2011-2014 STRATEGIC PLAN DEPARTMENT OF COMMUNICATIONS FOLLOW – UP PRESENTATION TO THE PORTFOLIO...

2011-2014 STRATEGIC PLAN

DEPARTMENT OF COMMUNICATIONS

FOLLOW – UP PRESENTATION TO THE PORTFOLIO COMMITTEE ON COMMUNICATIONS

15 April 2011

A global leader in the development and use of Information and Communication Technologies for socio-economic development

2

DoC TeamDoC Team

Dr Harold Wesso Acting Director-General

Ms Rosey Sekese DDG: ICT Infrastructure Development

Mr Gift Buthelezi DDG: ICT International Affairs & Trade

Mr Norman Munzhelele Acting DDG: Policy Development

Mr Themba Phiri Acting DDG: PNC on ISAD

Mr Sam Vilakazi Acting DDG: Finance & ICT Enterprise Development

Mr. Farhad Osman CD: Strategic Planning & Monitoring

Ms Kedibone Sekwele CD: Human Resource Management



ContentsContents

• Introduction

• Monitoring and Evaluation

• Human Resource Plan

• Market Analysis

• Risks

• Strengths and Opportunities

• Investment and Innovation

• Additional 2011/12 Targets

• Addendum: Definition of Concepts

• Details on Strategic Goals, Objectives and 2011/12 Targets

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Introduction Introduction

The Strategic Plan was presented to the Portfolio Committee on 11 March 2011

Based on the request for additional information as well as details on the actual targets within the Strategic Plan, an amended plan has been submitted to the Portfolio Committee.

The amended strategic plan includes information on:

Monitoring and Evaluation

Human Resource Plan

Market Analysis

Risks

Strengths and Opportunities

Investment and Innovation

Definition of concepts (Addendum)

Additional 2011/12 TargetsA global leader in the development and use of Information and Communication Technologies for socio-economic development


ContentsContents

• Introduction



• Market Analysis

• Risks






5

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Monitoring & Evaluation (1)Monitoring & Evaluation (1)


Rating the level of performance of the DoC

• In order to ensure the implementation and monitoring and evaluation of the Medium Term Strategic Plan, the Department unpacks the Strategic Plan into one-year Business, Operational and Project plans.

• It is against these Plans that the Department conducts Quarterly Monitoring and Evaluation which informs the development of Quarterly Performance Reports and the Annual Report.

• These quarterly reports are submitted to the Executive Authority while the Annual report is Tabled in Parliament. These performance, reports together with related evidence against reported achievements, are further submitted to the Auditor-General so as to conduct an audit of the performance information as well as conduct Integrity Testing.

Going Forward:• The Department can periodically present key achievements, challenges and mitigation

measures to the PCC if required.• The Department plans to establish a Project Performance Evaluation Panel consisting

of DoC Executives and external stakeholders (PCC members, Industry role-players etc.) which will focus on evaluating project performance against project plans.

• The Department also, through its proposed structure, intends establishing a dedicated Project Management Office that will exclusively focus on monitoring and evaluating the implementation of the flagship programmes.

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Monitoring & Evaluation (2) Monitoring & Evaluation (2)


Publishing of Progress Performance Reports •The publishing of the organisational performance Information of the Department is done through publishing the Annual Report which is Tabled in Parliament.•The Department furthermore intends to publish its key achievements and challenges through posting such information on its website.


ContentsContents

• Introduction



• Market Analysis

• Risks






8

Current structure and establishment :

•Doc approved structure - 465 posts•Staff additional to the establishment – 31•Positions filled including staff additional to establishment - 303•Positions vacant –162 •Total number of staff – 496

The current organisational structure is characterised by the following challenges and disadvantages:- •Silo approach within the departmental business units;•Duplication and fragmentation of functions in various business units;•Overlapping and competing of roles and functions within certain business units;•Staff additional to the establishment (due to the outcome of 2008 restructuring);•Lack of synergy to the organisational strategy.


