STRATEGIC PLAN
Responsible Minister : Dr. Ivy Matsepe Casaburri
Administration Department : Department of Communications
Accounting Officer : Dr. Andile .A Ngcaba
2002 - 2005
TABLE OF CONTENTS
OVERVIEW BY ACCOUNTING OFFICER *
1. INTRODUCTION AND BACKGROUND *
4. STRATEGIC GOALS AND OBJECTIVES *
6.2.1 Broader National Priorities *
6.2.2 Telecommunications Strategy *
6.2.7 Research and Development Strategy *
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8. SWOT ANALYSIS *9. BUSINESS "SERVICE DELIVERY" PLAN *
Programme 1: Administration 34
Programme 2: Telecommunications Policy 38
Programme 3: Postal Services 44
Programme 5: Auxiliary and Associated Services 54
ANNEXURE
Departmental projects Annexure A
Budget requirements:
Program 1 - 5 Annexure B
Risk management plan Annexure C
Fraud Prevention plan Annexure D
OVERVIEW BY ACCOUNTING OFFICER
The Department of Communications "the department" is well positioned to continue with the liberalisation and modernisation of the information and communications technology (ICT) sector. The drive is towards a fair, technically aware society enabled by access to communications services, the Department has demonstrated how through credible policy and strategy the way that ICTs can bridge the divide between the haves and the have nots and thereby improve the lives of all South Africans.
The communications sector plays a fundamental role in the functioning and growth of modern economies and societies. The role of communications is critical in every sphere of our lives, our education, work, entertainment, business and governance.
Communications underpins digital, electronic commerce-based activities and new services bringing together broadcasting and IT/Computing, forming a key input to the knowledge driven economy.
The SA communications sector is also a major contributor to the South African economy in its own right – accounting for between 4% and 6% of GDP and thousands of jobs. The international competitiveness of the South African economy can be enhanced where communications meets consumer needs in an efficient and effective way.
The department addresses several inter-related challenges. First, is the need to address the gap in the provision of basic services and infrastructure to all citizens; second is the need to explore the role of ICTs in seeking innovative solutions to development problems. Third is the transformation of the sector and of institutions, accompanied by implementing appropriate sector management and institutional development strategies; fifth is to create a climate of sustainable investment; sixth is the need to empower historically disadvantaged people and finally is that of globalisation and integration of the world economy. The development of long-term strategies would build on:
5. Globalisation and new markets
The Department aims to develop innovative project initiatives and policies that will contribute to economic growth, creation of a knowledge society, ensure universal service and ensure infrastructure development with a view of enhancing services in civil society, government and business.
In the formulation of policy and strategy for the South African ICT sector, for the next decade, the perspective of the department is based on a strategy to build the economy, promote job creation, participate in the knowledge economy and promote universal service. ICT networks and services play a fundamental role in the functioning and growth of modern economies and societies. The role of ICT is critical: from the Internet to emergency services to social services, from small business to trans-national corporations, from local to central government, and for every individual in their social and employment contacts. ICT underpins digital, electronic commerce based activities and new services bringing together broadcasting and IT/computing, forming a key input to the knowledge driven economy.
The ICT sector is characterised increasingly by liberalisation, new technologies and cross-border capital flows, among many other considerations. The sector is also witnessing merger and acquisition activity on an unprecedented scale. This has been accompanied by increased pressure on the structuring of markets. Direct foreign investment in ICT and related sectors is an important policy area where there are strong pressures for the relaxation of regulation in order to promote market access and increase South Africa’s active participation in the information society.
The convergence of technologies also affects not only the ways in which markets are structured, but also policy formulation, alliances of companies in communications, broadcasting and general media services. These developments affect both the infrastructure and the content components of the ICT sector. The rapid pace of change results in responsive policies to the various changes in the communications sector.
Policy-making has become a dynamic process, to take into account liberalisation, cross-border flows of investments, competition and the extension of universal service, among other factors. One particular goal is the provision of basic communications whilst modernising the delivery of advanced information services capable of meeting the needs of the South African economy.
The ICT sector has witnessed an accelerated growth of data communication. In addition, the rate of connections of mobile subscribers has surpassed that for fixed line services. Internet telephony, mobile Internet and the growth of ‘hand-held’ terminals will affect communications policy. Wireless communications (and the related protocols) as well as the overall supply of new technologies impact upon the policy-making process.
The above factors have placed significant pressure on the communications sector in South Africa – including information, education and entertainment. The policy-making process will need to take into account the modernisation and development of communications, increased market and trading access, liberalisation and the promotion of managed competition.
The overall sector strategic imperatives of the department business plan are to develop a high-quality multimedia services and a fully competitive sector, which leads to consumer quality, lower affordable prices and a better range of services.
SECTION A – STRATEGIC PLAN
1. INTRODUCTION AND BACKGROUND
After the first democratic elections of 1994, the South African government formulated policies that were aimed at promoting the creation of a democratic, non-racial, non-sexist and prosperous South Africa. These legislative, policy and institutional frameworks aim at redressing the imbalances of the past and to build a better life and true equality for all.
The mandate of the Department of Communications "the department" is to formulate policies that regulate the information, communication and technology sector. To that end the department’s strategic intent for the first five years of our democracy was focussing on policy formulation and implementing that sought to enable universal access and provision of services of information and communications technologies to the historically disadvantaged people in our country. The development and growth of the Communications sector over the last ten years can be depicted as follows:
2002 |
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- Second Network Operator Licenses |
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1999-2001 |
- Post bank Corporatisation |
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- Broadcasting Act |
- Bop/Channel Africa |
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1996-1998 |
- Vans License |
- Sentech Positioning |
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- Telecommunications White Paper |
- Telecomms Act Revision |
- Positioning SAPO as a Key Public Access to ICT |
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1992-1995 |
- Telecommunications Act |
- IBA & SATRA Merger |
- Establishment of Postal Training |
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- Multiparty negotiations |
- Establishment of SATRA & USA |
- ICASA Act |
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- Democratic Elections |
- General Elections |
- Postal Regulator |
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- Independent Media Commission |
- Broadcast White Paper |
- Third Cellular License |
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- Vodacom & MTN Established |
- Postal Act |
- Four Year CR Licensed |
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- Independent Broadcasting Authority Act |
- Licensing of Greenfield’s Private Radio |
- Number of Private Radio Licenses Amended |
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- IBA Council Appointed |
- Sale of SABC Radio |
- Free to Air Television License Amended |
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- Posts, Broadcasting, Telecommunications separated |
- Licensing of Free to Air Television |
- Smithsdrift(Khoisan) Radio Licensed |
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- Community Radio Licenses |
- Four Years Community Radio Licensed |
- SA Production Advisory Body Established |
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- Triple Inquiry Report |
- Postal Services Act No 124 of 1998 |
- SA Digital Broadcasting Body Established |
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- Re-introduction of SAPO subsidy |
This strategic plan whilst building on the foundation of the last ten years of our democracy seeks to strengthen our policies and implementation thereof as well as the rolling out of infrastructure that will enable us to achieve the following national objectives:
This strategic plan is also intended to comply with the requirements of the Public Finance Management Act as well as the Public Service regulations part III B, 2001.
