non-businessentities)

9 2 11 10 1 90.9% 21 824 21 819

Households 163 109 272 272 - 100.0% 41 41

Socialbenefits 163 109 272 272 - 100.0% 41 41





Total 94 721 (1 254) 93 467 93 467 - 100.0% 116 084 116 078


GCIS ANNUAL REPORT


131

Subprogramme 3.1: Programme Management for Intergovernmental Coordination and Stakeholder Management2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 2 560 284 2 844 2 844 - 100.0% 2 619 2 619

Compensationofemployees 2278 45 2 323 2 324 (1) 100.0% 2 184 2 184

Salariesandwages 2 040 78 2 118 2 118 - 100.0% 1 945 1 945

Socialcontributions 238 (33) 205 206 (1) 100.5% 239 239



Minor assets - - - - - - 1 1

Catering:Departmentalactivities 1 - 1 1 - 100.0% - -


Legalservices - 84 84 84 - 100.0% 10 10

Contractors - - - - - - 7 7Fleetservices(includinggovernmentmotor transport) 1 - 1 1 - 100.0% - -

Consumablesupplies 8 (3) 5 4 1 80.0% 4 4Consumable:Stationery,printingandofficesupplies 15 6 21 21 - 100.0% 88 88




Other machinery and equipment - 12 12 12 - 100.0% 40 40

Total 2 560 296 2 856 2 856 - 100.0% 2 659 2 659


GCIS ANNUAL REPORT

132

Subprogramme 3.2: Provincial and Local Liaison

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure


Compensationofemployees 52 492 (961) 51 531 51 531 - 100.0% 49770 49771

Salariesandwages 45 851 (1270) 44 581 44 580 1 100.0% 43 250 43 251


Goodsandservices 15748 470 16 218 16179 39 99.8% 20 304 20 302


Advertising 1 004 (276) 728 728 - 100.0% 1 693 1 693

Minor assets 55 (23) 32 32 - 100.0% 88 88


Communication (G&S) 3117 717 3 834 3 834 - 100.0% 4 026 4 025

Computerservices - - - - - - 1 1ConsultantsBusinessandadvisoryservices - - - - - - 20 20

Legalservices - - - - - - 116 116

Contractors 1 250 (52) 1 198 1 198 - 100.0% 1 944 1 944Fleetservices(includinggovernmentmotor transport)

1 103 507 1 610 1 611 (1) 100.1% 2 121 2 121


756 (150) 606 606 - 100.0% 411 411

OperatingLeases 465 (49) 416 410 6 98.6% 351 351

Propertypayments 80 (28) 52 52 - 100.0% 71 71


GCIS ANNUAL REPORT


133

Travelandsubsistence 5 506 551 6057 6 018 39 99.4% 6 600 6 600


Operatingpayments 1 308 (289) 1 019 1 025 (6) 100.6% 1 596 1 596

Venuesandfacilities 218 (125) 93 93 - 100.0% 246 246


Transfers and subsidies 53 68 121 120 1 99.2% 18 15

Departmentalagenciesandaccounts 7 3 10 9 1 90.0% 7 4Departmentalagencies(non-Businessentities)

7 3 10 9 1 90.0% 7 4

Households 46 65 111 111 - 100.0% 11 11

Socialbenefits 46 65 111 111 - 100.0% 11 11





Total 68 423 (378) 68 045 68 043 2 100.0% 70 415 70 412

Subprogramme 3.3: Media Engagement

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure



Salaries and wages 9 626 (272) 9 354 9 354 - 100.0% 8574 8574

Social contributions 1 320 (159) 1 161 1 161 - 100.0% 1 089 1 089


GCIS ANNUAL REPORT

134

Goodsandservices 2777 (258) 2 519 2 492 27 98.9% 3 005 3 004


Advertising 15 11 26 26 - 100.0% 22 22

Minor assets 1 3 4 4 - 100.0% 4 3


Communication (G&S) 568 131 699 699 - 100.0% 655 655ConsultantsBusinessandadvisoryservices - 3 3 3 - 100.0% 6 6


Contractors 25 11 36 36 - 100.0% 91 91Fleetservices(includinggovernmentmotor transport) 95 97 192 192 - 100.0% 175 175

Consumablesupplies 24 (11) 13 13 - 100.0% 28 28Consumable:Stationery,printingandofficesupplies 139 (44) 95 91 4 95.8% 129 130

OperatingLeases 204 (27) 177 158 19 89.3% 115 114

Propertypayments 1 - 1 1 - 100.0% - -

Travelandsubsistence 1 059 (121) 938 938 - 100.0% 962 961



Venuesandfacilities 250 (222) 28 28 - 100.0% - -



Departmentalagenciesandaccounts 2 (1) 1 1 - 100.0% 2 -Departmentalagencies(non-Businessentities) 2 (1) 1 1 - 100.0% 2 -

Households 52 44 96 96 - 100.0% 30 30

Socialbenefits 52 44 96 96 - 100.0% 30 30


GCIS ANNUAL REPORT


135





Total 13 830 (632) 13 198 13 200 (2) 100.0% 12 845 12 843

Subprogramme 3.4: Cluster Supervision (Human Development, Social Protector)

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure


Compensationofemployees 4 458 401 4 859 4 859 - 100.0% 3 834 3 833

Salariesandwages 3 958 329 4287 4287 - 100.0% 3378 3377




Advertising - - - - - - 1 -

Minor assets - 4 4 4 - 100.0% - 1

Catering:Departmentalactivities 66 (15) 51 30 21 58.8% 22 22


Computerservices - 3 3 3 - 100.0% - -


Contractors - - - - - - 15 15


GCIS ANNUAL REPORT

136


- 3 3 3 - 100.0% 2 2


60 (42) 18 18 - 100.0% 64 64


Traininganddevelopment - - - - - - 13 13

Operatingpayments - - - - - - 122 122





Total 5 030 452 5 482 5 482 - 100.0% 4 562 4 561

Subprogramme 3.5 Cluster Supervision (Economic and Infrastructure, Justice and International)

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure



Salariesandwages 3 696 (732) 2 964 2 964 - 100.0% 2 866 2 866

Socialcontributions 445 (73) 372 372 - 100.0% 319 319

Goodsandservices 672 (212) 460 456 4 99.1% 563 556


Minor assets - 3 3 3 - 100.0% 2 2


GCIS ANNUAL REPORT


137


Communication (G&S) 78 24 102 98 4 96.1% 77 77


Contractors - 2 2 2 - 100.0% 15 15Fleetservices(includinggovernmentmotor transport) - 3 3 3 - 100.0% 3 3

Consumablesupplies 10 (4) 6 6 - 100.0% 5 5Consumable:Stationery,printingandofficesupplies 50 (36) 14 14 - 100.0% 20 19

Travelandsubsistence 349 (79) 270 270 - 100.0% 399 393

Traininganddevelopment 26 (26) - - - - - -

Transfers and subsidies 65 - 65 65 - 100.0% - -

Households 65 - 65 65 - 100.0% - -

Socialbenefits 65 - 65 65 - 100.0% - -





Total 4 878 (992) 3 886 3 886 - 100.0% 3 788 3 788


GCIS ANNUAL REPORT

138

Subprogramme 3.6: Media Development and Diversity Agency2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Transfersandsubsidies - - - - - - 21 815 21 815

Departmentalagenciesandaccounts - - - - - - 21 815 21 815Departmentalagencies(non-businessentities)

- - - - - - 21 815 21 815

Total - - - - - - 21 815 21 815

Programme 4: Communication Service Agency2015/16 2014/15

Subprogramme



ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'0004.1 Marketing,AdvertisingandMedia

Buying26 660 (351) 26 309 26 309 - 100.0% 28 320 28 320

4.2 MediaProduction 22 525 3076 25 601 25 600 1 100.0% 27225 27225

Total 49 185 2 725 51 910 51 909 1 100.0% 55 545 55 545

Economic classificationCurrent payments 48 939 2 862 51 801 51 801 - 100.0% 54 248 54 240Compensationofemployees 25047 52 25 099 25 098 1 100.0% 22 265 22 265Salariesandwages 22175 92 22267 22267 - 100.0% 19734 19734Socialcontributions 2872 (40) 2 832 2 831 1 100.0% 2 531 2 531

Goodsandservices 23 892 2 810 26702 26703 (1) 100.0% 31 983 31975Administrativefees 118 43 161 161 - 100.0% 185 185Advertising 2 305 (1 051) 1 254 1 254 - 100.0% 3 009 3 009


GCIS ANNUAL REPORT


139

Minor assets - 25 25 25 - 100.0% 179 179


Communication (G&S) 1 869 654 2 523 2 523 - 100.0% 4 548 4 548



Contractors 161 (25) 136 137 (1) 100.7% 500 500Fleetservices(includinggovernmentmotor transport) 36 (24) 12 12 - 100.0% 41 41

Consumablesupplies 42 37 79 79 - 100.0% 274 274Consumable:Stationery,printingandofficesupplies 365 302 667 667 - 100.0% 768 768

Operatingleases 126 13 139 139 - 100.0% 58 58

Propertypayments 2 (2) - - - - 2 2

Travelandsubsistence 6 064 1 521 7585 7585 - 100.0% 6 628 6 619


Operatingpayments 12017 1 593 13 610 13 610 - 100.0% 14765 14766Venuesandfacilities 50 (29) 21 21 - 100.0% - -


Transfersandsubsidies - 19 19 19 - 100.0% 6 6

Households - 19 19 19 - 100.0% 6 6

Socialbenefits - 19 19 19 - 100.0% 6 6

Paymentsforcapitalassets 246 (156) 90 89 1 98.9% 1 291 1 291

Machineryandequipment 46 44 90 89 1 98.9% 1 291 1 291

Othermachineryandequipment 46 44 90 89 1 98.9% 1 291 1 291


Paymentsforfinancialassets - - - - - - - 8

Total 49 185 2 725 51 910 51 909 1 100.0% 55 545 55 545


GCIS ANNUAL REPORT

140

Subprogramme: 4.1: Marketing, Advertising and Media Buying

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 26 614 (386) 26 228 26 228 - 100.0% 28 217 28 217


Salariesandwages 9 188 (169) 9 019 9 019 - 100.0% 7879 7879

Socialcontributions 1 140 (119) 1 021 1 021 - 100.0% 926 926

Goodsandservices 16 286 (98) 16 188 16 188 - 100.0% 19 412 19 412


Advertising 2 305 (1057) 1 248 1 248 - 100.0% 2 940 2 940

Minor assets - 3 3 3 - 100.0% 13 13


Communication (G&S) 393 (84) 309 309 - 100.0% 735 735



Contractors 17 4 21 21 - 100.0% 59 59Fleetservices(includinggovernmentmotor transport) 32 (26) 6 6 - 100.0% 16 16

Consumablesupplies 32 (20) 12 12 - 100.0% 28 28Consumable:Stationery,printingandofficesupplies 127 198 325 325 - 100.0% 201 201

OperatingLeases 70 (4) 66 66 - 100.0% 19 19

Propertypayments 2 (2) - - - - 2 2


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Travelandsubsistence 601 (286) 315 315 - 100.0% 345 345