Human Resource Plan (1)Human Resource Plan (1)

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How will the proposed re-alignment assist the department in implementing its strategic objectives: •The proposed re-alignment is aimed at supporting the new approach to the functioning of the department, including the reporting, clear accountability/responsibility, quality assurance, leadership support and performance management. •The re-alignment will:

• Optimise and synchronise execution of business activities.• Ensure that related functions, processes and activities that attempt to achieve

the same results are grouped together under the business units.• Focus on the strategy including flagship programmes and strategic priorities• Take into consideration key functions such as SOE oversight, stakeholder

management, SMME development etc.•The re-alignment will also focus on a horizontal/matrix structure.•The Department is in a process of consulting the reviewed organisational structure with the Minister of Public Service and Administration.



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The Department currently utilizes the following forms of recruitment:

•Advertising in media•DPSA Circular Minute•Headhunting through two dedicated service providers

Special development initiatives in place:

• Identify institutions to assist with recognition of prior learning programmes to empower employees

• Targeted Recruitment• Talent search at academic institutions• Offering of Internships and Learnerships



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Retention, Succession and Careerpathing in place :

The Department will adopt the following criteria to retain staff:

• Ensure that all staff are trained through mentoring and coaching programmes;

• Ensure that the Dept encourages staff members to make use of the Departmental bursary programmes;

• Ensure that the Doc conducts a climate and culture survey to be able to rectify and address challenges in the Doc and reduce the staff turnover. (e.g. Leadership and management Development);

• Ensure that the Dept provides opportunities to deserving employees to work on national and international projects in line with government priorities;

• Ensure that it recognises and rewards the workforce i.e. Taxable monetary reward, flexible working hours, special study opportunities,

• Award bursaries to external students in order to have a pool of potential employees; and

• Identify Private companies, which are ICT related, for exchange programmes to assist the Doc to empower employees.



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The following measures are underway in addressing core competencies in key positions :

•Identification of skills and competencies in line with the new proposed structure has commenced•Training of internal workforce in critical ICT skills and competencies

– Broadband– Broadcasting– Telecommunications– Postal– Frequency Spectrum– ICT specific legal– Financial

•Strengthening the alignment of personal development plans to the performance agreement •Mentoring and coaching programme in place, institutions identified and formalized training for SMS to commence in June 2011•Conducting annual needs analysis to inform the Workplace Skills Plan (WSP)

13A global leader in the development and use of Information and Communication Technologies for socio-economic development



ContentsContents

• Introduction



• Market Analysis

• Risks






14

Analysis and Monitoring of Development in the ICT Sector• The Department has established an Economic Analysis and Market Modeling Chief

Directorate. • In analyzing and monitoring developments in the ICT sector the Department manages

the building of policy scenarios and assesses the impact of ICT polices.• Provides baseline statistics related to the ICT industry in order to inform the

decision making process• Publishes a monthly bulletin on ICT trends.

Studies Completed• International peer benchmarking study in 2009 on reducing the cost to communicate

in South Africa. The recommendations stemming out of the report were presented to the Cabinet for noting. The implementation of the recommendations have contributed to the recent reductions being experienced in the mobile termination rates which has also translated into competitive rates and packages being offered to consumers by operators.

A and use of Information and Communication Technologies for socio-economic development

Market Analysis (1)Market Analysis (1)

15

Studies Underway• The Department has commenced a project to design and develop an ICT data warehouse

to assist with sector Analysis (including investment, ICT penetration rates, pricing etc.) The data warehouse will primarily be used amongst others to receive, retrieve, analyze, transform, and catalogue data, which can be used to support policymaking.

• Broadband Penetration: to establish a broadband supply baseline, i.e. quantify the current available infrastructure and services across the country.

• E-Readiness Report: to enhance the availability of comprehensive, internationally comparable statistics and locally produced Information Society related data and to produce an analytical report on the evolution of the South Africa’s Information Society.