To achieve the linkages between the strategic plan and the business plan of the department, this document consist of both the strategic and business "service delivery" plans of the department. Section A consists of the strategic plan of the department whilst section B incorporates its service delivery plan.
The main challenge is to align the strategic plan with the business plan as treasury provides for the finalisation and submission of the strategic plan on or before the end of April whilst they require the MTEF budgets by the end of June each year. Whilst this document attempts to link the financial resources requirements to this strategic plan it is limited to the available information at 30 April, which will differ to the MTEF submitted at the end of June.
Another challenge of this strategic plan is that it is prepared simultaneously with those of the portfolio organisations reporting to the department. As all the portfolio organisations, in addition to the requirement of operating profitable businesses, serve as the delivery arm of the department in ensuring the delivery of national objectives, a top down approach would have been more meaningfully. In this approach the department would prepare its strategic plans and make it available to the portfolio organisations for incorporating its strategies in their corporate and strategic plans.
DOC ORGANOGRAM
The department’s overall organogram is shown overleaf. The details of this organogram reflect the positions filled as well as vacancies (both funded and those not funded) in the service delivery plan under section B.
The Department of Communications derives its mandate from the Constitution (Act No.108 of 1996) of the Republic of South Africa and the enabling legislation as promulgated by Parliament. The Department is the public arm of the Ministry of Communications.
To give effect to the Constitution, the DoC’s main objective is to develop, formulate and implement policies for the Telecommunications, Postal and Broadcasting Services. The Department also acts as a holding company owning shares and/or controlling fiscal transfers to entities which are under the control of the Minister which consist of the South African Post Office Limited, the South African Broadcasting Corporation, Telkom (SA) Limited, Sentech (Pty) Limited, the Independent Communications Authority of South Africa, the Universal Service Agency and the National Electronic Media Institute of South Africa
In order to achieve its mandate, the Department developed the following Acts that were approved by Parliament.
Telecommunications Act No.103 of 1996 (as amended)
To make new provision for the regulation of telecommunication activities other than broadcasting, and for the control of the radio frequency spectrum; and for that purpose to establish an independent South African Telecommunications Regulatory Authority and a Universal Service Agency; to repeal the Radio Act, 1952, and the Radio Amendment Acts of 1957, 1962, 1963, 1969 and 1974 and to amend the General Law Amendment Acts of 1957 and 1975, the Post Office Act, 1958, the Post Office Service Act, 1974, the Broadcasting Act, 1976, the Legal Succession to the South African Transport Services Act, 1989, and the Independent Broadcasting Authority Act, 1993; and to provide for matters connected therewith.
Telecommunications Act No. 65 of 2001
To amend the Telecommunications Act, 1996 (Act No. 103 of 1996), so as to insert new definitions and substitute other definitions; to make provisions for radio frequency access in the 1800 MHz frequency band; to make provision for new kinds of licenses; to make further provision for applications for licenses and the consideration thereof; to provide anew for the taking of decisions on applications for licenses; to provide for public switched telecommunications services and public switched telecommunication networks; to further regulate mobile cellular telecommunications services; to provide for the commencement or duration of certain licenses; to further regulate private telecommunications networks; to make further provisions for the interconnection of telecommunication system; to further provide for the availability of telecommunications facilities; to make provision for the establishment of the Telecommunications Mediation and Arbitration Committee; to provide for emergency centers; to further regulate numbering plans; to make further provisions for certain functions of the Independent Communications Authority of South Africa; and to make provisions for the establishment of telecommunications museum; to provide for the repeal of a particular law and the amendment of two others; and to provide for matters connected therewith.
Independent Broadcasting Act No.153 of 1976 (as amended)
To provide for the regulation of broadcasting activities in the public interest; for that purpose to establish a juristic person to be known as the Independent Broadcasting Authority which shall function wholly independently of State, governmental and party political influences and free from political or other bias or interference; to provide for the representation of that Authority by and its functioning through a council, and to define the powers, functions and duties of that Authority; to provide for the devolution of powers relating to the administration, management, planning and use of the broadcasting services frequency bands to the said Authority; and to provide for incidental matters.
Broadcasting Act no.4 of 1999
To repeal the Broadcasting Act, 1976 (Act No. 73 of 1976), so as to establish a new broadcasting policy for the Republic; to amend certain provisions of the Independent Broadcasting Authority Act, 1993 (Act No. 153 of 1993); to clarify the powers of the Minister in regard to policy formulation and the Authority's powers with respect to the regulation and licensing of the broadcasting system; to provide for classes of broadcasting activities in the public interest and for that purpose--
Postal Services Act No.124 of 1998 (as amended)
This Act sets provisions for the regulation of postal services for the operational functions of the South African Post Office limited (SAPO) including its universal service obligations; for structural matters relating to postal services as well as the operation of the Post bank. The Act also provides for the consolidation of certain provisions relating to SAPO and amends or repeals others. The Postal Regulator for example was also established as a result of this Act.
The above legislations seek to achieve national objectives of rolling out universal services and access to all the citizens of the country by undertaking strategic research, human resource development, provision of services and infrastructure rollout in the Information and Communications Technology sector.
The department also derives its mandate from various Cabinet directives, the President from time to time, the Public Finance Management Act No 1 of 1999 (as amended), and other government policy thrusts. These policy thrusts include, among others, Economic Growth and Development; Human Resources Development; Service Delivery; Integrated Rural Development, Urban Renewal; Black and Gender Economic Empowerment.
