Chairperson, Minister Chabane and officials of the GCIS, although this is one of the smaller Budget Votes, the specific programmes and projects funded in Vote 6 have a major influence on local and international perceptions of South Africa as a country, a democracy in Africa, an investment destination, a people and an economy - the impact of which the social and economic implications cannot be underestimated.
We know what the aim of the GCIS is, and that is: to provide a comprehensive communications system on behalf of government; and to facilitate the participation of all South Africans in governance, reconstruction and development, nation-building and reconciliation. All of us can support that. According to presentations made to the committee by Mr Themba Maseko and some of the agencies responsible for management of transfer of payments, much has been achieved over the past few years. Some elements of specific programmes, however, require further evaluation and scrutiny.
I would just like to make some comments on administration. Hon Vadi referred to the need to establish a professional outfit in the department. I do believe that it is clear that the department's key functions comprise management and support and that those functions are labour-intensive and you really require professionals to get the job done. However, we should always be mindful of natural tendencies in all bureaucratic environments. Too often top structures become very heavy and bloated, while the real professionals - those who have to render the practical support and the expertise to a department, unfettered by political influence - become overburdened and underpaid. A lean, mean structure with clear lines of communication and accountability usually does wonders.
Some other programmes that require further scrutiny are those relating to policy and research, the co-ordination of provincial communication departments as well as the Communication Service Agency programme. I would like to group them together and make the point that hon Mazibuko also referred to: This issue was raised in the committee, but it is critical for this department to monitor effectively the communication plans of departments. I am not arguing for managing the content, I am arguing for managing the type of communication plans that they are developing.
The dramatic worldwide economic meltdown necessitates cost-cutting exercises and a renewed focus on value-for-money operations. How can we have advertisements placed on prime-time radio and television, also in prominent print media of an agency such as the SA National Roads Agency Limited, Sanral. The SA National Roads Agency Limited has no competitor. It has a monopoly. The question then arises whether appropriate attention was given to the ultimate goal of the relevant campaign which is currently being run. If it was to inform the public about programmes and ask for co- operation, tolerance and patience during essential road works, one could understand that.
In desperate economic times, appropriate content and message management guidelines are essential and they should be implemented to ensure effective use of public funds. Messages with relevant information directed to the right target audience in a cost-effective manner, in this instance, would probably have been better, rather than just ordinary advertisements running, very often, as self-edifying advertisements of the institution or individual's management.
That brings me to the International Marketing Communication, IMC, and the Media Development Diversity Agency, MDDA. A lot has been said about these two institutions. However, I want to say that what is important in this exercise, is that it is spending quite a large proportion of the budget and therefore we should look at the efficacy of these institutions.
My argument is that if we, - South Africa as a global player - spend money on the IMC, - we must ensure that we do not have conflicting messages from government, specifically as recently seen in the past week or two.