Studies Planned• Infrastructure Mapping• ICT Sector Performance Analysis• Research Partnerships

• The department has a partnership with STATSSA to co-operate in the development of an ICT satellite account to measure the contribution of the ICT sector to the national economy.

• In the long term, the DoC will focus on building in-house statistical analysis capacity however in the interim such functions will be partially outsourced.

• The Department, in the current financial year will work towards the development of the ICT 2020 Vision which will provide a concrete roadmap towards the achievement of this Vision.A global leader in the development and use of Information and Communication Technologies for socio-economic development

Market Analysis (2)Market Analysis (2)

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ContentsContents

• Introduction



• Market Analysis

• Risks






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Cross Cutting organizational Risks


Risks (1)Risks (1)

Risk Mitigating measures

Inadequate governance structures to support the 6 flagship programmes

• Implement structured project management• Establish Project Performance Evaluation Panel to monitor

project progress

Inadequate structured engagement with stakeholders and SOEs at a Project Level

• Identify Key Stakeholders• Implement Project Engagement Strategy• Develop Roles and Responsibility Matrix (MoUs)• Implement Stakeholder Management Branch (proposed

structure)

HR capacity constraints to implement Projects - recommended structure available but not capacitated (Broadband, Dzonga, Post Bank, DTT, Rural Development, E-skills)

• Prioritise recruitment of critical posts

Lack of appropriate Skills – DTT, Post Bank, DTT, Rural Development, E-skills, Project Management

• Project Management (PM) , Project Financial Modeling and Technical Skills considered as critical skills in recruiting

• Embark on formalized PM and other technical skills training

Insufficient Funding (Broadband, Job Creation, e-Skills)

• Seek additional sources of funding• Engage with National Treasury for additional funding (ICT

Infrastructure Fund)• Leverage on the Jobs Fund• Leverage on private sector initiatives and resources

Lack of data in support of evidence based policy making and project planning

• Establishing data warehouse

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Programme Specific Risks


Risks (2)Risks (2)

Flagship Programmes Risk Mitigating measures

DTT Lack of project financial modeling for realistic project costing

• Appoint financial experts (proposed structure)

Low uptake of DTT Services and STBs which could impact on switch-off

• Embark on vigorous awareness campaigns in collaboration with stakeholders and service providers

Job Creation Jobs may not be readily available • Prioritise projects with visible and immediate job creation potential

E-Skills Lack of collaboration to focus on rural institutions

• Collaboration to be aligned to the needs of the country (prioritize rural institutions)

• Refocus and extend scope of engagement

e-Skills Institute not a Legal entity • Prioritise Cabinet approval of proposed legal status of e-SI

Broadband Extensive collaboration required with municipalities, stakeholders and service providers

• Obtain political leadership on the Broadband Intergovernmental Steering Committee

• Extend collaboration with municipalities, stakeholders and service providers

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ContentsContents

• Introduction



• Market Analysis

• Risks






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Strengths • Committed work force and political leadership• Clear vision and strategic direction • Understanding of the legislative environment• Proper functioning Financial and other Systems

Opportunities• Access to the Job Fund for Job Creation Programme• Potential Growth of the ICT sector • Growth of the manufacturing sector in line with the Industry Framework and the

New Growth Path• Collaboration between Private Sector and Government (Top 30 companies

commitment)• Transformation of the ICT sector through the ICT Charter


Strengths and OpportunitiesStrengths and Opportunities

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ContentsContents

• Introduction



• Market Analysis

• Risks






22


Investments and Innovation Investments and Innovation

Current MTEF Infrastructure Allocation: R 2.8 billion

Estimated Infrastructure Investments Required• Broadband : R 75 billion • DTT : R 2.4 billion• E-skills : R 750 million• Rural Connectivity : R 500 million• Broadcasting Universal Service : R 900 million • Job Creation : R 9 billion• Post Bank / Post Office : R 1 billion

Exercise is underway to refine the above estimated figures which will feed into the Vision 2020