The strategic plan of the department is rooted in South Africa’s macro-economic policy framework, the Reconstruction and Development Programme as well as overall Government policies, priorities and strategies with regard to South Africa’s commitment to the information communication society. The policy processes aim to ensure South Africa’s active participation in the building of the information society to attain the objective of universal service.
The strategy seeks an integrated and comprehensive approach to create a climate of sustainable investment; developing our human resources and providing access information and communications technology that will enable the country meet the requirements of a developing economy.
4.2 Broader National Priorities
The main strategic thrusts of the department is to assist through information and communications technologies all government sectors improve their service delivery which will lead towards the attainment of national objectives. This will be achieved through strategic research and development as well as ICT infrastructure rolls out.
Its key elements include the following:
4.3 Telecommunications Strategy
The department’s telecommunications strategy aims to address several inter-related challenges. First is the need to address the gap in the provision of basic ICT services; second is the transformation of the ICT sector accompanied by implementing appropriate sector management and institutional development strategies. Third is to explore the role of technology in seeking innovative solutions to development problems; fourth is to create a climate of sustainable investment and finally is the need to empower historically disadvantaged people.
In the formulation of policy and strategy for the South African ICT sector, for the next decade, the perspective of the department is based on a strategy to build the economy, promote job creation, participate in the knowledge economy and promote universal service. ICT networks and services play a fundamental role in the functioning and growth of modern economies and societies. The role of ICT is critical: from the Internet to emergency services to social services, from small business to trans-national corporations, from local to central government, and for every individual in their social and employment contacts. ICT underpins digital, electronic commerce based activities and new services bringing together broadcasting and IT/computing, forming a key input to the knowledge driven economy.
The department’s telecommunications policy is characterised increasingly by liberalisation, new technologies and cross-border capital flows, among many other considerations.
The rapid pace of change means that policies need to be responsive to the various changes in the telecommunications sector. Policy-making has become a dynamic process, to take into account liberalisation, cross-border flows of investments, competition and the extension of universal service, among other factors.
The ICT sector has witnessed an accelerated growth of data communication. In addition, the rate of connections of mobile subscribers has surpassed that for fixed line services. Internet telephony, mobile Internet and the growth of ‘hand-held’ terminals will affect telecommunications policy. Wireless communications (and the related protocols) as well as the overall supply of new technologies impact upon the policy-making process.
The above factors have placed significant pressure on the telecommunications sector in South Africa – including information, education and entertainment. The policy-making process is geared towards provisions of access to telecommunications services, modernisation and development of telecommunications, increased market and trading access, liberalisation and the promotion of competition.
The overall sector strategic imperatives are to develop a high-quality multimedia services and a fully competitive sector, which leads to consumer quality, lower affordable prices and a better range of services.
The Department strategically intends to open up the Telecommunications market by the year 2005 through:
The e-commerce initiative aims to develop e-commerce policy to foster electronic and mobile commerce, which will also inform the national e-government strategy and take into account Law Commission’s computer related crime and evidence process and the e-justice project of the Department of Justice.
The establishment of a domain name authority will provide equitable access of domain names. This agency will also look into dispute resolution that might arise as a result of for example "Cyber squatting" i.e. the deliberate registration of trademarks and well known names as domain names exclusively for commercial purposes of selling them to the highest bidder.
A certification authority in respect of public key infrastructure will provide users and the business community with the critical confidence and, security needed to conclude online transactions. It will also ensure that certificates to ensure authentication and non-repudiation are accessible and affordable to all.
The strategy aims to provide universal access by all South Africans to broadcasting services. The development of a national digital infrastructure for a broadcasting network will ensure that all cultures and languages enjoy the same coverage on television and other multimedia access devices including Internet broadcasting. The Department is developing long-term policies to digital broadcasting, laying the foundation for the transformation of analogy to digital broadcasting.
The convergence of technologies provides an opportunity to ensure that services reach the under-serviced and thus make life-long education feasible. The Department will introduce multi-channel delivery systems to serve social goals cost-effectively and efficiently.
The strategic intent of extending the broadcasting footprint is targeted at increasing access to radio and television services to reach the million populations currently not covered.
The South African Broadcasting Corporation (SABC) is being corporatised and restructured to ensure a clear mandate that would enable it to meet the needs of South African audiences including but not limited to the provision of:
Channel Africa and Bop Broadcasting are being repositioned to advance NEPAD and to bridge the digital divide in the continent.
Sentech will be licensed to provide multi-media services for further investment in telecommunications infrastructure and as a source of foreign revenue.
Development of an e-learning platform for bridging the learning gap and for the purposes of research and economic development. Develop an educational network.
Create policy and legislative framework for disabled persons and implement suitable programmes. The Department will continue to rollout community radio infrastructure. The focus will be on the nodal points in terms of the Integrated Sustainable Rural Strategy. With respect to content development and capacity building, the Department will continue with the Programme Production Project, targeting community radio.
The Department’s postal strategy is aimed at the advancement of the universal provision of postal services and access to South African citizens, especially the under-serviced areas including the nodal points.
The strategy focuses on improving the efficiency and the effectiveness of mail delivery, mail security, public confidence in the Post Office and the strategic positioning of the Post Office as a regional hub for international mail. The strategy will enable the provision of physical and email addresses to all citizens, thus enhancing access to electronic communication.
The main strategic thrust in the postal sector is to position the South African Post Office to provide electronic services with a view to addressing new challenges, such as financial services to the unbanked or unbankable, declining mail volumes resulting from technological advancements, etc. The strategy is aimed at cost reduction, revenue enhancement, optimising market share and the reduction of subsidies by the government. The strategy aims to break even in the short term and make a profit in the medium-term to long term.
The establishment of the postal regulator advances the public interest in the provision of postal services through monitoring, enforcement and compliance of the postal policies and regulations. .
The restructuring of the Post Office and incorporation of the Post Bank is aimed at positioning the Post Bank to be bank of choice for community-based savings schemes and provide finance to these communities. This will ensure the extension of financial and banking services to the rural communities and low-income earners.