Operatingpayments 11974 1477 13 451 13 451 - 100.0% 14 510 14 510

Venuesandfacilities 50 (29) 21 21 - 100.0% - -

RentalandHiring - 2 2 2 - 100.0% 17 17

Transfers and subsidies - 19 19 19 - 100.0% - -

Households - 19 19 19 - 100.0% - -

Socialbenefits - 19 19 19 - 100.0% - -



Other machinery and equipment 46 16 62 62 - 100.0% 103 103

Total 26 660 (351) 26 309 26 309 - 100.0% 28 320 28 320

Subprogramme: 4.2: Media Production

2015/16 2014/15




ActualExpenditure


FinalAppropriation

ActualExpenditure

R'000 R'000 R'000 R'000 R'000 % R'000 R'000Current payments 22 325 3 248 25 573 25 573 - 100.0% 26 031 26 023

Compensationofemployees 14719 340 15 059 15 058 1 100.0% 13 460 13 460

Salariesandwages 12987 261 13 248 13 248 - 100.0% 11 855 11 855

Socialcontributions 1732 79 1 811 1 810 1 100.0% 1 605 1 605

Goodsandservices 7606 2 908 10 514 10 515 (1) 100.0% 12571 12 563



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Advertising - 6 6 6 - 100.0% 69 69

Minor assets - 22 22 22 - 100.0% 166 166


Communication (G&S) 1476 738 2 214 2 214 - 100.0% 3 813 3 813

Computerservices 70 (10) 60 60 - 100.0% 441 441


Contractors 144 (29) 115 116 (1) 100.0% 441 441Fleetservices(includinggovernmentmotor transport) 4 2 6 6 - 100.0% 25 25

Consumablesupplies 10 57 67 67 - 100.0% 246 246Consumable:Stationery,printingandofficesupplies 238 104 342 342 - 100.0% 567 567

OperatingLeases 56 17 73 73 - 100.0% 39 39

Travelandsubsistence 5 463 1807 7270 7270 - 100.0% 6 283 6274

Traininganddevelopment - 10 10 10 - 100.0% 12 12

Operatingpayments 43 116 159 159 - 100.0% 255 258

RentalandHiring - - - - - - 7 7

Transfers and subsidies - - - - - - 6 6

Households - - - - - - 6 6

Socialbenefits - - - - - - 6 6

Payments for capital assets 200 (172) 28 27 1 96.4% 1 188 1 188

Machineryandequipment - 28 28 27 1 96.4% 1 188 1 188

Othermachineryandequipment - 28 28 27 1 96.4% 1 188 1 188


Payment for financial assets - - - - - - - 8

Total 22 525 3 076 25 601 25 600 1 100.0% 27 225 27 225


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1. Detail of transfers and subsidies as per Appropriation Act (after Virement): Detailofthesetransactionscanbeviewedinnote6(Transfersandsubsidies)andAnnexure1AtotheAnnualFinancialStatements.

2. Detail of specifically and exclusively appropriated amounts voted (after Virement): Detailofthesetransactionscanbeviewedinnote1(AnnualAppropriation)totheAnnualFinancialStatements.

3. Detail on payments for financial assets Detailofthesetransactionsperprogrammecanbeviewedinnote5(Paymentsforfinancialassets)totheAnnualFinancialStatements.

4. Explanations of material variances from Amounts Voted (after Virement):

4.1 Per Programme Final Appropria-

tion

Actual Expenditure

Variance Variance as a % of Final

Appropriation

R’000 R’000 R’000 %Programme1:Administration 144,921 144,920 1 -

Programme2: ContentProcessing and Dissemination

75,178 74,945 233 0.3%

TheunderspendinginProgramme2relatesmainlytocompensationofemployees(R216000)inrespectofaseniormanagerthatissecondedtoThePresidencyofwhichthemonthlysalarycostisclaimedandpaidbyThePresidency.GoodsandServicesunderspentwithR34000due to lesser researchcost (R21000)andtravelandsubsistence(R13000).R17000oftheunderspendinginGoodsandServicesisusedtofundthepaymentoffinancialassets.

Programme3:IntergovernmentalCoordination and Stakeholder

93,467 93,467 - -

Programme4:Communication ServiceAgency

51,910 51,909 1 -

4.2 Per Economic classification

Final Appropria-

tion

Actual Expenditure

Variance Variance as a % of Final

Appropriation

R’000 R’000 R’000 %

Current expenditure 363,239 362,855 384 0.1%Compensation of employees

202,676 202,461 215 0.1%

Goodsandservices 160,563 160,394 169 0.1%

Transfers and subsidies: 1,020 1,019 1 0.1%

Departmentalagencies& accounts

57 56 1 1.8%

Households 963 963 - -

Payment for capital assets

1,217 1,216 1 0.1%

Building&otherfixedassets

81 81 - -

Machinery&equipment 1,136 1,135 1 0.1%

Payment for financial assets

- 151 (151) -

Thedepartmentspent99.9%ofthefinalappropriation,withanetunderspendingofR235000or0.1%of the totalbudget.TheunderspendingoccurredmainlyinProgramme2:ContentProcessingandDissemination.Theunderspendingof R384000 incurrentexpenditure relatesmainly toCompensationofEmployees(R215000)inrespectofaseniormanagerthatissecondedtoThePresidencyofwhichthemonthlysalarycostisclaimedandpaidbyThePresidencyaswellasGoodsandServices(R169000)whichrelatemainlytocostcontainmentmeasuresin respect of catering (R21 000) and travel and subsistence (R86 000), lesserresearchcostthananticipated(R21000),operatingleaseexpenditureinrespectof photocopy machines (R21 000) and property payments (R14 000). R151 000 oftheunderspendinginGoodsandServicesisutilisedtofundthepaymentoffinancialassets

NOTES TO THE APPROPRIATION STATEMENTfor the year ended 31 March 2016


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144

2015/16 2014/15Note R’000 R’000

REVENUEAnnualappropriation 1 365476 425 069Departmentalrevenue 2 4 203 747

TOTAL REVENUE 369 679 425 816

EXPENDITURECurrent expenditureCompensationofemployees 3 202 461 207518Goodsandservices 4 160 394 182 014Total current expenditure 362 855 389 532

Transfers and subsidiesTransfersandsubsidies 6 1 019 22 891Total transfers and subsidies 1 019 22 891

Expenditure for capital assetsTangibleassets 7 1 216 12 162Total expenditure for capital assets 1 216 12 162

Payment for financial assets 5 151 46

TOTAL EXPENDITURE 365 241 424 631

SURPLUS/(DEFICIT) FOR THE YEAR 4 438 1 185

Reconciliation of Net Surplus/(Deficit) for the year

Voted funds 235 438AnnualAppropriation 235 438

Departmentalrevenue 13 4 203 747

SURPLUS/(DEFICIT) FOR THE YEAR 4 438 1 185

2015/16 2014/15Note R’000 R’000

ASSETS

Current assets 109 307 113 705Unauthorised expenditure 8 4 406 4 406Cashandcashequivalents 9 102 366 108 465Prepaymentsandadvances 10 887 654Receivables 11 1 648 180

Non-current assets 309 374Receivables 11 309 374

TOTAL ASSETS 109 616 114 079

LIABILITIESCurrent liabilities 93 122 101 534Votedfundstobesurrenderedto theRevenueFund 12 235 1 148

Departmentalrevenuetobesurrendered totheRevenueFund 13 8 6

Payables 14 92879 100 380

Non-Current liabilitiesPayables 15 15 638 12 305

TOTAL LIABILITIES 108 760 113 839

NET ASSETS 856 240

Represented by:Recoverablerevenue 856 240

TOTAL 856 240

STATEMENT OF FINANCIAL PERFORMANCE for the period ended 31 March 2016

STATEMENT OF FINANCIAL POSITION at 31 March 2016


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2015/16 2014/15Note R’000 R’000

Recoverable revenueOpeningbalance 240 338 Transfers: 616 (98)Debtsrevised 25 -Debtsrecovered(includedindepartmentalreceipts) (304) (178)

Debtsraised 895 80Closingbalance 856 240

TOTAL 856 240

2015/16 2014/15Note R’000 R’000

CASH FLOWS FROM OPERATING ACTIVITIESReceipts 369 679 425,816Annualappropriatedfundsreceived 1 365476 425,069Departmentalrevenuereceived 2.1; 2.3 3979 642Interestreceived 2.2 224 105

Net(increase)/decreaseinworkingcapital (9137) (15,231)SurrenderedtoRevenueFund (5 349) (754)Current payments (362 855) (388,822)Paymentsforfinancialassets (151) (46)Transfersandsubsidiespaid (1 019) (22,891)Net cash flow available from operating activities 16 (8 832) (1,928)

CASH FLOWS FROM INVESTING ACTIVITIESPaymentsforcapitalassets (1 216) (12,162)Net cash flows from investing activities 7 (1 216) (12,162)

CASH FLOWS FROM FINANCING ACTIVITIESIncrease/(decrease)innetassets 616 (98)Increase/(decrease)innon-currentpayables 3 333 634Net cash flows from financing activities 3 949 536

Netincrease/(decrease)incashandcashequivalents (6 099) (13,554)

Cashandcashequivalentsatthebeginningof the period 108 465 122 019

Cash and cash equivalents at end of period 9 102 366 108,465

STATEMENT OF CHANGES IN NET ASSETS for the year ended 31 March 2016

CASH FLOW STATEMENT for the year ended 31 March 2016



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146

The financial statements have been prepared in accordancewith the followingpolicies, which have been applied consistently in all material aspects, unlessotherwise indicated. Management has concluded that the financial statementspresentfairlytheDepartment’sprimaryandsecondaryinformation.

Thehistoricalcostconventionhasbeenused,exceptwhereotherwiseindicated.Management has used assessments and estimates in preparing the annualfinancial statements. Thesearebasedon thebest information available at thetime of preparation.

Whereappropriateandmeaningful,additionalinformationhasbeendisclosedtoenhancetheusefulnessofthefinancialstatementsandtocomplywiththestatutoryrequirementsof thePublicFinanceManagementAct (PFMA),Act1of1999 (asamendedbyAct29of1999),andtheTreasuryRegulationsissuedintermsofthePFMAandtheannualDivisionofRevenueAct.

1. Basis of preparation ThefinancialstatementshavebeenpreparedinaccordancewiththeModifiedCashStandard.

2. Going concern Thefinancialstatementshavebeenpreparedonagoingconcernbasis.

3. Presentation currency AmountshavebeenpresentedinthecurrencyoftheSouthAfricanRand(R)whichisalsothefunctionalcurrencyofthedepartment.

4. Rounding UnlessotherwisestatedfinancialfigureshavebeenroundedtothenearestonethousandRand(R’000).

5. Foreign currency translation CashflowsarisingfromforeigncurrencytransactionsaretranslatedintoSouthAfricanRandsusingtheexchangeratesprevailingatthedateofpayment/receipt.

6. Comparative information 6.1 Prior period comparative information

Priorperiodcomparativeinformationhasbeenpresentedinthecurrentyear’s financial statements. Where necessary figures included in theprior period financial statementshavebeen reclassified to ensure thatthe format in which the information is presented is consistent with the formatofthecurrentyear’sfinancialstatements.

6.2 Current year comparison with budgetAcomparisonbetweentheapproved,finalbudgetandactualamountsfor each programme and economic classification is included in theappropriation statement.