Potential Funding sources• Infrastructure MTEF Allocations (Short Term)• Infrastructure Fund• Jobs Fund• Universal Service Fund• Private Sector

Policy Incentives to stimulate investment and innovation• DTT STB Manufacturing sector development strategy• Broadband: Government as anchor tenant• National Incentive scheme for the domestic ICT industry

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ContentsContents

• Introduction



• Market Analysis

• Risks






24

• Position paper on Broadcasting Services developed and approved

• Postal Services Amendment Bill developed

• Broadcasting infrastructure provided to 15 licensed Community Radio Stations

• 2 Capacity building workshops held with licensed Community Radio Stations

• 15 licensed Community Radio Stations supported to produce local content

• Signal distribution subsidy provided to 40 licensed Community Radio Stations

• Community sound and television broadcasting support strategy developed

• Local and digital content development strategy approved by Cabinet


Additional 2011/12 TargetsAdditional 2011/12 Targets

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ContentsContents

• Introduction



• Market Analysis

• Risks






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Public interest

• Regulation of services that all private individuals rely on for daily use by ensuring that prices are fair, non discriminatory access and equitable quality of service

Fixed (Service)

• An electronic communication service between specified fixed points• Wireless;• Copper cable;• Fibre cable;

3G• 3rd generation mobile service capable of providing voice & data services• 1st & 2nd generation (1G & 2G) mobile services were capable of voice services only

LTE (Long Term Evolution)

• A forerunner of 4th generation (4G) mobile services which will be capable of providing high-speed broadband services


Addendum : Concepts (1)Addendum : Concepts (1)

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ADSL• Asymmetric Digital Subscriber Line• Technology using copper telephone line to provide simultaneous voice and data services

Broadband• Technology capable of supporting applications in e-commerce, education, health,

entertainment and e-government• High speed always-on connection

Fibre (Optical Fibre)• Optical fibre cable is a bundle of thin, flexible, transparent fibres capable of transmitting light, and which permits transmission of electronic communication signals over longer distances and at higher bandwidths (data rates) than other forms of communication



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Penetration•Broadband penetration refers to the percentage or absolute number of broadband subscribers or potential subscribers within a geographic area •Broadband penetration is not a measure of uptake & usage of broadband services•Can be measured on a per capita (population) or household basis. Per capita includes individual who are not using the services e.g. young children and the aged.•Household can reduce the number the number of actual broadband users as it is impossible to determine the number of users in the household. Facilitates fixed broadband planning. However there is demand for ubiquitous mobile broadband services

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ContentsContents

• Introduction



• Market Analysis

• Risks






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Strategic Alignment Strategic Alignment


Government Outcomes

Relevant Outputs

Strategic Goals

Strategic Objectives

DoC Interventions

incl.

Flagship Programmes

& Other Strategic Priorities

ICT Sector Analysis

GOVERNMENT OUTCOMESAn efficient, competitive and responsive economic infrastructure networkDecent employment through inclusive economic growthEnvironmental assets and natural resources that are well protected and continually enhancedVibrant, equitable and sustainable rural communities with food security for all

STRATEGIC GOAL 1:

Enable the maximization of investment

in the ICT sector, with

specific focus on job

creation

STRATEGIC OBJECTIVE

1.1

Contribute to creating

conditions for an accelerated

and shared growth of the South African

economy through the

development and

implementation of ICT policies, legislation and strategies that

positively impacts on the quality of life of all our people

KEY TARGETS FOR 2011/12•Integrated ICT Policy Framework, for a converged ICT environment, approved•SAPO Bill enacted into Law •Electronic Communications Amendment Bill introduced to Parliament•ICASA Amendment Bill introduced to Parliament•Position Paper on Broadcasting Services developed•Postal Services Amendment Bill developed•Research Report on the disposal of ICT waste developed •A comprehensive report on Green ICTs within the context of the Green Economy developed with specific focus on R&D, ICT diffusion, Skills and awareness and the potential for job creation•Borrowing Policy of the Postbank developed •Lending Policy of the Postbank developed •Investment Policy of the Postbank developed•ICASA Performance Management System implemented and monitored•ICT Rural Development strategy adopted and implemented