An investment in infrastructure is central to service delivery and will yield public policy benefit to improve the lives of people. The rollout of infrastructure to historically disadvantaged people will enable access to services provided by government, the private sector, and academia. The Department aims to achieve this through rolling out community multi-media infrastructure and services such as community radio stations, public information terminals, tele-centres and citizen’s post offices and the multi-purpose community centres.
The Department will develop public emergency communications centres and relevant radio trunking networks for public emergency agencies, thus enhancing access to public emergency services. It also aims to enhance telephone connectivity through the opening up of the telecommunications market, thus the licensing of new telecommunication operators. Further, it intends to bridge the digital divide by providing community-based postal infrastructure that offers traditional and emerging multi-media services. The universal provision of broadcasting services to all citizens will ensure access to information, education and participation of all citizens in the democracy.
Infrastructure development shall be used as a platform to deliver services to the people.
4.7 Applications
The strategy is to develop a variety of ICT service delivery applications and to expand internet connectivity.
The aim of the E-learning project is to provide internet connection for schools in South Africa with specific emphasis on rural disadvantaged schools. The strategy includes training teachers in e learning, maths, science, technology and other ICT avenues. Internet 2000 seeks to establish connectivity at schools and tertiary institution.
The development of interoperability specifications will ensure the deployment of a multi application smart card for commercial and government services. Smart cards provide an alternative to reach the non-banking citizens in South Africa.
The possibility of using Open Source Software for development applications is being examined.
4.8 Research and Development Strategy
Applications depend on effective research and development. Innovative concepts are being researched, tested and developed to examine their wider deployment. The cyber city concept deals with the creation of a hub for high-tech development that will serve as a warehouse for information and enabling processing technologies, research and development. Multi purpose community centres, shopping centres and electronic banking terminals can serve as access points for the use of smart cards.
Satellites overcome the terrestrial problems of footprint/coverage of the ICT infrastructure. South Africa uses valuable foreign exchange to purchase satellite capacity on the international market. The feasibility study of a South African Communications Satellite examines the commercial viability of South Africa developing its own satellite versus renting space from other countries’ satellites.
The ICT University will be an important research and development access for the sector.
The communications policies provide for the separation of the policy-making, regulatory and operational functions for the South African communications sector. Policies and future legislation will further define a new role for the Department of Communications - that of policy-making and shareholder management. The responsibility of the Department in monitoring the respective portfolio organisations includes that of accountability, examining the effectiveness of policies and long-range planning. In the context of communications, the Department is embarking upon active programmes to take into account the need to ensure the provision of affordable universal service and for modernisation of the South African economy.
The regulatory framework created by the legislation embodies the policy objectives and national priorities in a concrete and enduring form. The regulatory frameworks will smooth the transition from a market currently dependent on a monopoly provider of essential communications services to one in which there is robust competition among a variety of communications service providers.
The key objectives include the promotion of universal and affordable communications services, the promotion of communications services that are responsive to the needs of users and consumers and the promotion of fair competition within the communications industry. Icasa is the regulatory watchdog for the communications sector and is responsible for implementing policy by performing a broad range of regulatory functions. In its role as the independent regulator, ICASA must balance the interests of consumers, on the one hand, and stakeholders in Telkom and other market participants, on the other. The Postal Regulator performs similar functions.
The international programme is derived from the foreign policy of the government. The key initiatives have been set out in the President’s State of the Nation Address. These include the New Partnership for Africa’s Development (NEPAD), bridging the digital divide, the ICT International Advisory Council. The international programme seeks to give concrete approaches to the expansion of ICT infrastructure and services on the African continent. The purpose is to realise foreign development initiatives in Africa’s ICT sector, address the development gaps in the communication infrastructure, and address the gap in the development of human resources and assessing new technologies.
The ICT sector is an essential sector for Africa to leverage upon to ensure participation in the information society and the knowledge economy as well as act as a stimulus to economic growth and development. The international programme also aims at harnessing the various ICT initiatives towards a co-ordinated effort to improve synergy in the sector and to maximise the development impact.
Communications is evolving very rapidly worldwide, given technological advances and a general restructuring of the sector both within countries and internationally. The evolutionary forces are often very powerful and are supported by global economic and technological trends. They make continuous change within the sector virtually inevitable over the next decade. These forces act as drivers for change and affect both the nature of communications and the alternatives available for structuring the communications sector. There are both internal (national) and external (international) drivers of change (which are common to many countries), such as the challenges posed by new trading developments such as the formation of the World Trade Organisation.
Change in the sector is inevitable. The real choices relate to how best to manage the process of change. Market structures, financing and ownership, and regulation can be used to manage the process.
Communications is the key enabling component of the information sector and the carrier for many of the services provided through information systems for both public and private sector uses. The effective flow of information, and effective communications channels, are crucial for effective economic and social development. Thus, communications policy should also be seen in the context of a broader information policy for South Africa.
The Department has established the Institute for Satellite Applications (ISSA) and the National Electronic Media Institute of South Africa (NEMISA) to train graduates in space and software engineering and develop ICT skills in the industry. The programmes are undertaken through partnerships with reputable national and international institutions in multi-media training. The current strategic thrust is to establish an ICT multimedia university.
The Department’s strategic thrust is to empower previously disadvantaged communities, reposition South Africa and Africa using ICT for development and for improving the lives of our people. The provision of these services facilitates higher standards of living, accelerated economic growth and development, improved and evolving service delivery.
To realise the abovementioned overall strategies, the department has developed the following strategic goals:
To enable it to deliver on its mandate the department formulated a number of objectives for each goal. To assist in the evaluation and monitoring on the achievement of its goals, the department formulated a number of objectives for each strategic goal developed above and these are:
Goals |
Objectives |
Key Performance Indicators |
Achieving universal service and access to basic ICT services in order to close the digital divide |
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Modernisation and digitisation of all communication infrastructure |
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Creation of a knowledge economy |
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Promote use of ICT for economic growth and development |
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# of Post Banks in under-serviced areas # of Community Multi-Media Services # of Telecomms operators owned by SMME’s # of Regional Broadcasting services % Signal coverage of broadcasting services |
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Develop export potential in the ICT sector |
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Reposition South Africa as a hub for content creation |
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Expand skills base through targeted Human Resource Development initiatives |
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The department established seven core values, which are, Honesty, Openness, Cost Effectiveness, Innovation, Professionalism Nation Building and Public services.
