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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

CONTENTS

Introduction

Legislative framework

Corporate Goals

Corporate Strategy

Vision

Mission

Values

Key Performance Areas & Indicators

board management co operation
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

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 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
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

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

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

V I S I O N

BROADCASTING FOR TOTAL CITIZEN EMPOWERMENT

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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

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TOTAL

CITIZEN EMPOWERMENT

People

Operations

Funding

Technology

Governance

Corporate Goals

Regulatory Frame work

Legislative Frame work

CONSTITUTION

organisational model

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
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 cup27
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
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 remarks29
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
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