GOVERNMENT OUTCOMES• An Efficient, Competitive And Responsive Economic Infrastructure Network• Decent Employment Through Inclusive Economic Growth• Improved Quality Of Basic Education• A Long And Healthy Life For South Africans

STRATEGIC GOAL 2:

Ensure that ICT

infrastructure is accessible,

robust, reliable,

affordable and secured to meet the needs of the country and its people

STRATEGIC OBJECTIVE

2.1

Support and enable the

provision of a multiplicity of

ICT applications and services

through facilitating the modernisation

and deployment of

the infrastructure

KEY TARGETS FOR 2011/12•4 % household broadband penetration •Broadband related input provided into the ECA amendment process•Provinces and Municipalities Broadband guidelines finalised•Integrated connectivity plan for health centres and schools developed and approved•Scheme for (STB) Ownership Support rollout plan approved by Cabinet•STB Manufacturing Sector Development Strategy approved by Cabinet. •Facilitation and monitoring of DTT infrastructure roll-out continued – 80% of population coverage achieved• Broadcasting infrastructure received by 15 licensed community radio stations (CRS)•2 capacity building workshops held with licensed community radio stations•15 licensed community radio stations supported to produce local content•Signal distribution subsidy provided to 40 additional licensed community radio stations •Community sound and television broadcasting support strategy developed•Local and digital content development strategy approved by Cabinet

STRATEGIC GOAL 2:

Ensure that ICT infrastructure is

accessible, robust,reliable, affordable and

secured to meet the needs of the country and its

people

STRATEGIC OBJECTIVE 2.2

Improve cost, quality, avail-

ability, and usage of ICTs in line with

world class standards

GOVERNMENT OUTCOMES• An Efficient, Competitive And Responsive Economic Infrastructure Network• Decent Employment Through Inclusive Economic Growth• All People In South Africa Are And Feel Safe

KEY TARGET FOR 2011/12

•Programme of Action on Cost to Communicate, quality, availability and usage of ICTs implemented and monitored•Cyber security Policy approved and implementation commenced

STRATEGIC GOAL 3:

Create new competitive

business opportunities for the growth

of the ICT Industry


Develop and implement national incentives for the

ICT Industry

GOVERNMENT OUTCOMES• An Efficient, Competitive And Responsive Economic Infrastructure Network• Decent Employment Through Inclusive Economic Growth


•National Incentive Scheme document for the domestic ICT industry developed

STRATEGIC GOAL 3:

Create new competitive

business opportunities for the growth

of the ICT Industry


Develop programmes

relevant to the emerging

knowledge economy

GOVERNMENT OUTCOMES• An Efficient, Competitive And Responsive Economic Infrastructure Network• Decent Employment Through Inclusive Economic Growth• A skilled and capable workforce to support an inclusive growth path


•Local and digital content development strategy approved by Cabinet •Identify the strategic value and economic strength of SA’s creative industry sector with specific reference to radio and TV, computer games, animation, social media, software applications, coupled with the potential for job creation in the sector•3 Application (Apps) factories (laboratories) established to promote innovation, entrepreneurship and the development of SMMEs

GOVERNMENT OUTCOMES• Decent employment through inclusive economic growth• An efficient, competitive and responsive economic infrastructure network• A skilled and capable workforce to support an inclusive growth path

STRATEGIC GOAL 4:

Accelerate the socio-economic development of South Africans by increasing access to, as

well as the uptake and

usage of, ICTs through

partnerships with business

and civil society and 3

spheres of government

STRATEGIC OBJECTIVE

4.1

Increase universal

access and services to

ICTs

KEY TARGETS FOR 2011/12

•Current National Radio Frequency Spectrum Plan validated from 20GHz to 100GHz•Children and ICT strategy developed•Youth and ICT strategy implemented including the service deployment for the 800 e-cadres, training of 450 ICDL learners and exit strategies confirmed for at least 20% of the cadres concluded•Implementation of the disability and ICT strategy commenced