Honesty |
Officials of the department must recuse themselves from and report to higher authority any official action that may result in improper personal gain. No one must use their official position to obtain or accept any gifts or benefits that may be construed as bribes, nor will any official undertake remunerative work outside my official duties without approval. |
Openness |
Officials recognise the public’s right of access to information, excluding information that is specifically protected by law, and will give honest and impartial advice, based on available relevant information, when required to do so. They will promote sound, efficient, effective, transparent and accountable administration and honour the confidentiality of matters, documents and discussions, classified or implied as being confidential or secret. |
Cost Effectiveness |
Officials will strive to achieve the objectives of the Department cost-effectively and in the public’s interest, be honest and accountable in dealing with public funds, property, communication facilities and other resources and use such resources effectively, efficiently and only for authorised official purposes. |
Innovation |
Officials will endeavour to be creative in thought and in the execution of their duties, seek innovative and economical ways to solve problems and enhance effectiveness and efficiency within the context of the law. |
Professionalism |
Officials will execute their duties in a professional and competent manner. Officials must never abuse nor be influenced to abuse their authority and deal fairly, professionally and equitably with colleagues and members of the public. Officials will not abuse their positions to promote or prejudice the interests of any political party, interest group or individual. |
Nation Building |
In performing their duties, officials will promote the unity and well being of the South African nation by respecting every person’s dignity and rights as contained in the Constitution and being committed to the development and upliftment of all South Africans. |
Public Service |
Officials will put the public interest first in the execution of my duties, serve the public in an unbiased and impartial manner, and be polite, helpful and reasonably accessible in their dealings with members of the public and at all times treat them as customers who are entitled to receive high standards of service. |
7.1 Strengths
A major strength of the department is clarity of its mandate. Whilst the sector that the department regulate appears to be hostile and critical to it, this can be attributed mainly to protection of self-interest by industry players than can be attributed to the mandate of the department as pronounced from time to time by its critics. Other government organs have an influence over some aspects of the policies developed by the department, recognition and appreciation of the role of the department Vis a vis other state organs is on the increase.
Another source of strength is the infrastructure resident in the portfolio organisations to which the department is shareholder (e.g., post offices, broadcasting services, telecentres, etc). Given the opportunities that are available to the department this plays a vital role in the delivery of services to the citizenry. This includes delivery of the department’s traditional services such as broadcasting services, postal services and telecommunications services. It also includes non-traditional services that will enable government to meet its national objectives. These include but are not limited to, banking services through the Post Bank, basic health services, educational services, as well as making government wide information and services available to all citizens.
Leadership and sector knowledge by the Minister and the Director General gives the department an edge over the entire ICT sector.
The department encourages the culture of learning both within the sector, by encourages studies within the ICT sector as well as courses, workshops and reading that will improve the staff’s understanding of the country and continent they live in and the world to which they are an integral part of.
Finally, the office environment and infrastructure from which the department operates rates amongst the best within the public services. If advantage is taken of this environment, it can be utilised to increase morale that will result in increased productivity to the benefit of the citizenry
The departments possess limited skills in the ICT sector. This weakness can also be attributable to the entire sector both nationally and internationally. For the department the weakness is compounded by the fact that the private sector traditionally pays higher salaries than the public sector and as such is best positioned to attract the best skills including attracting these from the department. This weakness invariably leads to a high staff turnover (especially of skilled personnel) as it is constantly required to do more with fewer resources.
Related to the above weakness is the department’s inadequate development and implementation of national government human resources policies. In the last couple of years, national government has, instead of developing policies; developed guidelines to assist individual departments develop their own policies. This weakness if not adequately addressed will lead to low productivity, low morale and high staff turnover. Some of the policies referred to above are, training policies where proper impact analysis prior and after training ought to be undertaken as well as performance evaluation policies to ensure that proper effective coaching and mentoring can be undertaken.
The department also possess very limited skills in project management as well as contract management. Limited project management skills result in inefficient and uneconomical use of resources placed at the disposal of the department in that not all projects are delivered on time, as specified and on budget. Taking into account the nature of strategic projects carried out by the department, lack of proper project management affects every aspect of the service delivery programme of government (from basic health care to national safety and security). Lack of contract management skills results in available limited resources identified above being utilised to endeavour to rectify contracts that are not executed as provided in these contracts instead of concentrating on their core objectives.
Due to the fact that the department does not have a presence in provinces, it relies more and more on portfolio organisations to deliver services to the citizenry. Over and above the national obligations placed on the portfolio organisations, the department as government shareholder representative is also expected to actively monitor their financial performance of these portfolio organisations. The main weakness of the department is effective shareholder management as it tends to utilise personnel dedicated to shareholder management in other areas such as policy formulation and managing of projects.
Another major weakness of the department is the fact that it does not have a presence in the provinces. This negatively affects services delivery.
Finally, the departments’ research capacity is extremely limited and tends to be focussed on the current issues instead of being future focussed. For example it should have began, research on policies about licensing of the third national operator.
The ICT sector has been identified as a sector that is vital to addressing the social ills of the country, the region as well as the continent.
The department is at the threshold of the transformation of the country and is well positioned to bridge the gap between the first and the third world within the country and to assist in the development of the region as well as the continent. Technological advancement’s provides the department with the opportunities of rigorously pursuing projects such as e-health, e-learning and edu-net witch will be at the forefront of addressing societal development needs. Internet and the convergence of technologies provide the single most growth area for the country.
Through its various investment vested in its portfolio organisations the department is well positioned to play a meaningful role in electronic government. This will enable the citizenry to access government and other private sector information and services.
The liberalisation of the telecommunications sector will result in first and foremost attraction of the much sought after foreign direct investment and secondly the roll out of telecommunications infrastructure in the country. This infrastructure can be utilised as a springboard to provision of services to the region as well as the continent.
Liberalisation of the ICT sector also provides the department with opportunities of advancing black economic empowerment in the sector. Through the legislation such as telecommunications amendment act of 2001, the department has laid a strong foundation for the transformation of this sector.
Through initiatives, such the Institute of Satellite and Software applications as well as the National Electronic Media institute of South Africa the department has positioned itself to be at the forefront of human resources development in this sector. The proposed ICT University gives additional impetus to skills development in this sector.
