Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 98-100).

Thesis (M.P.A.)--University of Hong Kong, 2002. / Includes bibliographical references (leaves 98-100). Also available in print.

Thesis (PhD (Communication Management))--University of Pretoria, 2007. / Abstract in English. Includes bibliographical references. Available on the Internet via the World Wide Web.

Thesis (M.A.)(Information Science)--University of Pretoria, 2001. / Available on the World Wide Web. Summaries in Afrikaans and English.

Government Communication and Information System (GCIS) was formed in May 1998, to co-ordinate and provide leadership in communicating the message of government across all government functional disciplines. Initially its activities were implemented with resources of the disbanded South African Communication Services (SACS). Key findings * The GCIS's allocated budget was not linked to its own strategic priorities and operational plans. * The inherited staff of SACS had limited qualification to execute its key activities. * Budget motivations submitted for the subsequent years, were still using SACS's activities as a focal point and not the GCIS's priorities. * There were poor systems of managing and monitoring on a month to month basis the activities of the GCIS. Key recommendations * A newly created entity should have a strategic and an operational plan that will inform its zero based budgeting process. * Management involvement in the budgeting process and monitoring is critical. * The budgeting process should be preceded by an approved strategic plan and an operational plan. / Public Administration / (M.A (Public Administration))

Government Communication and Information System (GCIS) was formed in May 1998, to co-ordinate and provide leadership in communicating the message of government across all government functional disciplines. Initially its activities were implemented with resources of the disbanded South African Communication Services (SACS). Key findings * The GCIS's allocated budget was not linked to its own strategic priorities and operational plans. * The inherited staff of SACS had limited qualification to execute its key activities. * Budget motivations submitted for the subsequent years, were still using SACS's activities as a focal point and not the GCIS's priorities. * There were poor systems of managing and monitoring on a month to month basis the activities of the GCIS. Key recommendations * A newly created entity should have a strategic and an operational plan that will inform its zero based budgeting process. * Management involvement in the budgeting process and monitoring is critical. * The budgeting process should be preceded by an approved strategic plan and an operational plan. / Public Administration and Management / (M.A (Public Administration))

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 107-112).

published_or_final_version / Public Administration / Master / Master of Public Administration

Thesis (M.P.A.)--University of Hong Kong, 2001. / Includes bibliographical references (leaves 107-112). Also available in print.

Thesis (Ph.D.)--RAND Graduate School, 2006. / Includes bibliographical references.