7. Revenue

7.1 Appropriated fundsAppropriatedfundscomprisesofdepartmentalallocations.Appropriated funds are recognised in the statement of financialperformance on the date the appropriation becomes effective.Adjustments made in terms of the adjustments budget process arerecognised in the statement of financial performance on the date theadjustmentsbecomeeffective.

The net amount of any appropriated funds due to / from the relevantrevenuefundatthereportingdateisrecognisedasapayable/receivableinthestatementoffinancialposition.

7.2 Departmental revenueDepartmental revenue is recognised in the statement of financialperformancewhen receivedand issubsequentlypaid into the relevantrevenuefund,unlessstatedotherwise.

Anyamountowingtotherelevantrevenuefundatthereportingdateisrecognisedasapayableinthestatementoffinancialposition.

ACCOUNTING POLICIES for the year ended 31 March 2016


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7.3 Accrued departmental revenueAccrualsinrespectofdepartmentalrevenue(excludingtaxrevenue)arerecordedinthenotestothefinancialstatementswhen:• it is probable that the economic benefits or service potential

associatedwiththetransactionwillflowtothedepartment;and• theamountofrevenuecanbemeasuredreliably.

Theaccruedrevenueismeasuredatthefairvalueoftheconsiderationreceivable.

8. Expenditure8.1 Compensation of employees

8.1.1 Salaries and wagesSalaries and wages are recognised in the statement of financialperformance on the date of payment.

8.1.2 Social contributionsSocial contributions made by the department in respect of currentemployeesarerecognisedinthestatementoffinancialperformanceonthedateofpayment. Socialcontributionsmadeby thedepartment inrespectofex-employeesareclassifiedastransferstohouseholdsinthestatementoffinancialperformanceonthedateofpayment.

8.2 Other expenditureOtherexpenditure(suchasgoodsandservices,transfersandsubsidiesand payments for capital assets) is recognised in the statement offinancialperformanceonthedateofpayment.Theexpenseisclassifiedas a capital expense if the total consideration paid is more than thecapitalisationthreshold.

8.3 Accrued expenditure payableAccrued expenditure payable is recorded in the notes to the financialstatements when the goods are received or, in the case of services,when they are rendered to the department or in the case of transfers and subsidieswhentheyaredueandpayable.Accruedexpenditurepayableis measured at cost.

8.4 Leases8.4.1 Operating leasesOperatingleasepaymentsmadeduringthereportingperiodarerecognisedascurrentexpenditureinthestatementoffinancialperformanceonthedateofpayment.Theoperatingleasecommitmentsarerecordedinthenotestothefinancialstatements.

9. Cash and cash equivalentsCash and cash equivalents are stated at cost in the statement of financialposition.Bankoverdraftsareshownseparatelyonthefaceofthestatementoffinancialpositionasacurrent liability.For thepurposesof thecashflowstatement,cashandcashequivalentscomprisecashonhand,depositsheld,othershort-termhighlyliquidinvestmentsandbankoverdrafts.

10. Prepayments and advancesPrepayments and advances are recognised in the statement of financialpositionwhenthedepartmentreceivesordisbursesthecash.Prepaymentsandadvancesareinitiallyandsubsequentlymeasuredatcost.Prepaymentsandadvancesareexpensedwhenserviceshavebeenrenderedorgoodsreceived.This includeadvancepaymentstoemployeesinrespectofsubsistenceandtravelaswellasadvancepaymentstoDIRCOinrespectofforeigntrips.

11. Loans and receivablesLoansandreceivablesarerecognisedinthestatementoffinancialpositionatcostplusaccrued interest,where interest is charged, lessamounts alreadysettledorwritten-off.Write-offsaremadeaccordingtothedepartment’swrite-offpolicy.

12. PayablesLoansandpayablesare recognised in thestatementoffinancialpositionatcost.

13. Capital assets13.1 Movable capital assets

Movablecapitalassetsareinitiallyrecordedinthenotestothefinancialstatements at cost. Movable capital assets acquired through a non-exchange transaction is measured at fair value as at the date ofacquisition.



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Wherethecostofmovablecapitalassetscannotbedeterminedreliably,themovable capital assets aremeasured at fair value andwhere fairvaluecannotbedetermined;themovableassetsaremeasuredatR1.Allassetsacquiredpriorto1April2002(oralaterdateasapprovedbytheOAG)mayberecordedatR1.Movablecapitalassetsaresubsequentlycarriedatcostandarenotsubjecttodepreciationorimpairment.

Subsequentexpenditurethatisofacapitalnatureisaddedtothecostoftheassetattheendofthecapitalprojectunlessthemovableassetisrecordedbyanotherdepartment/entityinwhichcasethecompletedproject costs are transferred to that department.

13.2 Intangible assetsIntangible assets are initially recorded in the notes to the financialstatementsatcost.Intangibleassetsacquiredthroughanon-exchangetransactionaremeasuredatfairvalueasatthedateofacquisition. Internallygenerated intangibleassetsare recorded in thenotes to thefinancialstatementswhenthedepartmentcommencesthedevelopmentphase of the project.

Wherethecostof intangibleassetscannotbedeterminedreliably,theintangiblecapitalassetsaremeasuredatfairvalueandwherefairvaluecannotbedetermined;theintangibleassetsaremeasuredatR1.Allassetsacquiredpriorto1April2002(oralaterdateasapprovedbytheOAG)maybe recordedatR1. Intangible assets are subsequentlycarriedatcostandarenotsubjecttodepreciationorimpairment.

Subsequentexpenditurethatisofacapitalnatureisaddedtothecostoftheassetattheendofthecapitalprojectunlesstheintangibleassetisrecordedbyanotherdepartment/entityinwhichcasethecompletedproject costs are transferred to that department.

14. Provisions and contingents14.1 Provisions

Provisionsare recorded in thenotes to thefinancial statementswhenthere is a present legal or constructive obligation to forfeit economicbenefitsasaresultofeventsinthepastanditisprobablethatanoutflowofresourcesembodyingeconomicbenefitsorservicepotentialwillberequiredtosettletheobligationandareliableestimateoftheobligation

can bemade. The provision ismeasured as the best estimate of thefundsrequiredtosettlethepresentobligationatthereportingdate.

14.2 Contingent liabilitiesContingent liabilities are recorded in the notes to the financialstatements when there is a possible obligation that arises from pastevents,andwhoseexistencewillbeconfirmedonlybytheoccurrenceornon-occurrenceofoneormoreuncertainfutureeventsnotwithinthecontrolofthedepartmentorwhenthere isapresentobligationthat isnotrecognisedbecauseitisnotprobablethatanoutflowofresourceswillberequiredtosettletheobligationortheamountoftheobligationcannotbemeasuredreliably

14.3 Contingent assetsContingent assets are recorded in the notes to the financialstatementswhenapossibleassetarisesfrompastevents,andwhoseexistencewillbeconfirmedbytheoccurrenceornon-occurrenceofoneormoreuncertainfutureeventsnotwithinthecontrolofthedepartment

14.4 CommitmentsCommitments are recorded at cost in the notes to the financialstatements when there is a contractual arrangement or an approvalby management in a manner that raises a valid expectation that thedepartment will discharge its responsibilities thereby incurring futureexpenditurethatwillresultintheoutflowofcash

15. Unauthorised expenditureUnauthorisedexpenditureisrecognisedinthestatementoffinancialpositionuntilsuchtimeastheexpenditureiseither:• approvedbyParliamentwithfundingandtherelatedfundsarereceived;or• approved by Parliament without funding and is written off against the

appropriationinthestatementoffinancialperformance;or• transferredtoreceivablesforrecovery.Unauthorised expenditure is measured at the amount of the confirmedunauthorised expenditure.

16. Fruitless and wasteful expenditureFruitless andwasteful expenditure is recorded in the notes to the financialstatementswhenconfirmed.Theamountrecordedisequaltothetotalvalueof the fruitless andorwasteful expenditure incurred. Fruitless andwasteful


GCIS ANNUAL REPORT


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expenditure is removed from the notes to the financial statements when itis resolvedor transferred to receivables for recovery.Fruitlessandwastefulexpenditure receivablesaremeasuredat theamount that isexpected toberecoverableandarede-recognisedwhensettledorsubsequentlywritten-offasirrecoverable.

17. Irregular expenditureIrregular expenditure is recorded in the notes to the financial statementswhenconfirmed.Theamount recorded isequal to thevalueof the irregularexpenditure incurred unless it is impracticable to determine, inwhich casereasonsthereforareprovidedinthenote.

Irregularexpenditureisremovedfromthenotewhenitiseithercondonedbytherelevantauthority,transferredtoreceivablesforrecoveryornotcondonedandisnotrecoverable.

Irregularexpenditurereceivablesaremeasuredattheamountthatisexpectedtoberecoverableandarede-recognisedwhensettledorsubsequentlywritten-offasirrecoverable.

18. Changes in accounting policies, accounting estimates and errorsChangesinaccountingpoliciesthatareeffectedbymanagementhavebeenappliedretrospectively inaccordancewithMCSrequirements,excepttotheextentthat it is impracticabletodeterminetheperiod-specificeffectsorthecumulativeeffectofthechangeinpolicy. Insuchinstancesthedepartmentshallrestatetheopeningbalancesofassets,liabilitiesandnetassetsfortheearliestperiodforwhichretrospectiverestatementispracticable.

ChangesinaccountingestimatesareappliedprospectivelyinaccordancewithMCSrequirements.

CorrectionoferrorsisappliedretrospectivelyintheperiodinwhichtheerrorhasoccurredinaccordancewithMCSrequirements,excepttotheextentthatit is impracticabletodeterminetheperiod-specificeffectsorthecumulativeeffectof theerror. In suchcases thedepartment shall restate theopeningbalancesofassets,liabilitiesandnetassetsfortheearliestperiodforwhichretrospectiverestatementispracticable.

19. Events after the reporting dateEvents after the reporting date that are classified as adjusting events havebeenaccountedforinthefinancialstatements.Theeventsafterthereportingdatethatareclassifiedasnon-adjustingeventsafterthereportingdatehavebeendisclosedinthenotestothefinancialstatements.

20. Departures from the MCS requirementsManagementhasreviewedtheannualfinancialstatementsanddiscussed itwiththeexternalauditcommitteeafterwhichtheconclusionwasmadethat:• the financial statements present fairly the department’s primary and

secondaryinformation;and• thedepartmentcompliedwiththeModifiedCashStandard.

21. Recoverable revenueAmounts are recognised as recoverable revenuewhen a paymentmade inaprevious financial yearbecomes recoverable fromadebtor in the currentfinancialyear.AmountsareeithertransferredtotheNationalRevenueFundwhenrecoveredoraretransferredtothestatementoffinancialperformancewhen written-off.

22. Related party transactionsArelatedpartytransactionisatransferofresources,servicesorobligationsbetween the reportingentityanda relatedparty.Relatedparty transactionswithin the Minister’s portfolio are recorded in the notes to the financialstatementswhenthetransactionisnotatarm’slength.

Key management personnel are those persons having the authority andresponsibility for planning, directing and controlling the activities of thedepartment.Thenumberofindividualsandtheirfullcompensationisrecordedinthenotestothefinancialstatements.