Government has, for the first time acknowledged, the role to be played by research and development in addressing socio economic challenges facing the country. To this end, the department should prioritise research projects such as the commercial satellite projects as well as software development and applications project.
The sector in which the department operates is vibrant, dynamic and financially viable and as such, there is strong competing needs within and across the sector. Whilst healthy competition is welcome in all areas of this sector, if unchecked, it might lead to poor service delivery to historically marginalized individuals and areas.
There are a number of limited individuals in the department who are knowledgeable about the ICT sector. Loss of any of these individual to the private sector and / or other state organs would have negative impact on the service delivery programme of the department. This also poses potential loss of institutional memory, which will result in high turnaround times that leads to ineffective service delivery.
Globally the ICT sector financial performance is on the decline. Like in any other sectors facing similar challenges, this will lead to re-engineering projects that will in first place focus on reducing personnel and will lead to industry players priorities projects which will improve profitability as the cost of service delivery.
Human Resources can be regarded as the lifeblood of any organisation. Given the organisational weakness in so far as human resources is concerned and the role to be played by the department in addressing the socio economic challenges of the country, the department should prioritise the development and implementation of appropriate human resources policies and procedures.
Priority should also be given to identifying individuals with potential both within and outside the organisation with a view to fast tracking their development. A training policy that will ensure that an impact analysis of training both prior and after training has occurred is vital.
Given the economic contributions of portfolio organisations to the economy of the country, the current government initiative to transform these institutions as well as the need to provide universal access to services by all citizens of the country it is vital that the shareholder unit of the department is adequately staffed.
It is also vital that the department is represented at the board meetings of these organisation and equally important is the periodic monitoring and evaluations of the performances of these organisations. To achieve this the compilation and signing off the shareholder agreements should be expedited.
The strategic role of the department in so far as achieving the national priorities cannot be over emphasised. To that end effective project and contract management in the department should be prioritised. the adequate mandate and staffing of the program management office is long overdue.
SECTION B – SERVICE DELIVERY PLAN
The purpose of this section is to put into action the strategic plan of the Department. This service delivery plan consist of:
The resources requirements of each program consist of people and finances. The human resource requirement is depicted by means of an organgram per program whilst the finance requirement has been tabulated per program. The financial plan distinguishes between amounts as appropriated in Parliament for this financial year and the department’s request of amounts so appropriated.
As indicated in section 1 " Introduction and background" the main challenge is to ensure that the MTEF budgets are informed by the strategic intent of the department given the different time frames of the provision of the strategic plan and the MTEF budget.
The purpose of program 1 is to provide overall administration and management of the department including operational policy formulation by the Minister and Director General. The program provides support services such as legal, finance, project management, procurement and human resources development.
CODE |
PROJECT |
STRATEGIC OBJECTIVE |
DG/F/003 |
Incubators |
Develop business incubators |
PBU/KM/001 |
KM Education |
Increase cross-sectoral application of ICT’s in government |
DG/F/003 |
Incubators |
Develop a SMME strategy |
DG/F/003 DG/F/002 |
Incubators Internship |
Develop a BEE strategy 19% set aside for BEE in SNO |
DG/F/003 DG/F/002 |
Incubators Internship |
Develop a Gender Economic Empowerment (GEE) strategy |
DG/F/003 |
Incubators |
Develop a Disability Economic Empowerment strategy |
PBU/KM/001 PBU/KM/004 |
KM Education Knowledge brokerage |
Establish ICT University |
DG/F/003 |
Incubators |
Develop learnership and internship programmes |
DG/F/003 PBU/KM/001 |
Incubators KM education |
Develop e-learning centre for research and content development |
DG/F/003 PBU/G/001 PBU/G/004 |
Incubators Women in ICT’s Gender impact study |
To train historically disadvantaged women in technical, ICT related fields |
TBU/RM/001
|
Interrupted power supply Master key control Facilities management Risk management Implement UHS Act Risk management plan Fraud prevention plan Strategic plans |
Safeguarding of assets and liabilities of the department and effective management of state resources |
DG/F/001 PBU/HR/001 PBU/HR/002 PBU/HR/003 PBU/HR/004 PBU/HR/005 PBU/HR/006 PBU/HR/007 PBU/HR/009 PBU/HR/010 |
Strategic plans Performance system Organisational performance Matrix organisation HR Review Job evaluations HR Information system Employment equity plan Workplace skills Induction program Portfolio HR Strategy Sector HR Strategy |
Motivated, skilled and capable workforce. |
MMU/INT/001 |
Nepad |
Expansion of ICT infrastructure and services on the continent |
This program requires 14 additional officials of which 11 are not funded. The additional requirements consist of seven officials of which five are not funded. The organogram for this page is depicted on the following page.
This program total financial requirement over the MTEF periods 2002/03, 2003/04 and 2004/05 amount to R67 million, R76 million and R81 million respectively. Parliament has however appropriated R63 million, 73 million and R77 million over the same period. The deficit in the amount required consists of the media and communications sections. The current MTEF cycle commences on 1 April.
The detailed MTEF budget of this program is attached as annexure A.
Telecommunications Policy formulates ICT sector policies, manages Government’s shareholding in Telkom SA Ltd, and manages the USA and USF.
The Agency makes financial contributions to the agencies that implement policy objectives and monitors the performance of telecommunications operators against their universal service obligations. The Fund manages the contributions by telecommunications operators, and seeks to stimulate the development of services in under-serviced communities
A schedule of all projects has been provided, as annexure B. Detailed below is a list of all projects to be undertaken by program 2.