GOVERNMENT OUTCOMES• Decent employment through inclusive economic growth• A skilled and capable workforce to support an inclusive growth path

STRATEGIC GOAL 4:

Accelerate the socio-

economic development

of South Africans by increasing

access to, as well as the uptake and





STRATEGIC OBJECTIVE

4.2

Contribute to increasing the ICT skills base in South Africa and Increase

access to, and uptake and

usage of ICTs


•e-Literacy Training for 1100 youth implemented•e-Skills training programmes commenced•Network of Universities, FET Colleges and Corporate Schools expanded by another 4 universities and / or corporate schools and / or FETs•International training and development opportunities secured through bilateral cooperation with India, Cuba, South Korea and Mexico

GOVERNMENT OUTCOMES• Decent employment through inclusive economic growth• An efficient, competitive and responsive economic infrastructure network• A skilled and capable workforce to support an inclusive growth path•An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

STRATEGIC GOAL 4:

Accelerate the socio-economic

development of South

Africans by increasing access to, as well as the uptake and usage

of, ICTs through

partnerships with

business and civil

society and 3 spheres of government

STRATEGIC OBJECTIVE

4.3

Facilitate the growth and

development of SMME’s as

well as improve their sustainability through the use of ICTs


•Entry of 60 additional youth owned and managed e-Cooperative enterprises facilitated•e-Commerce platform for SMMEs developed and operationalised•35 ICT business linkages facilitated •Implementation of the action plan to benefit SMMEs in the Broadcasting Digital Migration value chain monitored (manufacturing, distribution, installation and maintenance)•Establishment of two ICT hubs in two additional under-served Provinces facilitated (one per Province)

GOVERNMENT OUTCOMES• Decent employment through inclusive economic growth• An efficient, competitive and responsive economic infrastructure network•An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

STRATEGIC GOAL 4:

Accelerate the socio-

economic development

of South Africans by increasing

access to, as well as the uptake and





STRATEGIC OBJECTIVE

4.4

Promote the ICT Agenda across all

stakeholders in order to

ensure integrated and

efficient service

delivery to communities


•Provincial ISAD Framework adopted and promoted•Uptake and usage strategy developed with a focus on business (SMMEs), government and individuals•DoC engagement model with Provinces implemented and monitored•Ensure that the processes of Ministry, Branches and SOEs are in compliance with the IGR Framework •An e-Skills curriculum for e-governance and service delivery developed and piloted

GOVERNMENT OUTCOMES•An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship

STRATEGIC GOAL 5:

Contribute towards

building a development

al state including the improvement

of public service and

the strength-ening of

democratic institutions

STRATEGIC OBJECTIVE

5.1

Enhance departmental performance

through improving

institutional processes

and mechanisms


•Secured and robust IT infrastructure and business systems implemented to enable ease of access and use of departmental information•Effective business, project and knowledge management systems and processes developed, implemented, monitored and reviewed•Implement and ensure compliance with sound financial management practices and other related services, within prescribed legislative requirements•Integrated, progressive and innovative HR Strategy implemented within prescribed legislative requirements•Integrated Strategic Management and Project Management Frameworks implemented within prescribed legislative requirements•Comprehensive and annual communications Strategy implemented, which supports the priority and focus areas of the department and is in line with applicable standards and guidelines•Risk management practices applied consistently and comprehensively across the department

GOVERNMENT OUTCOMES•An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship•An efficient, competitive and responsive economic infrastructure network

STRATEGIC GOAL 6:

Enhance the role of ICT

SOEs as the delivery arms

of government and support the regulator

STRATEGIC OBJECTIVE

6.1

Provide efficient and

effective oversight to

SOE and other entities


•Alignment of plans ensured, shareholder compacts signed and performance monitoring undertaken•Branch established in the Department to oversee compliance and to ensure the strategic alignment with Government and DoC policies and strategies