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1. Annual Appropriation

2015/16 2014/15

Final Appropriation

Actual Funds Received

Appropriation received

R’000 R’000 R’000

Administration 144,921 144,921 166,227

ContentProcessing and Dissemination

75,178 75,178 87,213

IntergovernmentalCoordination andStakeholderManagement

93,467 93,467 116,084

Communication ServiceAgency

51,910 51,910 55,545

Total 365,476 365,476 425,069

2. Departmental revenue

2015/16 2014/15

Note R’000 R’000

Salesofgoodsandservices otherthancapitalassets 2.1 3,538 381

Interest,dividendsandrentonland 2.2 224 105

Transactionsinfinancialassets andliabilities 2.3 441 261

Total 4,203 747

2.1 Sales of goods and services other than capital assets

2015/16 2014/15

Note R’000 R’000

Salesofgoodsandservicesproducedbythedepartment 2 3,538 381

Salesbymarketestablishment - 146

Othersales 3,538 235

Total 3,538 381

2.2 Interest, dividends and rent on land

2015/16 2014/15

Note R’000 R’000

Interest 2 224 105

Total 224 105

2.3 Transactions in financial assets and liabilities

2015/16 2014/15Note R’000 R’000

OtherReceiptsincludingRecoverableRevenue 2 441 261

Total 441 261

NOTES TO THE ANNUAL FINANCIAL STATEMENTSfor the year ended 31 March 2016


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3. Compensation of employees

3.1 Salaries and Wages

2015/16 2014/15R’000 R’000

Basicsalary 136,602 139,955

Performanceaward 3,020 2,871

ServiceBased 149 28

Compensative/circumstantial 3,782 4,041

Periodicpayments 1,588 2,482

Othernon-pensionableallowances 33,204 34,352

Total 178,345 183,729

3.2 Social Contributions2015/16 2014/15

R’000 R’000

Employer contributionsPension 17,049 17,599

Medical 7,036 6,159

Bargainingcouncil 31 31

Total 24,116 23,789

Total compensation of employees 202,461 207,518

Averagenumberofemployees 500 500

4. Goods and services 2015/16 2014/15

Note R’000 R’000

Administrativefees 481 757Advertising 5,075 7,827Minor assets 4.1 159 797Bursaries(employees) 460 350Catering 680 1,359Communication 9,987 13,078Computerservices 4.2 15,128 16,018Consultants:Businessandadvisoryservices

2,348 2,098

Laboratoryservices - 2Legalservices 740 941Contractors 3,893 5,607Agencyandsupport/outsourcedservices

3,460 6,324

Auditcost–external 4.3 2,349 2,078Fleetservices 1,998 4,643Consumables 4.4 3,828 7,388Operatingleases 47,558 43,484Propertypayments 4.5 8,800 6,542Rentalandhiring 109 115Travelandsubsistence 4.6 21,137 24,763Venuesandfacilities 545 267Traininganddevelopment 827 1,704Otheroperatingexpenditure 4.7 30,832 35,872Total 160,394 182,014



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4.1 Minor assets

2015/16 2014/15

Note R’000 R’000

Tangible assets

Machineryandequipment 159 797

Total 4 159 797

4.2 Computer services

2015/16 2014/15

Note R’000 R’000

SITAcomputerservices 10,164 10,644

Externalcomputerserviceproviders 4,964 5,374

Total 4 15,128 16,018

4.3 Audit cost – External 2015/16 2014/15

Note R’000 R’000

Regularityaudits 2,349 2074

Computer audits - 4

Total 4 2,349 2 078

4.4 Consumables

Note 2015/16 2014/15

4 R’000 R’000

Consumablesupplies 710 1 139

Uniformandclothing 163 76

Householdsupplies 348 629

Buildingmaterialandsupplies 64 174

Communication accessories 3 20

ITConsumables 56 66

Otherconsumables 76 174

Stationery,printingandofficesupplies

3,118 6,249

Total 4 3,828 7,388

4.5 Property payments

Note 2015/16 2014/15

4 R’000 R’000

Municipalservices 4,083 3,096

Propertymaintenanceandrepairs 137 9

Other 4,580 3,437

Total 4 8,800 6,542


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4.6 Travel and subsistence

Note 2015/16 2014/154 R’000 R’000

Local 17,506 20,687Foreign 3,631 4,076Total 4 21,137 24,763

4.7 Other operating expenditure

Note 2015/16 2014/154 R’000 R’000

Professionalbodies,membershipandsubscriptionfees

205 517

Resettlementcosts 371 416Other 30,256 34,939Total 4 30,832 35,872

5. Payments for financial assets

Note 2015/16 2014/15R’000 R’000

Materiallossesthroughcriminalconduct

98 23

Theft 5.3 98 23Othermateriallosseswrittenoff 5.1 43 23Debtswrittenoff 5.2 10 -Total 151 46

5.1 Other material losses written off

Note 2015/16 2014/15R’000 R’000

Nature of lossesDamagedlaptops 4 8No show - 11Damagetorentedvehicle 20 3PettyCash - 1Burnt assets 19 -Total 5 43 23

5.2 Debts written off

Note 2015/16 2014/15R’000 R’000

Other debt written offEx-employees 10 -Total 5 10 -

5.3 Details of theft

Note 2015/16 2014/15R’000 R’000

Nature of theftLoss of assets 98 23Total 5 98 23



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6. Transfers and subsidies

Note 2015/16 2014/15R’000 R’000

Departmentalagenciesandaccounts Annex 1A 56 22,383

Households Annex 1B 963 508

Total 1,019 22,891

7. Expenditure for capital assets

Note 2015/16 2014/15R’000 R’000

Tangible assets 1,216 12,162

Buildingsandotherfixedstructures 81 481

Machineryandequipment 28.1 1,135 11,681

Total 1,216 12,162

7.1 Analysis of funds utilised to acquire capital assets – 2015/16

Voted funds TotalR’000 R’000

Tangible assets 1,216 1,216

Buildingsandotherfixedstructures 81 81

Machineryandequipment 1,135 1,135

Total 1,216 1,216

7.2 Analysis of funds utilised to acquire capital assets – 2014/15

Voted funds TotalR’000 R’000

Tangible assets 12,162 12,162Buildingsandotherfixedstructures 481 481

Machineryandequipment 11,681 11,681Total 12,162 12,162

2015/16 2014/15R’000 R’000

8. Unauthorised Expenditure

8.1 Reconciliation of unauthorised expenditure

Openingbalance 4,406 3,696Unauthorisedexpenditure–discoveredinthecurrent year - 710

Unauthorised expenditure awaiting authorisation / written off 4,406 4,406

8.2 Analysis of unauthorised expenditure awaiting authorisation per economic classification

2015/16 2014/15R’000 R’000

Current 4,406 4,406Total 4,406 4,406


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8.3 Analysis of unauthorised expenditure awaiting authorisation per type

2015/16 2014/15R’000 R’000

Unauthorisedexpenditurerelatingtooverspendingofthevoteoramaindivisionwithinthevote.

4,406 4,406

Total 4,406 4,406

9. Cash and cash equivalents

2015/16 2014/15R’000 R’000

ConsolidatedPaymasterGeneralAccount 111,180 114,474

Disbursements (8,914) (6,109)

Cash on hand 100 100

Total 102,366 108,465

ExcludedabovearetotalreceiptsofR6.272millioninrespectofthe2015/16financialyearthatwill interface inthebankaccountduringthefirstweekofthe2016/17financialyear.ReceiptsrelatemainlytotwoclaimstothevalueofR667000bytheDepartmentofCommunicationswhile ICASAmadetwoadvancepaymentstothevalueofR5.605millionformediabuyingcampaigns.

10. Prepayments and advances

2015/16 2014/15R’000 R’000

Travelandsubsistence 16 47

Advancespaid 10.1 871 607

Total 887 654

10.1 Advances paid

2015/16 2014/15R’000 R’000

Nationaldepartments Annex6A 871 607

Total 871 607



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156

11.1 Claims recoverable

2015/16 2014/15

Note R’000 R’000

Nationaldepartments 667 14

Publicentities 70 18

Total 11 737 32

11.2 Recoverable expenditure

2015/16 2014/15

Note R’000 R’000

DisallowanceDamagesandLossesunderinvestigation 148 48

Total 11 148 48

11.3 Staff debt

2015/16 2014/15

Note R’000 R’000

Employees 837 254

Privatetelephone 10 7

Total 11 847 261

11.4 Other debtors

2015/16 2014/15

Note R’000 R’000

Ex-employees 216 213

Foreignprivatecompany 9 -

Total 11 225 213

11. Receivables

2015/16 2014/15Current Non-Current Total Current Non-Current Total

Note R’000 R’000 R’000 R’000 R’000 R’000Claimsrecoverable 11.1 Annex4 737 - 737 32 - 32Recoverableexpenditure 11.2 148 - 148 48 - 48Staffdebt 11.3 745 102 847 97 164 261Otherdebtors 11.4 18 207 225 3 210 213Total 1,648 309 1,957 180 374 554


GCIS ANNUAL REPORT


157

12. Voted funds to be surrendered to the Revenue Fund

2015/16 2014/15Note R’000 R’000

Openingbalance 1,148 -

Transferfromstatementoffinancialperformance 235 438

Unauthorised expenditure for current year 8 - 710

Paidduringtheyear (1,148) -

Closing balance 235 1,148

13. Departmental revenue and NRF receipts to be surrendered to the Revenue Fund

2015/16 2014/15Note R’000 R’000

Openingbalance 6 13

TransferfromStatementofFinancialPerformance 4,203 747

Paidduringtheyear (4,201) (754)

Closing balance 8 6

14. Payables – current

2015/16 2014/15Note R’000 R’000

Advancesreceived 14.1 92,537 100,297

Otherpayables 14.2 339 83

Clearingaccounts 14.3 3 -

Total 92,879 100,380

14.1 Advances received

2015/16 2014/15Note R’000 R’000

Nationaldepartments Annex 6B 40,224 72,441

Provincialdepartments Annex 6B 643 1,750

PublicEntities Annex 6B 51,670 26,106

Total 14 92,537 100,297

14.2 Other payables

2015/16 2014/15Note R’000 R’000

Income Tax 144 83

Department of Communications 195 -

Total 14 339 83



GCIS ANNUAL REPORT

158

14.3 Clearing accounts

2015/16 2014/15Note R’000 R’000

SalaryReversalControl 3 -

Total 14 3 -

15. Payables – non-current

2015/16 2014/15Note One to two years Total Total

R’000

Advancesreceived 15.1 15,638 15,638 12,305

Total 15,638 15,638 12,305

15.1 Advances received

2015/16 2014/15Note R’000 R’000

Nationaldepartments Annex 6B 13,555 10,430

Provincialdepartments Annex 6B - 154

PublicEntities Annex 6B 2,083 1,721

Total 15,638 12,305

16. Net cash flow available from operating activities

2015/16 2014/15

R’000 R’000

Netsurplus/(deficit)asperStatementofFinancialPerformance 4,438 1,185

Addbacknoncash/cashmovementsnotdeemedoperatingactivities (13,270) (3,113)

(Increase)/decreaseinreceivables–current (1,403) 20,875

(Increase)/decreaseinprepaymentsandadvances (233) (469)

Increase/(decrease)inpayables–current (7,501) (34,927)

Expenditureoncapitalassets 1,216 12,162

SurrenderstoRevenueFund (5,349) (754)

Net cash flow generated by operating activities (8,832) (1,928)

17. Reconciliation of cash and cash equivalents for cash flow purposes

2015/16 2014/15

R’000 R’000

ConsolidatedPaymasterGeneralaccount 111,180 114,474

Disbursements (8,914) (6,109)

Cash on hand 100 100

Total 102,366 108,465

Excludedaboveare total receiptsofR6.272million in respectof the2015/16financialyearthatwillinterfaceinthebankaccountduringthefirstweekofthe2016/17financialyear.ReceiptsrelatemainlytotwoclaimstothevalueofR667000bytheDepartmentofCommunicationswhiletheICASAmadetwoadvancepaymentstothevalueofR5.605millionformediabuyingcampaigns.


