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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.
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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
V I S I O N BROADCASTING FOR TOTAL CITIZEN EMPOWERMENT
SABC STRATEGY FRAMEWORK 3 Strategy Building Blocks • 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 Informs the Vision : Broadcasting for Total Citizen Empowerment informs new performance management framework/group score card
TOTAL CITIZEN EMPOWERMENT People Operations Funding Technology Governance Corporate Goals Regulatory Frame work Legislative Frame work CONSTITUTION
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
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