STRATEGIC GOAL 6:

Enhance the role of ICT

SOEs as the delivery arms

of government and support the regulator

STRATEGIC OBJECTIVE

6.2

Effective monitoring and

support of SOEs through

corporate governance mechanism

GOVERNMENT OUTCOMES•An efficient, effective and development oriented public service and an empowered, fair and inclusive citizenship


•Implementation of recommendations of previous corporate governance reviews monitored•Independent review of corporate governance practices commissioned•Articles of association of SOEs reviewed•Development of Action Plans facilitated and implementation monitored to address specific audit findings of SOEs and ICASA so as to prevent recurrence of adverse audit findings and PFMA transgressions

GOVERNMENT OUTCOMES• Create a better South Africa and contribute to a better and safer Africa and World

STRATEGIC GOAL 7:

Contribute to the global

agenda ICT agenda

prioritising Africa’s

development

STRATEGIC OBJECTIVE

7.1

Support the African Agenda through active participation

and implementation

of African Multilateral and

Bilateral ICT programmes in

order to promote

development in Africa


•SADC ICT structures further strengthened in order to achieve socio-economic development and regional integration through submission of one SA Position Paper per meeting•African Multilateral Organisations further strengthened through the influencing of outcomes at International fora•Proposed standards for international spectrum pricing promoted in SADC and AU – feasibility study to be conducted by SADC•Implementation of the NEPAD ICT programme monitored and assessed, including: programmatic support, strategic participation and increase of skills.•Bilateral relations with Priority countries further strengthened through the formation and implementation of Strategic Partnerships/Programmes

STRATEGIC GOAL 7:

Contribute to the global ICT

agenda prioritising

Africa’s development

STRATEGIC OBJECTIVE

7.2

Consolidate South-South and North-

South Relations to

promote economic

development



•IBSA Information Society Working Group Annual Programme of Action implemented•South-South Bilateral relations promoted to advance information society development goals•North-South Bilateral relations promoted to advance information society development goals

STRATEGIC GOAL 7:


agenda ICT agenda


development

STRATEGIC OBJECTIVE

7.3

Develop Trade and Investment

opportunities for the ICT sector in

South Africa



•Programmes with SOEs and ICT sector developed and implemented to exploit strategic trade and investment opportunities internationally, including participation in high level delegations

STRATEGIC GOAL 7:


agenda ICT agenda


development

STRATEGIC OBJECTIVE

7.4

Influence debates and decisions of Multilateral

summit, conferences

and partnerships to

promote development

and implement the outcomes

thereof



•Programme for identification and positioning of candidates for election in multilateral organisations implemented•Placement opportunities in multilateral organisations identified and taken up•Country position papers influencing the international ICT outcomes for WRC , WCIT, UPU developed and advocated, and implementation of ITU resolutions promoted•Strategic multilateral partnership implemented with EU, and beneficial engagements implemented with UNESCO and UNECA in line with WSIS outcomes•Participation in OECD strengthened to ensure more beneficial participation for South Africa so as to support development of the knowledge economy•WSIS-related programmes from WTDC-10 identified and reported on for implementation

STRATEGIC GOAL 8:

Facilitate the building of an

inclusive information society to

improve the quality of life

STRATEGIC OBJECTIVE

8.1

Facilitate and promote

information society

development programmes to accelerate

socio-economic

development



•Country Information Society Readiness report produced•Digital content programme for military Veterans developed and implemented•Centre of Excellence model adopted and implemented in Free State and KZN provinces•5-10 year Foresight and Planning report on the building of the Information Society produced•South African e-Skills Council institutionalised and operationlised•National ISAD Council institutionalised and operationalised•International Advisory Panel of experts constituted to advise on ICT•Digital content for the NDR portal collated in 3 targeted Provinces

THANK YOU


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2011-2014 STRATEGIC PLAN DEPARTMENT OF COMMUNICATIONS FOLLOW – UP PRESENTATION TO THE PORTFOLIO...

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