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159

18. Contingent liabilities and contingent assets

18.1 Contingent liabilities

2015/16 2014/15Note R’000 R’000

Liable to Nature

Housingloanguarantees Employees Annex 2 - 63

Intergovernmentalpayables(unconfirmedbalances) Annex 5 144 83

Total 144 146

18.2 Contingent assets

2015/16 2014/15Note R’000 R’000

Nature of contingent asset

OutstandingrevenueinrespectofthePublic Sector Managermagazine - 7,595

Total - 7,595

19. Commitments

2015/16 2014/15Note R’000 R’000

Current expenditure

Approvedandcontracted 86,588 65,290

Approvedbutnotyetcontracted 9,082 8,151

95,670 73,441

Capital expenditure

Approvedandcontracted - 45

- 45

Total commitments 95,670 73,486

The value of commitments that are expected to be incurred from GCISvoted funds before the end of the 2016/17 financial year amount toR61.985millionand thosebeyond1year toR33.685million. Inaccordancewith the MoU but excluded above are commitments to the value of R79 469 in respect of the Department of Communications of which theexpenditure will be claimed once services are rendered and payments havebeenmade in the 2016/17 financial year. Commitments in respect ofmediabuyingcampaignsofR50.656millionat 31March2016arenot funded fromGCISvotedfundsandthereforenotincludedintheamountabove.Itisexpectedtobefinalisedbefore31March2017.



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160

20. Accruals and payables not recognised

20.1 Accruals

2015/16 2014/15

R’000 R’000

Listed by economic classification 30 Days 30+ Days Total Total

Goodsandservices 5,550 4,236 9,786 17,077

Capitalassets 152 - 152 85

Total 5,702 4,236 9,938 17,162

2015/16 2014/15

R’000 R’000

Listed by Programme level

1. Administration 2,799 8,671

2. ContentProcessingandDissemination 2,373 1,171

3. IntergovernmentalCoordinationandStakeholderManagement 1,816 2,152

4. CommunicationServiceAgency 2,950 5,168

Total 9,938 17,162

InaccordancewiththeMoUbutexcludedaboveareaccrualstothevalueofapproximatelyR360000 inrespectof theDoCthatwillbeclaimedfromtheDoCwhenpaymentshavebeenmadeinthe2016/17financialyear.2015/16AccrualsinrespectofmediacommunicationcampaignsthatarenotfundedbyGCISvotedfundsandthereforenotincludedaboveamounttoR12.104millionby31March2016.

21. Employee benefits

2015/16 2014/15Note R’000 R’000

Leaveentitlement 6,398 6,696Servicebonus(Thirteenthcheque) 5,304 5,490Performanceawards 3,342 3,150Cappedleavecommitments 4,750 5,067Other 214 160Total 20,008 20,563

Negativeleavecreditsat31March2016amounttoR217575.IncludedinOtheris provision of R214 000 for long-term service rewards to officials who willcomplete20-yearand30-yearservicein2016/17.In2014/15provisionforlong-termserviceawardswasR160000whichwaspaid in2015/16.Notes21and27arerestatedintermsof2014/15aslong-termservicerewardswereincludedunderProvisionsinthe2014/15auditedAFS.

22. Lease commitments

22.1 Operating leases expenditure

2014/15 Buildings and other fixed structures

Machinery and equipment

Total

Notlaterthan1year 47,796 1,015 48,811Later than 1 year and not laterthan5years 56,697 558 57,255

Total lease commitments 104,493 1,573 106,066

Asignificantamountofofficeleasecommitmentsisinrespectoftheheadofficebuilding(TshedimosetsoHouse).OtherofficeaccommodationleasesincludethenineprovincialofficesaswellasThusongServiceCentres.Therewere11officeaccommodationleasesonamonth-to-monthbasisat31March2016.

NOTES TO THE ANNUAL FINANCIAL STATEMENT for the year ended 31 March 2016


GCIS ANNUAL REPORT


161

2015/16 Buildings and other fixed structures

Machinery and equipment

Total

Notlaterthan1year 42,303 1,301 43,604

Later than 1 year and not laterthan5years 98,708 1,205 99,913

Total lease commitments 141,011 2,506 143,517

Asignificantamountofofficeleasecommitmentsareinrespectoftheheadofficebuilding(TshedimosetsoHouse).OtherofficeaccommodationleasesincludethenineprovincialofficesaswellasThusongServiceCentres.Therewere20officeaccommodationleasesonamonth-to-monthbasisat31March2015.

23. Irregular expenditure

2015/16 2014/15Note R’000 R’000

23.1 Reconciliation of irregular expenditure

Openingbalance - 334

Add:Irregularexpenditure:currentyear - 506

Less:Prioryearamountscondoned - (334)

Less: Current year amounts condoned - (506)

Irregular expenditure awaiting condonation - -

Analysis of awaiting condonement per age classification

Current - 334

Total - -

24. Fruitless and wasteful expenditure

24.1 Reconciliation of fruitless and wasteful expenditure

2015/16 2014/15Note R’000 R’000

Openingbalance - 3

Fruitlessandwastefulexpenditure:currentyear - 11

Less:Amountsresolved - (14)

Fruitless and wasteful expenditure awaiting resolution - -

Analysis of awaiting resolution per economic classification

Current - -

Total - -

AprovisionofR7.762millionthatrelatesto legalmatter thatwasconcludedbytheHighCourtinMarch2016hasbeenmade.TheGCISintendstorecovertheR7.762millionfromthirdparties.TheGCIS is likelyto incurfruitlessandwastefulexpenditure.




GCIS ANNUAL REPORT

162

25. Related party transactions

2015/16 2014/15Note R’000 R’000

Year-end balances arising from advances received

Payablestorelatedparties - -

Total - -

2015/16

R’000

In-kind goods and services provided / received

In-kindgiftreceivedfromtheSABC Annex 1C 3

Total 3

The newDoCwas establishedwith effect from1April 2015 following thePresident’s pronouncement in June 2014 after the general elections.Proclamation 43 of 8 July 2014 was issued by the President to amendschedule 1 of the Public Service Act to establish new and renameddepartments.Proclamation47of15July2014wasalsoissuedtransferringtheadministrationoflegislationandentitiesfromoneMinistertoanotherintermsof Section 197 of theConstitution.Relatedparties toGCIS are theDoC,BSA,theMDDAtheSABC,theICASA,andtheFPB.

InaccordancewithaMoUthatwassignedbybothActingDirectors-Generalof GCIS and DoC, officials from the GCIS rendered Corporate ServicefunctionstotheDoCinaccordancewiththeMoU.Thosefunctionsinclude:



GCIS ANNUAL REPORT


163

ActivityPeriod

From To

ChiefFinancialOfficerresponsibilities 1April2015 31 March 2016

Budgetactivitiesandexpendituremonitoring,includingcompilationofdepartmentalandNationalTreasuryreports 1April2015 31 March 2016

Financialaccounting,suchasbookkeeping,suspenseaccountreconciliationsandinterimfinancialstatements 1April2015 31 March 2016

Salaryadministration,includingsubsistenceandtravel,debtmanagement 1April2015 31 March 2016

Transportactivities,suchastransportarrangementsandaccountreconciliation 1April2015 31 March 2016

PettyCash,includingdailyreconciliationandbankwithdrawal 1April2015 31March2016(ongoingin2016/17)

DemandManagementactivities,suchascompilingaprocurementplan 1April2015 31March2016(ongoingin2016/17)

Procurementactivitiesbyissuingorderstosuppliersandpayinginvoices 1April2015 31March2016(ongoingin2016/17)

Assetmanagementtomaintainthedepartmentalassetregister,includingtheverificationofassets.InadditionGCIShasallowedDoCtouseitsassetstothevalueofR1.092million. 1April2015 31March2016(ongoingin2016/17)

Logisticsmanagement,suchasofficeaccommodation,security,cleaning 1April2015 31March2016(ongoingin2016/17)HumanResourceManagement,suchasappointment,transfers,resignations 1April2015 31March2016(ongoingin2016/17)InformationManagementandTechnologyresources 1April2015 31March2016(ongoingin2016/17)InternalAudit 1April2015 31March2016(ongoingin2016/17)Incertainaspects,thearrangementsinaccordancewiththeMoUcontinuesonamonth-to-monthbasisinthe2016/17financialyearuntilsuchtimethattheDoCcanfunctionindependentlyfromtheGCIS. AssetsweretransferredtotheDoCinaccordancewithSection42ofthePublicFinanceManagementAct(PFMA)aswellastheMoU,whilepaymentsthatweremadeinthetransversalsystemsoftheGCISwereclaimedfromtheDoC.TotalclaimstothevalueofR7.512millionweresubmittedtoDoCofwhichR6.845millionwaspaidatyear-end.ThebalanceofR667000waspaidbytheDoCatyear-endbutinterfacedinGCISbankaccountinApril2016.Duringthe2015/16financialyearGCISreceivedadvancepaymentsfromrelatedpartiesinrespectofmediabuyingcampaignstothevalueofR5.237million.ExpenditureamounttoR2.095millionandsurplusfundsof R134000waspaidbacktoDoC,resultinginabalanceofR3.008millionatyear-end.Inadditiontotheaforementionedatotalof334non-monetaryservicesrelatingtoradioproduction,photographyandvideoserviceswererenderedfrom1April2015until31March2016ofwhich267werefortheDoC,54fortheSABC,11forBrandSouthAfricaand2fortheMDDA.Anin-kindgiftwasreceivedfromtheSABCrelatingtotwocomplimentaryticketsandaccommodationtothevalueofR3500foraGCISofficialtoattendthe2015Nedbankgolfchallenge.DetailsaredisclosedinAnnexure1C.




GCIS ANNUAL REPORT

164

26. Key management personnel

No. of Individuals 2015/16 2014/15

R’000 R’000

Politicalofficebearers - - 3,409

Officials:Level15to16 6 8,552 9,234

Level14(incl.CFOifat alowerlevel) 11 11,471 10,971

Total 20,023 23,614

27. Provisions

Statistics South Africa 7,762 -

Total 7,762 -

AprovisionofR7.762millionthatrelatestolegalmatterthatwasconcludedbytheHighCourtinMarch2016hasbeenmade.TheGCISintendstorecovertheR7.762millionfromthirdparties.TheGCISislikelytoincurfruitlessandwastefulexpenditure.Note27 is restated in termsof2014/15as long-termservicerewardswereincludedunderProvisionsinthe2014/15auditedAFS.Provisionforlong-termservicerewardsisincludedunderNote21.

