The organogram of the GCIS in figure 2.1 shows how it is structured to enable it to manage government communication. It should be noted that the structure of an organisation determines the flow of communication and the role each member on the organogram plays in organisational communication.
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Table 2.1: Organogram of the Government Communication and Information System
The GCIS has adopted the project management approach in its management of government communication. The Directorate of Strategic Planning and Programme Management is tasked to
Chief Executive Officer
CD: Content and Writing CD: Human Resources
CD: Policy and
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provide a professional project management service to enhance performance in the delivery of the GCIS‟s mandate, and to coordinate and implement effective strategic planning and performance monitoring in line with relevant legislation. Its responsibilities include, among other things, the co-ordination and establishment of project teams and the provision of support on behalf of other departments in the clusters (Netshitomboni 2007:106). These clusters include the Infrastructure Development Cluster; Economic Sectors and Employment Cluster; Human Development Cluster; Social Protection and Community Development Cluster; International Cooperation, Trade and Security Cluster; Governance and Administration Cluster; and the Justice, Crime Prevention and Security Cluster.
Within this directorate, the Project Management Office is entrusted with ensuring the efficiency of the delivery mechanisms of the GCIS‟s portfolio of projects, through the provision of professional project management and coordination services to ensure on time and on budget project delivery. Kerzner (2009:4) and (Gido & Clements 2009:12) define project management as the planning, organising, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals and objectives. Hence this directorate is also expected to manage cross-cutting requests for assistance with project management in other departments. Due to its nature, the 16 Days of Activism Campaign‟s communication planning is done in the Project Management Office in consultation with different clusters.
2.8. CONCLUSION
The purpose of this study was to conduct an evaluation of the 16 days of Activism Campaign and to determine the Soshanguve community‟s perceptions on the impact of the campaign. The main aim of this chapter was to provide an overview of the international, regional and local milestones and coverage of GBV. This was achieved through UN conventions, African charters, and South African legislation on GBV. It should be noted, however, that more needs to be done in SADC regarding the cultural and religious practices which directly or indirectly contribute to GBV. The literature reveals that in South Africa, solid legislation is in place to deal with GBV but from a
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government perspective, the communication planning, implementation and monitoring is done by the GCIS through the Directorate of Strategic Planning and Project Management. This, however, is implemented with interaction between among others government clusters, NGOs, community-based organisations, FBOs and local communities.
In the next chapter the focus is on the role of communication campaign models in assisting in planning campaigns of this magnitude, including the 16 Days of Activism Campaign. This shall be achieved by analysing these models with the view to establish the benefits and problems associated with these models.
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CHAPTER 3
PUBLIC HEALTH COMMUNICATION MODELS
3.1. INTRODUCTION
The goal of this study was mainly to evaluate the 16 Days of Activism Campaign. The literature review for this chapter was undertaken to present relevant perspectives on public health communication models. It was approached from the background of communication, which at its simplest level requires a sender, a message, a receiver and a channel of communication.
However, any communicative event is enormously complex; senders are often receivers, and multiple and contradictory messages may be sent via different channels. The historical development, definition and the advent of social marketing and integrated marketing communication (IMC) in public health communication will be covered in this chapter. Moreover, this section will also deal with the media mix that is useful in these campaigns.
Although health communication can mainly be considered an individual matter, a considerable amount of it takes place at a wider public health or mass communication level. It has been argued that the most significant determinant of health is social and economic circumstances, and the least important is individual health behaviour (Lam, Fielding, McDowell, Johnston, Chan, Leung
& Lam 2012:777; Jung, Nitzsche, Ansmann, Ernstmann, Ommen, Stieler-Lorenz; Wasem &
Pfaff 2011:382). Thus it has been recommended that one should focus more on broader public health campaigns than on trying to influence behaviour at an individual level. The difference between public health communication and health communication will be dealt with in this chapter, with the emphasis on the role of the communication process in public health communication. The integration of different disciplines in pursuit of strengthening the field of public health communication will also be discussed, followed by an outline of the international communication campaign models which are generally applicable in public health campaigns and a detailed presentation of the models that are mainly used in South Africa. Finally, each model will be critiqued in order to ascertain its relevance for the 16 Days of Activism Campaign.
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