Report: Deliberations on the strategic plan of Brand South Africa, dated 26 April 2012

Communications and Digital Technologies

Report of the Portfolio Committee on Communications on its deliberations on the strategic plan of Brand South Africa, dated 26 April 2012

Report of the Portfolio Committee on Communications on its deliberations on the strategic plan of Brand South Africa , dated 26 April 2012

The Portfolio Committee on Communications, having considered the strategic plan of Brand South Africa (BSA), reports as follows:

1. Introduction

Section 55(2) of the Constitution of the Republic of South Africa, Act 108 of 1996, states that the National Assembly must provide for mechanisms (a) to ensure that all executive organs of state in the national sphere of government are accountable to it; and (b) to maintain oversight of (i) the exercise of national executive authority including the implementation of legislation; and (ii) any organ of state. In terms of the Public Finance Management Act, 1999, the Accounting Officers must provide Parliament or the relevant legislature with their respective institution’s medium-term strategic plan and where applicable with its annual performance.

The Money Bills Amendment Procedure and Related Matters Act was promulgated in 2009, by which it vests powers to Parliament to reject or recommend budgets of departments, it also makes provision for the implementation of recommendations emanating from the committees oversight.

The Minister in The Presidency: Performance Monitoring and Evaluation tabled the Medium Term Strategic Plan of Brand South Africa on 7 March 2012. The Committee was briefed by BSA on 9 March 2012.

BSA, formerly known as the International Marketing Council (IMC) belonging under Government Communication and Information System (GCIS) has been moved to the Presidency Budget Vote 1, under Programme 4: International Marketing and Communication.

The following officials from the BSA appeared before the committee:

Ms Anitha Soni – Chairperson of the Board;

Mr Miller Matola – Chief Executive Officer; and

Ms Alice Puoane – Finance Director.

2. Overview of BSA’s strategic plan

2.1. Brand South Africa (BSA) – R148 779 000.00

The programme facilitates the transfer of funds to Brand South Africa for the agency to develop and implement a proactive marketing and communication strategy for South Africa , aimed at promoting South Africa and increasing the familiarity and knowledge of South Africa as a vehicle, world class and profitable business destination in targeted international trade, investment and tourism markets. This is meant to contribute to job creation and poverty reduction, as well as attract inward investment, trade and tourism.

BSA aspires to build pride and patriotism amongst South Africans and contribute to social cohesion and nation brand ambassadorship. In doing so, it will focus on marketing South Africa as a business, obtain support from business and investments, as well as improved partnership with the Department of Economic Development. Branding should form an integral part of transformation aligned to the National Development Plan, essentially providing for clear and proper guidelines toward a policy on brand alignment for South Africa .

BSA has the following programmes :

Programme 1: Administration – organizational and financial management – R37 856 000

To leverage resources in order to extend the brand and messaging reach and impact in a cost effective manner, as well as financial and performance reporting, compliance to legislation, risk management and include joint funding and value add. In doing so, it will ensure a sustainable organization.

Programme 2: Brand Strategy Development and Management – R58 966 000

To create and ensure consistency in the nation brand identity and understanding of the country image in international markets and at home. This would increase pride and patriotism amongst South Africans.

Programme 3: Reputation Management – R51 957 000

To guarantee delivery of our promise in order to strengthen association, and influence preference with our target audiences, managing gaps between desired image and performance and insulating against challenges to our image. It is also to provide actionable insight on reputation and competitiveness for guiding stakeholders, partners as well keep BSA informed on delivering on its mandate and gauging the effectiveness of its strategy. Also, to encourage consistent application of nation branding strategies that deliver brand competitiveness relevant to the country’s socio-economic needs. This would positively change perceptions about South African amongst target audiences, as well as give rise to an articulated and contextualized South African polity.

3. Recommendation

The Committee supports BSA’s Strategic Plan and MTEF Budget 2012–2016.

Report to be considered

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