27.1 Reconciliation of movement in provisions – 2015/16

20 Years’ service

30 Years’ service

Statistics SA

Total provisions

R’000 R’000 R’000 R’000

Openingbalance - - - -

Increaseinprovision - - 7,762 7,762

Settlementofprovision - - - -

Closing balance - - 7,762 7,762

28. Movable Tangible Capital Assets



GCIS ANNUAL REPORT


165

MOVEMENT IN MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Opening balance

Additions Disposals Closing Balance

R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 78,953 1,206 9,661 70,498

Transport assets 3,789 - 3,523 266

Computer equipment 31,263 1,093 5,087 27,269

Furnitureandofficeequipment 17,117 5 675 16,447

Other machinery and equipment 26,784 108 376 26,516

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

78,953 1,206 9,661 70,498

Following the NMOS process whereby the new DoCwas established witheffectfrom1April2015thetotalamountofmovabletangiblecapitalassetsthatweretransferredtotheDoCinaccordancewithSection42ofthePFMAof1999amounttoR4.519million.InadditiontheGCIShasallowedDoCtouseitsassetstothevalueofR1.092million.AssetstothevalueofR199000wereapprovedtobedisposedbytheGCISDisposalCommitteebuthavenotyetbeenremovedfromtheassetsregisterasthedisposalprocesshavenotbeenfinalisedattheendofthe2015/16financialyear.

Movable tangible capital assets under investigation

Included in the above total of the movable tangible capital assets per the asset register are assets that are under investigation

Number Value

R’000

Machinery and equipment 31 666

The value above reflect machinery and equipment under investigation bytheTheftandLossesCommittee.Itisexpectedthattheinvestigationwillbefinalisedinthe2016/17financialyear.

28.1 Additions


Cash Received current, not paid (Paid

current year, received prior year)

Total

R’000 R’000 R’000MACHINERY AND EQUIPMENT 1,135 71 1,206

Computerequipment 1,022 71 1,093

Furnitureandofficeequipment 5 - 5Othermachineryandequipment 108 - 108

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS

1,135 71 1,206




GCIS ANNUAL REPORT

166

28.2 Disposals

DISPOSALS OF MOVABLE TANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Non-cash disposal

Total disposals

R’000 R’000MACHINERY AND EQUIPMENT 9,661 9,661Transport assets 3,523 3,523Computerequipment 5,087 5,087Furnitureandofficeequipment 675 675Othermachineryandequipment 376 376

TOTAL ADDITIONS TO MOVABLE TANGIBLE CAPITAL ASSETS 9,661 9,661

IncludedaboveareassetstothevalueofR4.519millionthatweretransferredto the Department of Communications in accordance with Section 42 of the PFMAof1999.

28.3 Movement for 2014/15


Opening balance Additions Disposals Closing

Balance

R’000 R’000 R’000 R’000

MACHINERY AND EQUIPMENT 68,022 11,765 834 78,953

Transport assets 266 3,523 - 3,789

Computerequipment 26,758 5,161 656 31,263

Furnitureandofficeequipment 16,993 244 120 17,117

Other machinery and equipment 24,005 2,837 58 26,784

TOTAL MOVABLE TANGIBLE CAPITAL ASSETS

68,022 11,765 834 78,953


GCIS ANNUAL REPORT


167

28.4 Minor assets

MOVEMENT IN MINOR ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Intangible assets

Machinery and equipment Total

R’000 R’000 R’000

Opening balance - 13,027 13,027

Additions - 159 159

Disposals - 803 803

TOTAL MINOR ASSETS - 12,383 12,383

FollowingtheNMOSprocesswherebythenewDoCwasestablishedwitheffectfrom1April2015minorassetsoftheMinistryandDeputyMinistrytothevalueof R224 000 were transferred to the DoC in accordance with Section 42 of the PFMAof1999.InaccordancewithaMoUbetweenthetwodepartments,theGCISprocuredandregisteredassetsontheassetregisteroftheGCIS.ThoseminorassetstothevalueofR10442werealsotransferredtotheDoC.

Intangible assets


R’000 R’000 R’000

NumberofR1minorassets - 134 134

Numberofminorassetsat cost - 6,115 6,115


Minor capital assets under investigation

Included in the above total of the minor capital assets per the asset register are assets that are under investigation

Number Value

R’000

Machinery and equipment 140 264

The value reflected undermachinery and equipment under investigation isminorassetsthatareunderinvestigationbytheTheftandLossesCommittee.It isexpectedthat the investigationwillbefinalised in the2016/17financialyear.

Minor assets

MOVEMENT IN MINOR ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Intangible assets


R’000 R’000 R’000

Opening balance 6 12,668 12,674

Additions - 797 797

Disposals 6 438 444




GCIS ANNUAL REPORT

168

Intangible assets


R’000 R’000 R’000

NumberofR1minorassets - 99 99

Numberofminorassetsat cost - 6,678 6,678


28.4.1 Prior period error

Note 2014/15

R’000

Nature of prior period error - Minorassetsincorrectlydisclosedas

intangibleassetsinsteadofmachineryandequipment

Relatingto2014/15 -

- Intangibleassets (73)

- Machineryandequipment 73

Total -

Intangible assets and Machinery and equipment has been restated with R73000duetominorassetsofMachineryandequipmentthatwasincorrectlyincludedinthe2014/15financialyearopeningbalanceofIntangibleassets.

29. Intangible Capital Assets

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Opening balance

Disposals Closing Balance

R’000 R’000 R’000

SOFTWARE 253 110 143

TOTAL INTANGIBLE CAPITAL ASSETS 253 110 143

29.1 Disposals

DISPOSAL OF INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2016

Non-cash disposal

Total disposals

R’000 R’000

SOFTWARE 110 110

TOTAL DISPOSAL OF INTANGIBLE SOFTWARE 110 110


GCIS ANNUAL REPORT


169

29.2 Movement for 2014/15

MOVEMENT IN INTANGIBLE CAPITAL ASSETS PER ASSET REGISTER FOR THE YEAR ENDED 31 MARCH 2015

Opening balance

Disposals Closing Balance

R’000 R’000 R’000

SOFTWARE 261 8 253TOTAL INTANGIBLE CAPITAL ASSETS 261 8 253

30. Transfer of functions

The newDoCwas established following the President’s pronouncement inJune2014after thegeneral elections.Proclamation43of8July2014wasissuedby thePresident to amend schedule 1 of thePublic ServiceAct toestablishnewand renameddepartments.Proclamation47of 15July2014was also issued transferring the administration of legislation and entitiesfrom one Minister to another in terms of Section 197 of the Constitution.TheestablishmentofthenewDoCmadeitpossiblethattheGCISandDoCwould functionas twoseparatenationaldepartmentswithin theMinistryofCommunicationswitheffectfrom1April2015.IntermsofSection42ofthePFMAof1999theassets,liabilities,accrualsandcommitmentsoftheMinistryandDeputyMinistryofCommunicationsresultingfromthe2014/15financialyearhavebeentransferredfromGCIStotheDoC.

30.1 Statement of Financial Position

Note 2014/15 AFS

Balance before

transfer

Transfer to the

Department of Communica-

tions

2014/15 Balance

after transfer

2014/15 2014/15 2014/15R’000 R’000 R’000

ASSETSCurrent Assets 113 705 (313) 113 392Unauthorised expenditure 4 406 - 4 406Cash and cash equivalents 108 465 - 108 465

Prepaymentsandadvances 654 (313) 341

Receivables 180 - 180

Non-Current Assets 374 - 374Receivables 374 - 374

TOTAL ASSETS 114 079 (313) 113 766

LIABILITIESCurrent Liabilities 101 534 - 101 534Votedfundstobesurrendered to the revenuefund

1 148 - 1 148

Departmentalrevenueand NRF receipts to besurrenderedtotheRevenueFund

6 - 6

Payables 100 380 - 100 380



GCIS ANNUAL REPORT

170

Non-Current Liabilities 12 305 - 12 305Payables 12 305 - 12 305

TOTAL LIABILITIES 113 839 - 113 839NET ASSETS 240 (313) (73)

30.2 Disclosure Notes

Note 2014/15 AFS

Balance before

transfer

Transfer to the Department of

Communications

2014/15 Balance

after transfer

2014/15 2014/15 2014/15R’000 R’000 R’000

Contingentliabilities 146 - 146Contingentassets 7595 - 7595Commitments 73486 (95) 73391Accruals 17162 (2 023) 15 139Employeebenefits 20 403 (821) 19 582Lease commitments –operatinglease 143517 (202) 143 315

Provisions 160 - 160Movabletangiblecapitalassets 78953 (4 519) 74434

Intangiblecapitalassets 253 - 253

InrelationtocorporateservicefunctionsthattheGCISrenderedtotheDoCaMoUbetweentheGCISandDoCgaveeffecttofunctionsthatwereexecutedbyGCISonbehalfoftheDoC(Refertonote25–RelatedPartyTransactions).TheissueofpurchasingordersandpaymentofinvoicesontheGCIStransversalsystemswereaffecteduntiltransversalsystemsinDoCbecameoperational.GCISstaffperformedworkforbothGCISandDoCuntilsuchtimethatpostshavebeenfilled.

LettersandclaimsinaccordancewithSection42ofthePFMAof1999werealsosignedbybothAccountingOfficersinrespectofpaymentsthatweremadebyGCISregardingaccrualsandcommitmentsthatoriginatedinthe2014/15financialyear.ThetotalvalueofclaimsinaccordancewithSection42ofthePFMAamounttoR2.674millionofwhichR2.573millionwasreceivedbyGCISatfinancialyear-endwhileR101000waspaidbyDoCbeforefinancialyear-endbutinterfacedinGCISbankaccountinApril2016.TransactionsthatwereperformedonGCIS transversal systemswith effect from1April 2015wereclaimedfromtheDoC.AtotalamountofR4.838millionwasclaimedofwhichR4.272millionwasreceivedbyGCISat31March2016.ThebalanceofR566000waspaidbeforeyear-endby theDoCbut interfaced in theGCISbankaccountinApril2016.AletteroftransferoftangiblecapitalassetsinaccordancewithSection42ofthePFMAof1999wassignedbybothAccountingOfficerstoeffectthetransferofcomputerequipmentandfurnituretotheDepartmentof Communications (DoC).


