south african broadcasting corporation presentation to the parliamentary portfolio committee on...
TRANSCRIPT
SOUTH AFRICAN BROADCASTING CORPORATION
PRESENTATION TO THE PARLIAMENTARY PORTFOLIO COMMITTEE ON
COMMUNICATIONS
16 MARCH 2007
CONTENTS
•Introduction•Legislative framework• Corporate Goals•Corporate Strategy•Vision•Mission•Values• Key Performance Areas & Indicators
BOARD/MANAGEMENT CO-OPERATION
• The Board approved both the new corporate strategy and the new corporate structure in 2006
• The Board is particularly supportive of the cluster approach in so far as it breaks away from the silo mentality and promotes a “One SABC” model.
• The Board’s active support is clearly demonstrated by the repackaged Corporate Goals which are inline with the cluster philosophy
INTRODUCTION
“From Mandate to Corporate Goals to Corporate Strategy”
SABC’s mandate:
Public service broadcaster contributing to evolving democracy
Contributing to socio-political and economic reconstruction
To translate public service mandate into reality Board formulated Corporate Goals
To translate Corporate Goals into service delivery model Executive Management developed a Corporate Strategy
THE ROLE OF THE CORPORATE GOALS
The Corporate Goals are:
• Raw material for Corporate Strategy
• A foundation for key performance areas (KPAs) and key performance indicators (KPIs)
• Benchmarks and broad principles to guide Executive Management
• Instruments and tools for Board’s oversight and monitoring and evaluation of Executive Management’s performance
MANAGEMENT’S RESPONSE TO CORPORATE GOALS
Analysis of Business Model
Interrogation of Business Processes
Review of Organisational Structure
Review and Alignment of Strategy with Corporate Goals
EXTERNAL FACTORS BEHIND STRATEGIC REALIGNMENT
RAPIDLY CHANGING MEDIA LANDSCAPE
•Internationally free-to-air model increasingly coming under threat
•Content delivered more on one-to-one basis instead of one- to-many
•Digitization threatens traditional TV or radio broadcast
•Increased competition – broadcasting market opened
•SABC’s role in nation building and deepening democracy
•Human capacity development required to face new challenges
INTERNAL ASSESSMENT BEHIND STRATEGIC REALIGNMENT
Relatively new management team and organizational structure
Need to integrate and break down silos
Clustering important – Teams, not individuals
Need to explore new revenue streams
BEE/SMME bias in the procurement of goods/services
Need to inculcate new SABC culture - with clear messages
Important to re-align business nationally – Regions to be strategic delivery
centres
SABC STRATEGY FRAMEWORK
A. Corporate Goals:
•Content – democracy non-racism, nation building
•Stakeholders – support and respect of shareholder and audiences
•Financial – sustainability and empowerment
•People – preferred employer
•Technology – innovative
•Governance – compliance – legislative framework
•Performance Monitoring – Corporate Goals and SABC policies
B. Organisational Values• Conversations & Partnerships• Restoration of Human Dignity• Building a Common Future
C. Strategic Pillars•People•Operations•Funding•Technology•Governance
3 Strategy Building Blocks
Informs the Vision : Broadcasting for Total Citizen Empowerment
informs new performance management framework/group score card
Legislative Frame work
PLATFORMS & CONTENT
CONSTITUTION
TOTAL CITIZEN EMPOWERMENT
Corporate Goals
People Funding Technology
Regulatory Frame work
Operations Governance
KEY PERFORMANCE INDICATORS
KEY PERFORMANCE AREAS
KEY PERFORMANCE OBJECTIVES
PEOPLE Information sharing; Gender transformation;
Equity, including for people with disabilities;
Training and development
OPERATIONS Engagement with independent producers;
Implementation of industry development strategy;
Maintain leadership in TV, radio and overall
branding
TECHNOLOGY Implementation of Technology Strategy projects as
per the Recapitalisation Plan funded by
government
KEY PERFORMANCE INDICATORS (Cont.)