CODE |
PROJECT |
STRATEGIC OBJECTIVE |
|
USA and USF |
Roll out community multi media services to all nodal points |
|
Broadband policy Digitisation ISSA multimedia services |
Establish broadband multimedia services in every household |
|
Frequency spectrum management ICT project SNO Under serviced area license USA and USF 112 call center Mobile Virtual Network Broadband policy Digitisation |
Provide and extend telecommunications, postal and broadcasting services in under-serviced areas |
|
GIS Database Remote sensing Virtual reality Micro satellite study Domestic communications satellite |
Develop communications satellite infrastructure |
|
Internet Policy Internet café Dot.za domain name authority |
Offer every person an email address and an internet address |
|
Digitisation |
Migrate the current analogue broadcasting services to full digital and offer services in all 11 languages |
|
Tech. Telecoms Database E-strategy |
Development of the ICT Strategy |
|
SMME Incubators |
Develop business incubators |
Smart card dev Cryptography register Accreditation authority Critical database Cyber inspectors Dot.za domain name authority ISSA test facility 112 Public emergency |
Increase cross-sectoral application of ICT’s in government |
|
Virtual reality Remote sensing Mobil virtual network |
||
|
Youth and ICT: 16 June |
Develop a Youth ICT strategy and programme |
|
SMME Incubators |
Implement the concept of digital schools |
|
SMME Incubators E-support centres |
Develop a SMME strategy |
|
SMME Incubators E-support centres |
Develop a BEE strategy 19% set aside for BEE in SNO |
|
SMME Incubators E-support centres |
Develop a Gender Economic Empowerment (GEE) strategy |
|
SMME Incubators E-support centres |
Develop a Disability Economic Empowerment strategy |
|
Open Source Software policy |
Launch an Open source Software Movement |
|
Cryptography register Accreditation Authority Dot.za domain name authority ISSA test facility E-readiness of SADAC |
Become a net exporter of software and associated services such as becoming a hub for back-office processing |
|
ISSA Broadcasting services |
Promotion of programming and minimum of 60% local content |
|
Academic Training Feasibility study |
Establish ICT University |
|
Academic Training |
Develop learnership and internship programmes |
|
Academic Training Virtual reality E-support centres education network |
Connect all schools to the Edu-net |
|
Academic Training Virtual reality E-support centres |
Develop e-learning centre for research and content development |
|
Academic Training |
To train historically disadvantaged women in technical, ICT related fields |
|
Communications campaign for e-law |
|
|
ICT awareness campaign |
|
|
IPO |
|
|
1800 MHz 3g licence |
|
This program requires nine additional officials of which one is not funded. This is depicted in organogram 2 in the following page.
This program total financial requirement over the MTEF periods 2002/03, 2003/04 and 2004/05 amount to R148 million, R152 million and R167 million respectively. Parliament has however appropriated R117 million, 152 million and R117 million over the same period. The deficit in the amount required was earmarked for establishment of the E-business unit that is meant to give effect to the e-law. The current MTEF cycle commences on 1 April.
The detailed MTEF budget of this program is attached as annexure A.
Postal Services manages and formulates policy for postal services, regulates the postal sector and manages Government’s shareholding in SA Post Office Ltd. And its subsidiaries.
The Postal Regulator, established in terms of the Postal Services Act (124 of 1998) is responsible for licensing and registering all operators in the sector, the promotion of universal postal services and for ensuring compliance with the provisions of the Act and the conditions of license or registration certificates
CODE |
PROJECT |
STRATEGIC OBJECTIVE |
PBU/PP/003 |
Postal security |
To decrease the high rate of postal crime |
PBU/PP/009 PBU/PP/004 |
Regulatory review Review/Repeal/Implementation of legislation |
To review postal policy and legislation |
PBU/PP/006 |
Social grants |
To position the SA Post Office to be the paymaster of choice for social grants and other services using its extensive infrastructure |
PBU/PP/007 PBU/PP/008 PBU/PP/010 PBU/PP/022 |
SAPO Cost Model Post bank Corporatisation Financial performance SAPO Subsidy |
To provide a complete overall perspective of the SAPO’s revenue, cost, assets and capital employed |
PBU/PP/021 |
Early Warning System |
To improve transparency, accountability and profitability of business enterprise |
PBU/PP/013 |
HR Review |
To align SAPO’s HR to White paper on postal Policy |
PBU/PP/016 PBU/PP/017 PBU/PP/018 PBU/PP/019 |
Hosting of PAPU Admin Council Cote D’Ivoire Support Project E-Post PAPU Audit |
To align the postal services with rapid and dramatic developments in the communications sector |
PBU/PP/012 |
Corporate Governance Review |
To strengthen the relationship between the shareholder and the enterprise |
PBU/PP/023 |
National Address System |
To develop a system that will ensure that every citizen has an address |
|
|
Roll out multi media services to all nodal points |
|
|
Establish broadband multimedia services in every household |
PBU/PP/002 PBU/PP011 PBU/PP014 PBU/PP020 PBU/PP/024 |
Citizen’s Post Office PITs MPCCs PIT E-MAIL ADDRESS Pit community pilot project |
Provide and extend telecommunications, postal and broadcasting services in under-serviced areas |
|
|
Develop communications satellite infrastructure |
PBU/PP020 |
PIT E-MAIL ADDRESS |
Offer every person an email address and an internet address Ensure that every mobile phone has an e-mail address Ensure that every village has a website Ensure that every District Council has a web address |
PBU/PP011 |
PITs |
Increase cross-sectoral application of ICT’s in government |
PBU/PP/015 |
Philately Project |
Document the history of the Communications sector Digitise SA cultural archives Produce stamps depicting the history of South Africa and the continent |
PBU/PP/005 |
Postal training institute |
Establish ICT University |
PBU/PP/005 |
Postal training institute |
To train historically disadvantaged women in technical, ICT related fields |
Organogram 3
This program total financial requirement over the MTEF periods 2002/03, 2003/04 and 2004/05 amount to R345 million, R350 million and R353 million respectively.
The detailed MTEF budget is attached as annexure A.
The Multimedia unit vision is to ensure the universal availability and services of broadcasting and multimedia services to every South African. It aims to achieve this by formulating, implementing and maintaining an effective Government policy framework for the broadcasting sector, including aspects of signal distribution and technology. In addition, it monitors the financial and general performance of a number of organisations including the SABC, ICASA, Nemisa and Sentech. The activities of the program are divided into six subprograms:
Broadcasting Policy formulates and implements policy and controls the flow of funds to portfolio organisations.
SABC provides the funding for public broadcasting as well as assistance to the SABC with respect of losses incurred due to the integration of broadcasters from the former TBVC.
Channel Africa provides funds for the operating expenditure of external broadcasting services.
Community Radio provides funds for the development of community broadcasting.
ICASA transfers funds for the regulation of telecommunications and broadcasting sector.