GCIS ANNUAL REPORT


171

ANNEXURE 1ASTATEMENT OF TRANSFERS TO DEPARTMENTAL AGENCIES AND ACCOUNTS

DEPARTMENT/ AGENCY/ ACCOUNT

TRANSFER ALLOCATION TRANSFER 2014/15Adjusted

Appropriation Act RollOvers Adjustments Total

AvailableActual

Transfer% of Available funds

TransferredAppropriation

Act

R'000 R'000 R'000 R'000 R'000 % R'000SouthAfricanBroadcastingCorporation 53 - 4 57 56 98% 44MediaDevelopmentandDiversityAgency - - - - - - 21,815Public Sector Educational and TrainingAuthority - - - - - - 530

53 - 4 57 56 98% 22,389

ANNEXURE 1BSTATEMENT OF TRANSFERS TO HOUSEHOLDS

HOUSEHOLDS

TRANSFER ALLOCATION EXPENDITURE 2014/15Adjusted

Appropriation Act RollOvers Adjustments Total

AvailableActual

Transfer% of Available funds

TransferredAppropriation

Act

R'000 R'000 R'000 R'000 R'000 % R'000

TransfersLeavegratuityduetoretirementof5officials 463 - 66 529 529 100% 45Leavegratuityduetodeathof1official - - 52 52 52 100% -Leavediscounting 185 - 197 382 382 100% -Total 648 - 315 963 963 100% 45

ANNEXURES TO THE ANNUAL FINANCIAL STATEMENTS for the year ended 31 March 2016



GCIS ANNUAL REPORT

172

ANNEXURE 1CSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS RECEIVED

NAME OF ORGANISATION NATURE OF GIFT, DONATION OR SPONSORSHIP2015/16 2014/15R’000 R’000

Receivedinkind

2015/16

PlatinumLife MagneticAttractionCologne 1 -

Nomadic Verwe ComplimentaryTicket 9 -

PowerFM Beverages 14 -

SITA GovTechconference(Fee,accommodation,pens,powerbanks) 18 -

Sasria Venue,cateringanddécorforthePSM Forum 29 -

SABC Nedbankgholfchallenge(twocomplimentaryticketsandaccommodation) 3 -

Thomson Reuters BreakfastProductBriefing 1 -

Motsepe Foundation Complimentaryticketforfashionweek 2 -

NewAge 18YearoldGlenfidichwhiskey 2 -

Ads 24 PringleClearwatermallvoucher 1 -

Soar Institute AdvancedInsightsProfile(onlinelink) 3 -

ChineseEmbassy ZiteBladecellphone 4 -


GCIS ANNUAL REPORT


173

2014/15

CFGCourierFrightandGroup Couriercosttotransport2000NelsonMandelaPortraitCoffee-TablebooksfromtheserviceprovidertoParliament - 36

CherryTreeMarketing SoftdrinksandtwocanvasesforMandelaDay - 1

BonganiRainmakerLogistics Staff transport (Bus),blankets,diapers, toiletries,softdrinks,bottledwater,sandwichesand laundrysoapforMandelaDay. - 16

PunoThuoShuttleServices Stafftransport(Bus)forMandelaDay - 8

Independent Newspapers DinnerforCommunicatorsTraining - 10

Kaya FM EntertainmentfortheGCISInternalTellYourStoryDay - 70

SITA Freepasses,lunch,dinner&parking,equipmentandfurnitureforGovtech2014.Pen&PencilsetX2,Conferencefees,accommodation - 9

SITA EquipmentandfurnitureforGovtech - 65SITA Bookvoucherandpenset - 1SITA TwoNightsaccommodation - 3SITA GiftvoucherandPen&PencilSet - 1SITA Waiverofconferencefee - 9SITA Accommodationforfivenights - 7SITA Pen&pencilsetandgiftcard - 1SITA CharityGolfDaySponsorship - 360AliveAdvertising CharityGolfDaySponsorship - 120CaxtonPrinters CharityGolfDaySponsorship - 77SABC CharityGolfDaySponsorship - 50OasisOutdoorAdvertising CharityGolfDaySponsorship - 50OutsmartOutdoorAdvertising CharityGolfDaySponsorship - 50ABSA CharityGolfDaySponsorship - 25SABC CharityGolfDaySponsorship - 50OasisOutdoorAdvertising CharityGolfDaySponsorship - 50OutsmartOutdoorAdvertising CharityGolfDaySponsorship - 50



GCIS ANNUAL REPORT

174

ABSA CharityGolfDaySponsorship - 25

BonganiRainmakerLogistics CharityGolfDaySponsorship - 25

Sumep Media CharityGolfDaySponsorship - 25

Times Media CharityGolfDaySponsorship - 25

SunInternational CharityGolfDaySponsorship - 25

Kena Media CharityGolfDaySponsorship - 52

Brand SA CharityGolfDaySponsorship - 25

MileleGroup CharityGolfDaySponsorship - 25

Barclays CharityGolfDaySponsorship - 25

TLC Media CharityGolfDaySponsorship - 25

SherenoPrinters CharityGolfDaySponsorship - 35

Paarlmedia CharityGolfDaySponsorship - 25

Cloud9Golf CharityGolfDaySponsorship - 587

Provantage CharityGolfDaySponsorship - 15

KagisoMedia CharityGolfDaySponsorship - 15

FirstTechnology SpringbokYear-endBreakfast - 1

Nedbank NedbankGolfChallengecomplimentarytickets - 3

GrowthPoint Whisky(Various) - 2

AliveAdvertising Whishyandperfume(Various) - 1

GlobalTouch Packofchocolatesandcard(Various) - 1

SumebOutdoor Wine,chocolateandcard(Various) - 2

AdoutPost WineandChristmasHamper(Various) - 1

SABC Sportstrustgolfchallenge - 16

Times Media SADC Media Awards Launch - 4

DepTechnologies Ipad - 3

TOTAL 87 1,932


GCIS ANNUAL REPORT


175

ANNEXURE 1DSTATEMENT OF GIFTS, DONATIONS AND SPONSORSHIPS MADE AND REMISSIONS, REFUNDS AND PAYMENTS MADE AS AN ACT OF GRACE

NATURE OF GIFT, DONATION OR SPONSORSHIP(Group major categories but list material items including name of organisation)

2015/16 2014/15R’000 R’000

Made in kind2015/16• Computerequipment(40CPU's,45Monitors,sixLaptops,sevenPrinters,eightFilservers,oneModem,onedockingstation) - -• Officeequipment(fourFaxMachines,oneClock,onePowerSupply,oneFridge,twoLoudspeakers,oneSoundSystemRoland,oneDigital

MultiEffectSystem,oneDigitalEditingControlSound,oneTapeDeck,oneHPScanner;oneHeater,2Cameras) - -

• AudioVisualequipment(oneSwitch,oneVideoMachine,oneTelevisionmonitor,6Radios,3cdplayers,fouraudiovisualmixers,onecdwriter,fourtaperecorders,3headphones,oneAudioSignalDistributor,oneHandheldmicrophone,5cameras,oneTelevision) - -

• OfficeFurniture(15FilingCabinets,twoTableOffice,twoBokkcases,oneDiningtable,5Stoolstraight,oneRackdistributor,oneShelfUnit,oneRotarychair,6Straightchairs,oneCoatrack,oneDesk,oneExhibitionstand;fiveChairs,oneMagazinetable,oneStationerycupboard,2Officeworkstations,oneShelfUnit)

- -

The following were the recipients of the above items:PatogengPrimarySchool;MaremaCombinedPrimarySchool;RekgutlilePrimarySchool;B.FMorakePrimarySchool;SthandiwePrimarySchool;Ilithaspecialschool;Nwa-MhingaPrimaryschool;MamelodiRadioStation;NtolwanePrimarySchool;StPatricksPrimarySchool;MasakhaneSeniorSecondarySchool;MorokwengThusongCentre;FloraParkComprehensive;MasemolaCommunityRadioStation;HertzogvilleThusongCentre

- -

2000NelsonMandelaPortraitCoffee-tablebooksissuedtoMembersofParliamentduringSONAinJune2014 - 121ComputerEquipment(11CPU's,7Monitors,3Laptops,3Dockingstation,4printerbrother,5faxmachine,8modems);OfficeEquipment(2EpsonScanner,oneHPScanner,onelaminatingmachine,oneCalculator,4airconditioner,4fans);OfficeFurniture(10chairs,onerackdistributer,oneOccasionalTable,2CabinetFiling,1CoatRack,2AfricanArt,oneTableoffice,oneTVCabinet,oneshelfunit,onerackdisplay);KitchenAppliances(onewatercooler,2Fridges);AudioVisual (11cameras,oneTV,4amplifier,6Overheadprojector,oneSamsung radio receiveroneSamsungTransmitter,onePanasonicrecorderreceiver,6Microphone,fourPASystemwithspeakers,2loudspeakers,oneGenerator;2Tripodstand);oneGPSNavigator,3screensforoverheadprojector,4DVDPlayers.

- -

The following were the recipients of the above items: FreeStatePremier'sOffice;EsiphukwiniJPSchool;MpengwanaPrimarySchool,MagabeniPrimarySchool;SteveTshweteLocalMunicipality;MosipaSecondarySchool;BrindhavenPrimarySchool;Nwa-VanganiPrimarySchool; TEMFoundation;KwakhanyaCommunityCareProject;Sunshine Place Children's Home; Endeavour Primary School; Roodepan Primary School; ThembiNkosi; Elias Motsoaledi Local Municipality;MasakhanePrimarySchool;RamosadiPrimarySchool;MmelegiEarlyLearningCentre;MontshioaCommunityEducationCentre,andBuffelsvleiIntermediateSchool.

TOTAL - 121



GCIS ANNUAL REPORT

176

ANNEXURE 2STATEMENT OF FINANCIAL GUARANTEES ISSUED AS AT 31 MARCH 2016 – LOCAL

Guarantor institution

Guarantee in respect of

Original guaranteed

capital amount

Opening balance

1 April 2015

Guarantees drawdowns

during the year

Guarantees repayments/ cancelled/

reduced/ released during the year

Revaluations

Closing balance

31 March 2016

Guaranteed interest for year ended

31 March 2016

Realised losses not

recoverable i.e. claims paid out

R’000 R’000 R’000 R’000 R’000 R’000 R’000 R’000

HousingNPDevelopmentCorporation Ltd

NdlovuCM 498 63 - 63 - - - -

Total 498 63 - 63 - - - -

ANNEXURE 3

STATEMENT OF CONTINGENT LIABILITIES AS AT 31 MARCH 2016

Nature of liabilityOpening balance

1 April 2015 Liabilities incurred

during the yearLiabilities paid / cancelled / reduced / during the year

Liabilities recoverable

Closing balance 31 March 2016

R’000 R’000 R’000 R’000 R’000

Total - - - - -Note:2CasesarecurrentlyattheLabourCourt.2FormeremployeesweredismissedfromemploymentandtheylodgedanapplicationwiththeLabourCourtforunfairdismissal.Theircasesarestillpendingandhavenotyetbeingconcluded.Currently,theGCISdoesnothaveanylegalclaimorcourtorderagainstthedepartment.Anypossiblefuturelegalcostisunknown.