KEY PERFORMANCE AREAS
KEY PERFORMANCE OBJECTIVES
FUNDING Achieve Revenue Growth; Maintain expense
growth; Secure Government financial support;
Secure Increases in TV licence fees
GOVERNANCE Ensure adherence to legislative framework; Monitor
compliance to policy procedures; Information
sharing with DoC, ICASA and provincial
governments
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCE
PEOPLE Promote nation building;
Support economic
empowerment;
Investments made in nation-
building content covering;
Progress registered in
language, gender and
disability equity; Increase in
black companies
economically empowered
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCE
PEOPLE Information sharing with
public;
Implement refocused HR
strategy; Review and
implement Performance
Management System
Public feedback sessions
held; Performance
contracts for Top &
Senior Management 95%
complete
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCE
PEOPLE Employee development
Employment parity
Employer of choice
Progress registered in
employee development and
parity implementation
completed; Succession
management framework
Developed; Staff Wellness
Programme implemented
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCEOPERATIONS New procurement policies and
Procedures
Engagement with independent
Producers
Industry development strategy
Formulation
Launch of 24 Hours News Channel
Complete
Ongoing
Projects launched
Testing begins early 2007, full launch in 2008
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCETECHNOLOGY Implementation of Technology
Strategy
Prioritise public service
broadcasting
Provide innovative and cost
effective solutions to produce
and deliver broadcast content
Maintain reliable working
systems for old technologies
Successful delivery of
approximately 40% of projects
Increased investment in drama, current affairs and news bulletins in African languages
Deployed portable satellite internet protocol solutions
Operational faults reduced
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCE
FUNDING Achieve Revenue Growth;
Maintain expense growth;
Secure Government financial
support
Growth achieved; Expense growth maintained; Government support continuing;
PERFORMANCE THUS FAR IN RESPECT OF KPIs
KPA KPO PERFORMANCE
GOVERNANCEEnsure adherence to legislative
framework; Monitor
compliance to policy
procedures; Information
sharing with DoC, ICASA and
provincial governments
General achievement all round
ORGANISATIONAL MODEL
Model based on Clusters rather than traditional Departments
Clusters combine departments according to functions
Clusters undermine the silo mentality
Clusters exploit functional relationships
Clusters encourage synergies
ORGANISATIONAL CLUSTERS
CLUSTER CONSTITUENT PARTS PURPOSE
GROUP
CEO
Regions
Group Strategy
Procurement
Group Communications
Risk Management
Leadership and direction
Alignment between the organization and the empowerment needs of the public
Information of citizens
FUNDING Financial Control
Group Services
Business Analysis (Strategy)
Audience Services
Commercial Enterprises
Create a financially sound corporation
Provide commercial and financial insight and direction
Exploit commercial and business opportunities
ORGANISATIONAL CLUSTERS
CLUSTER CONSTITUENT PARTS PURPOSE
GOVERNANCE Internal Audit
Company Secretarial Services
Legal Services
Policy and Regulatory Affairs
Independent, objective assurance, investigating and consulting service
General Board Governance Support
Legal, regulatory and compliance advice
Compliance with license conditions and editorial policies
Universal access
ORGANISATIONAL CLUSTERS
CLUSTER CONSTITUENT PARTS
PURPOSE
PEOPLE Corporate Affairs
Human Capital
Services
International and domestic stakeholder management
Enhance international profile of the SABC
Inform and educate citizens in outside the SABC
Corporate image management
TECHNO-LOGY
Air Time; TV and Radio Broadcast Facilities; Logistical and Engineering Services; Broadcast IT
Broadcast and non-broadcast technology solutions, services and infrastructure
ORGANISATIONAL CLUSTERS
CLUSTER CONSTITUENT PARTS PURPOSE
NEWS AND
CURRENT
AFFAIRS
Radio News
Television News
SABC Africa News
Provide content and produce all news and current affairs programmes
OPERATIONS PBS
PCS
Content Enterprises
Market Intelligence
Creation, procurement, distribution and delivery of quality content
SABC AND THE 2010 WORLD CUP
• Even though the SABC has no direct obligations for the World Cup, consideration has been given to the role we can play by virtue of being public broadcaster
• In addition, there are opportunities for the SABC to leverage, such as expansion into Africa and exploitation of production capability. There are negotiations underway involving FIFA and African broadcaster organisations in this regard.
• Not surprisingly, there are challenges linked to these opportunities, such as:– Upgrading of facilities and technology– Skills development of staff involved– Funding implications– Multiple language delivery– Selecting the right partners– Challenges due to Africa’s differentiated development
SABC AND THE 2010 WORLD CUP
• Initial assessment has been made, particularly with regards technology readiness for 2010, and several scenarios are being explored, including partnering with external experts to deliver on expectations successfully
• A lot has been done thus far by way of interaction with FIFA and the LOC, among others, with specific focus at broadcasting and related issues. Feedback has been positive and SABC is well aware of the high expectations by virtue of been host broadcaster
• Plans are afoot and finances allocated towards putting the SABC, especially its technological and technical capability, at an international level
CLOSING REMARKS
The new vision and strategic direction of the SABC raises key strategic issues which must be addressed:
• Funding model
• Licence fee levels
• Advertising on Children’s programmes and News programming
• Continental and international obligations
• Citizen participation
• Focus on the disempowered (Voice of the voiceless)
• Quality of programmes
CLOSING REMARKS
• The past few months have seen the SABC review its mandate and streamline its work
• There has also been an injection of new blood into the SABC
• Emerging out of these, the public broadcaster is poised to execute its mandate with added vigour
• The public deserves the best – it can expect only the best from the SABC