NEMISA transfers funds for the promotion of skills development in the broadcasting sector
CODE |
PROJECT |
STRATEGIC OBJECTIVE |
MMU 26
PBU/I SRDP /001 |
Extension of signal services to reach all communities Community Multimedia services |
Roll out community multi media services to all nodal points |
|
|
Establish broadband multimedia services in every household |
MMU 14
MMU 7
MMU 13
MMU 8 PBU/I SRDP /001 MMU 27
MMU 6
|
Sale of CKI – FM and capital radio |
Provide and extend broadcasting services in under-serviced areas |
MMU 27 |
Extension of television services |
Develop interactive TV |
MMU 8 MMU 10 MMU 21 MMU 2 MMU 3 MMU 4 MMU 5 |
Convergence Law SA Digitisation strategy Language portals Restructuring of channel Africa Restructuring of Bop Restructuring of SABC Restructuring of Sentech |
Migrate the current analogue broadcasting services to full digital and offer services in all 11 languages |
MMU 8 MMU 10 MMU 21 |
Convergence Law SA Digitisation strategy Language portals |
Establish a digital thesaurus in all 11 languages and mass digitisation of education and public service material |
MMU 8 MMU 10 MMU 11 |
Convergence Law SA Digitisation strategy Internet and languages |
Develop interactive TV |
MMU 8 |
Convergence Law |
Development of the ICT Strategy |
MMU 9 MMU 10 MMU 29 MMU 25
MMU 26
MMU 28 MMU 2 MMU 3 MMU 4 MMU 5 |
Program production advisory body SA Digitisation strategy Content development Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) Extension of signal services to reach all communities Alternative communication network Restructuring of channel Africa Restructuring of Bop Restructuring of SABC Restructuring of Sentech |
Provide and extend telecommunications, postal and broadcasting services in under-serviced areas
|
MMU 19 |
Java incubators |
Develop business incubators |
MMU 19 MMU 25 |
Java incubators Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) |
Develop a Youth ICT strategy and programme |
MMU 17 |
Front end equipment for schools |
Implement the concept of digital schools |
MMU 19 MMU 25 |
Java incubators Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) |
Develop a SMME strategy |
MMU 19 MMU 25 |
Java incubators Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) |
Develop a BEE strategy 19% set aside for BEE in SNO |
MMU 19 MMU 25 |
Java incubators Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) |
Develop a Gender Economic Empowerment (GEE) strategy |
MMU 19 MMU 23
MMU 24
MMU 25 |
Java incubators Extension of communications infrastructure and ICT services to people living with disabilities. Extension of training and career services for people living with disabilities Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) |
Develop a Disability Economic Empowerment strategy |
MMU 20 |
Open source software |
Launch an Open source Software Movement |
MMU 7 MMU 13
MMU 12 MMU 9 MMU 29 MMU 21 MMU 25
MMU 28 MMU 2 MMU 3 MMU 4 |
Transform advertising and marketing industry Licence fee and supporting public broadcasting Moral regeneration Program production advisory body Content development Language portals Program production services (internet, rural dev, children, woman, crime prevention, people living with disabilities, HIV aids) Alternative communication network Restructuring of channel Africa Restructuring of Bop Restructuring of SABC |
Promotion of programming and minimum of 60% local content |
MMU10 |
SA Digitisation strategy |
Document the history of the Communications sector |
MMU 9 MMU 10 MMU 28 |
Program production advisory body SA Digitisation strategy Alternative communication network |
Digitise SA cultural archives |
MMU 12 MMU 9 |
Moral regeneration Program production advisory body |
Develop and produce a film documentary on African history |
MMU 16 MMU 15 |
E-learning center Edunet |
Establish ICT University |
MMU 16 MMU 15 |
E-learning centre Endued |
Develop learner ship and internship programmes |
MMU 15 MMU 17 |
Endued Front end equipment for schools |
Connect all schools to the Edu-net |
MMU 16 MMU 22 |
E-learning centre Teacher training |
Develop e-learning centre for research and content development |
MMU 16 MMU 15 MMU 22 |
E-learning centre Endued Teacher training |
To train historically disadvantaged women in technical, ICT related fields |
MMU 1
MMU 2 |
BBU/Portfolio organisation budget and finances Restructuring of channel Africa |
|
Organogram 4
This program total financial requirement over the MTEF periods 2002/03, 2003/04 and 2004/05 amount to R439 million, R401 million and R423 million respectively. Parliament has however appropriated R292 million, 250 million and R265 million over the same period. The deficit in the amount required consists of the need to extend broadcasting services to incorporate all provinces and increasing the capacity of this unit.
The detailed MTEF budget is attached as annexure A.
The aim of the programme is to facilitate, leverage and conduct research within the communications sector as far as it relates to telecommunications, broadcasting, postal and the related area of converging information communication technologies and the information society.
CODE |
PROJECT |
STRATEGIC OBJECTIVE |
YEAR |
MMU/R/001 MMU/R/002 MMU/R/003 MMU/R/005 |
ICT/IST Audit ICT Census Communications Infrastructure Electronic Resource centre |
Provide and extend telecommunications, postal and broadcasting services in under-serviced areas |
|
Organogram 5
This plan consist of overall MTEF budget requirements of the department and Capital requirements Annexure B the risk management plan as well as the fraud prevention plans of the department.
To meet its Mandate the departmental requires a budget of R984 million, R967 and R1, 010, million over the 2002/03, 2003/04 and 2004/05 medium term expenditure period. It was however allocated a budget of R823 million, R791 million and R819 million over corresponding period.
The deficit of, 5 million over the above-mentioned period has been explained in detail in the individual programs in section 9 above.
The department capital requirement amount to R23 million, R24 million and R24 million over the 2002/03, 2003/04 and 2004/ 05 medium term expenditure period. The capital requirements have been tabled in Annexure B.
To identify the risk to which the department might be exposed to, it held a workshop, which was attendant by representatives from all sections and business units of the department. At this workshop, departmental officials were required to identify those risks that they are aware of in all the sections and units of the department. Thereafter all officials present voted and on the likelihood of a particular risk materialising or not. Only those risks that were identified to likely to occur were listed.
Comprehensive internal controls were developed to counteract the identified risks (Annexure )
To follow – mid May.