GCIS ANNUAL REPORT


177

ANNEXURE 4CLAIMS RECOVERABLE

Government Entity

Confirmed balance outstanding

Unconfirmed balance outstanding Total Cash in transit at year-

end 2015/1631/03/2016 31/03/2015 31/03/2016 31/03/2015 31/03/2016 31/03/2015

Receipt dateAmount

R’000 R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL / PROVINCIAL DEPARTMENTSDepartment of Communications 667 - - - 667 - 1April2016 566

4April2016 101Statistics SA - - - 14 - 14Subtotal 667 - - 14 667 14 667

OTHER GOVERNMENT ENTITIESPublicServiceSectorEducation andTrainingAuthority - - 70 18 70 18

Subtotal - - 70 18 70 18Total 667 - 70 32 737 32



GCIS ANNUAL REPORT

178

ANNEXURE 5INTER- GOVERNMENT PAYABLES

Government Entity


Unconfirmed balance outstanding Total

31/03/2016 31/03/2015 31/03/2016 31/03/2015 31/03/2016 31/03/2015R’000 R’000 R’000 R’000 R’000 R’000

DEPARTMENTS

Current

Department of Communications 195 - - - 195 -

Total Departments 195 - - - 195 -

Other Government Entity

Current

SouthAfricanRevenueService - - 144 83 144 83

Total Other Government Entities - - 144 83 144 83

TOTAL INTERGOVERNMENTAL 195 - 144 83 339 83

ANNEXURE 6AINTER-ENTITY ADVANCES PAID

Government Entity



31/03/2016 31/03/2015 31/03/2016 31/03/2015 31/03/2016 31/03/2015R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL DEPARTMENT

InternationalRelationsandCooperation - - 871 607 871 607

TOTAL - - 871 607 871 607


GCIS ANNUAL REPORT


179

ANNEXURE 6BINTER-ENTITY ADVANCES RECEIVED

Government Entity



31/03/2016 31/03/2015 31/03/2016 31/03/2015 31/03/2016 31/03/2015R’000 R’000 R’000 R’000 R’000 R’000

NATIONAL DEPARTMENTS

Current

Agriculture,ForestryandFisheries - - - 4,098 - 4,098

ArtsandCulture - - 383 414 383 414

Basic Education - - 80 91 80 91

Communications 3,008 - - - 3,008 -

CooperativeGovernanceandTraditionalAffairs 551 - - - 551 -

CorrectionalServices - - 2,395 - 2,395 -

Defence - - - 256 - 256

EconomicDevelopment - - 394 - 394 -

Energy - - 2,327 - 2,327 -

EnvironmentalAffairs 1,610 - - 2,062 1,610 2,062

Health - - 857 2,814 857 2,814

HigherEducationandTraining - - 2,515 545 2,515 545

Home Affairs - - 759 3,253 759 3,253

HumanSettlements 1,619 1,316 - - 1,619 1,316

JusticeandConstitutionalDevelopment - - 3,586 8,892 3,586 8,892

Labour - - 1,364 2,459 1,364 2,459



GCIS ANNUAL REPORT

180

MilitaryVeterans - - 344 10,427 344 10,427

MineralResources - - 31 454 31 454

NationalTreasury - - 15 - 15 -

PerformanceMonitoringandEvaluation 2 90 - - 2 90

PublicEnterprise - 5,391 4,992 - 4,992 5,391

PublicServiceandAdministration - 657 534 - 534 657

PublicWorks - 342 268 - 268 342

RuralDevelopmentandLandReform - - 937 20,989 937 20,989

SouthAfricanPoliceService - - 2,994 3,985 2,994 3,985

SocialDevelopment 2,349 - - 2,501 2,349 2,501

TelecommunicationsandPostalServices - - - 337 - 337

Trade and Industry - - 3,689 - 3,689 -

Transport - - 2,621 1,068 2,621 1,068

Subtotal 9,139 7,796 31,085 64,645 40,224 72,441

Non-Current

CorrectionalServices - - - 905 - 905

EnvironmentalAffairs 395 - - 1,033 395 1,033

Health - - 952 280 952 280

HigherEducationandTraining - - 238 - 238 -

Home Affairs - - - 977 - 977

HumanSettlements - 2,689 - - - 2,689

JusticeandConstitutionalDevelopment - - - 489 - 489

Labour - - 751 273 751 273

MilitaryVeterans - - 2,076 554 2,076 554


GCIS ANNUAL REPORT


181

PublicServiceandAdministration - - 388 - 388 -

RuralDevelopmentandLandReform - - 5,852 - 5,852 -

SouthAfricanPoliceService - - 2,291 1,682 2,291 1,682

SocialDevelopment - - - 243 - 243

Statistics South Africa - - - 838 - 838

Transport - - 612 242 612 242

WaterandSanitation - 225 - - - 225

Subtotal 395 2,914 13,160 7,516 13,555 10,430

AprovisionofR7.762millionthatrelatestolegalmatterthatwasconcludedbytheHighCourtinMarch2016hasbeenmade.GCISintendstorecovertheR7.762millionfromthirdparties.GCISislikelytoincurfruitlessandwastefulexpenditure.

PROVINCIAL DEPARTMENTS

Current

Kwazulu-Natal:OfficeofthePremier - - - 301 - 301

NorthWest:Finance - - 103 - 103 -

NorthWest:OfficeofthePremier - - 540 1,449 540 1,449

Subtotal - - 643 1,750 643 1,750

Non-Current

EasternCape:OfficeofthePremier - - - 62 - 62

NorthWest:ProvincialTreasury - 92 - - - 92

Subtotal - 92 - 62 - 154



GCIS ANNUAL REPORT

182

PUBLIC ENTITIES

Current

AirtrafficandNavigation - - - 58 - 58

Auditor-General - 138 119 - 119 138

CivilianSecretariatforPolice - - 1,266 - 1,266 -

CommissionforConciliation,MediationandArbitration - - 318 - 318 -

Compensation Fund - - 20,481 11,450 20,481 11,450

Competition Commission - - 948 - 948 -

Denel - - 48 - 48 -

Education,TrainingandDevelopmentPracticesSectorEducationandTrainingAuthorities - 433 - - - 433

GautengGrowthandDevelopmentAgency 9,938 - - - 9,938 -

MarineLivingResourcesFund - - 113 1 113 1

NationalConsumerCommission - 1,138 - - - 1,138

NationalProsecutingAuthority 809 - - 701 809 701

NationalRegulatorforCompulsorySpecifications - 2,833 - - - 2,833

NationalYouthDevelopmentAgency - - 10 126 10 126

Road Accident Fund - - 6,651 5,534 6,651 5,534

RoadTrafficInfringementAgency - - 620 929 620 929

RoadTrafficManagementCo-operation - - 1,818 1,238 1,818 1,238

SouthAfricanLocalGovernmentAssociation - - 4,964 - 4,964 -

StateInformationTechnologyAgency - - 435 1,527 435 1,527

UnemploymentInsuranceFund - - 3,132 - 3,132 -

Subtotal 10,747 4,542 40,923 21,564 51,670 26,106


GCIS ANNUAL REPORT


183

Non-Current

Compensation Fund - - 271 124 271 124

Education,TrainingandDevelopmentPracticesSectorEducationandTrainingAuthorities(PSETA) - 34 224 - 224 34

NationalProsecutingAuthority 342 - - 619 342 619

NationalRegulatorforCompulsorySpecifications 95 - - - 95 -

Palama - - 588 804 588 804

Road Accident Fund - - 324 38 324 38

RoadTrafficManagementCorporation - - 130 - 130 -

StateInformationTechnologyAgency - - 105 - 105 -

UnemploymentInsuranceFund - 102 4 - 4 102

Subtotal 437 136 1,646 1,585 2,083 1,721

TOTAL 20,718 15,480 87,457 97,122 108,175 112,602

Current 19,886 12,338 72,651 87,959 92,537 100,297

Non-current 832 3,142 14,806 9,163 15,638 12,305



GCIS ANNUAL REPORT

184

PART F:APPENDIX

GCIS ANNUAL REPORT

184


GCIS ANNUAL REPORT

185

CONTACT DETAILSGCIS ANNUAL REPORT

185

Physical address:GCISHeadOfficePhysical address: TshedimosetsoHouse, 1035cnrFrancesBaardandFestivalstreets,Hatfield,PretoriaPostal address:PrivateBagX745,Pretoria,SouthAfrica,0001Switchboard:+27124730000/1Email: [email protected] Website: www.gcis.gov.za

MinisterMs Faith Muthambi, MPPostal address:PrivateBagX745,Pretoria0001Street address: TshedimosetsoHouse,1035cnrFrancesBaard andFestivalstreets,Hatfield,Pretoria,0083Telephone: 0124730397

Deputy MinisterMs Stella Ndabeni-Abrahams, MPPostal address: PrivateBagX745,Pretoria0001Street address: TshedimosetsoHouse,1035cnrFrancesBaard andFestivalstreets,Hatfield,Pretoria,0083Telephone: 0124730398

Acting Director-General Mr Donald LiphokoPostal address:PrivateBagX745,Pretoria0001Street address:TshedimosetsoHouse,1035cnrFrancesBaardandFestivalstreets,Hatfield, Pretoria,0083Telephone: +27124370245Fax:+27124730585Email: [email protected]

Acting Information OfficerMr Donald LiphokoPostaladdress:PrivateBagX745,Pretoria,0001Streetaddress:TshedimosetsoHouse,1035cnrFrancesBaardandFestivalstreets,Hatfield, Pretoria,0083Telephone: 027124370245Email: [email protected]

Deputy Information Officer Mr Keitumetse SemakanePostal address:PrivateBagX745,Pretoria,0001Streetaddress:TshedimosetsoHouse,1035cnrFrancesBaardandFestivalstreets,Hatfield, Pretoria,0083Telephone: 027124730000/1Email: [email protected]

Parliamentary Liaison Office (Cape Town) Ms Liezel CerfDirector: Parliamentary ServicesPhysical address: Groundfloor,120PleinStreet,CapeTownPostal address: PrivateBagX9075,CapeTown,8000Telephone: 021 461 8146Fax: 021 461 1446 Email: [email protected]


GCIS ANNUAL REPORT

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PROVINCIAL OFFICES POSTAL ADDRESS PHYSICAL ADDRESS MANAGER TELEPHONE FAX EMAIL ADDRESS

EASTERN CAPEPrivateBagX608East London5200

Union Arcade BuildingUnion StreetEast London 5200

Ndlelantle Pinyana 0437222602 0437222615 [email protected]

FREE STATEPOBox995Bloemfontein9300

Shop 87, Bloem Plaza East,BurgerStreetBloemfontein9300

Lineo Sehlabaka 051 448-4506 0514307032 [email protected]

GAUTENG

PrivateBagX16,Johannesburg2000

1066 Absa BuildingCnrChurchandLovedaystreets,Johannesburg2000

Peter Gumede 011 834 3560 011 834 3621 [email protected]

KWAZULU-NATALPrivateBagX54332Durban,4000

Sage Life House21FieldStreetDurban4000

Ndala Mngadi 0313016787 031 305 9431 [email protected]

LIMPOPOPOBox2452Polokwane0700

Old Mutual building66HansvanRensburgStreet,Polokwane0700

Thanyani Ravhura 015 291 4689 015 295 6982 [email protected]

NORTH WEST

PrivateBagX2120Mafikeng2745

Nicol Centre CnrCarringtonandMartinStreets,Mahikeng2745

Kagisho Merementsi 018381-7071 0183817066 [email protected]

NORTHERN CAPEPrivateBagX5038Kimberley,8300

7–9 Currey Street Kimberley8300

Marius Nagel 0538321378/9 0538321377 [email protected]

MPUMALANGAPOBox2586Nelspruit1200

Medcen BuildingCnrBelland14Henshallstreets,Nelspruit1200

Jeremiah Nkosi 0137532397 0137532531 [email protected]

WESTERN CAPE

POBox503AthloneCape Town 7600

Kismet BuildingOldKlipfonteinRoadAthloneCapeTown7600

Ayanda Hollow 0216970145 021 696 8424 [email protected]


GCIS ANNUAL REPORT

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NOTES


GCIS ANNUAL REPORT

188

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RP267/2016 ISBN: 978-0-621-44823-8

TSHEDIMOSETSO HOUSE

1035 Frances Baard Street (corner Festival Street) HATFIELD, Pretoria

ANNUAL REPORT 2015/16...Africa Yearbook, Pocket Guide to South Africa and the South African...

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Transcript of ANNUAL REPORT 2015/16...Africa Yearbook, Pocket Guide to South Africa and the South African...