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SABC FY2016/17 to FY2018/19 CORPORATE PLAN

The SABC's Corporate Plan outlines its purpose, strategic overview, competitive and media environment, and budget for the FY2016/17 to FY2018/19 period. It aims to deliver educational, informative, and entertaining content to all South Africans in their preferred languages.

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SABC FY2016/17 to FY2018/19 CORPORATE PLAN

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  1. SABC FY2016/17 to FY2018/19 CORPORATE PLAN

  2. TABLE OF CONTENTS • INTRODUCTION • COMPANY PURPOSE AND STRATEGIC OVERVIEW • VISION, MISSION, VALUES • COMPETITIVE ENVIRONMENT • MEDIA ENVIRONMENT • STRATEGY FY2016/17 TO 2018/19 • BUDGET FY2016/17 TO 2018/19

  3. COMPANY PURPOSE AND STRATEGIC OVERVIEW

  4. INTRODUCTION The SABC FY2016/17 – 2018/19 Corporate Plan was developed and compiled in line with National Treasury’s Framework for Annual Strategic and Performance Plans and takes into account all relevant policies, legislation and other mandates applicable to the SABC. Sections included in the Corporate Plan are: Part A: Company Purpose and Strategic Overview; Part B: Delivery on Strategy; Part C: FY2016/17 - FY2018/19 Budget; Annexure D: Risk Management Framework; Annexure E: Fraud and Corruption Policy; Annexure F: Materiality and Significance Framework

  5. COMPANY PURPOSE AND STRATEGIC OVERVIEW The SABC is mandated to deliver an unparalleled public value proposition of educating, informing and entertaining all South Africans in all official languages, by means of 18 radio stations (and an additional 19th station, Channel Africa, hosted on behalf of the Department of International Relations and Cooperation) and five television channels including the SABC News channel and SABCEncore which is dedicated to providing nostalgic content from the 80s and 90s. The ability to provide content in all official languages, in multiple genres ranging from children’s and educational programmes, drama, documentaries, news and current affairs, to the top-revenue-grossing soap operas, continues to position the SABC as the most trusted broadcast media group in South Africa. The SABC remains the only broadcaster serving the information, educational and entertainment needs of millions of citizens who rely on its radio and television services for access to reliable content in languages of their choice.

  6. VISION, MISSION AND VALUES • VISION • The SABC inspires change through enriching, credible, relevant and compelling content that is accessible by all. • MISSION • To educate, inform and entertain all audiences accessing SABC services. • CORPORATE VALUES • Conversations and partnerships • Restoration of human dignity • Building a common future

  7. COMPETITIVE ENVIRONMENT The SABC operates in the context of one of the most rapidly changing business environments in the world. The global media sector is experiencing fundamental changes due to the growth of digital technology and the convergence of media, technology and telecommunications. The Corporation also operates in a developing South African economy which has felt the impacts of a global slowdown, and is susceptible to foreign exchange fluctuations which have a significant impact on its core business. Finally, as a commercially-funded, state-owned enterprise, the SABC operates within a unique internal environment - one in which it must move with agility to compete with commercial competitors, yet still comply with public sector operating guidelines.

  8. MEDIA ENVIRONMENT The global media environment has been dominated by a number of key trends which are set to continue to have a dramatic impact over the next few years. Until recently, South Africa has largely been shielded from many of these developments. After a long hiatus, the South African media environment is beginning to show signs of the massive digital-driven change which has affected media economies in other parts of the world.

  9. MEDIA ENVIRONMENT (cont) • The key changes impacting on the South African media sector include: • Changes in the regulatory environment with the licensing of new broadcasters, and especially the launch of Digital Terrestrial Television (DTT); • The launch of several Over-The-Top (OTT) streaming Video-On-Demand (VOD) services offering access to local and international movies and television series via the Internet; • The rise of multi-platform television access, where viewers now expect to be able to view traditional television content on mobile, gaming and desktop devices as well as on TV sets; • The popularity of new forms of video content - especially short-format user-generated video on social media platforms.

  10. MEDIA ENVIRONMENT (cont) DIGITAL MIGRATION The SABC will continue to work closely with the Department of Communications on the GO DIGITAL SOUTH AFRICA awareness campaign to educate and inform South Africans about this journey of taking our television broadcasting into a new era of digital broadcasting with exceptional picture and sound clarity. The SABC has been preparing for the migration and has five television channels on the launch DTT bouquet along with 19 radio stations. The SABC plans to launch additional television channels on the DTT platform in future years. To date, the Corporation achieved the following:

  11. MEDIA ENVIRONMENT (cont) • obtained channel authorisation from ICASA to broadcast 2 incentive television services and 19 radio stations; • implemented the infrastructure to provide content on the DTT platform consisting of SABC 1, SABC 2, SABC 3, News, and Encore; • created an industry standard digital technical infrastructure to enable multi-channel broadcast (10 streams) on the DTT platform; • implemented the technical infrastructure to provide 19 domestic radio stations on the multiplexer; • launched SABC News and Encore as new television channels, incubated on the satellite DTHplatform in preparation for the launch of DTT.

  12. STRATEGY FY2016/17 TO 2018/19

  13. STRATEGY 2016/17 TO 2018/19 The SABC has set a course to ensure its long-term future. It’s the start of a fundamental transformation to reposition the public broadcaster. The Corporation’s strategy aims to better position the public broadcaster to meet the vital shifts that are transforming the media universe, and consequently how it connects with South Africans. The SABC will deepen its relationship with South Africans; work in partnership with the creative community to showcase the breadth and depth of South Africa’s reality; and set the Corporation on a clear course to long-term financial sustainability.

  14. DELIVERY ON STRATEGY SABC PILLARS AND GOALS

  15. FINANCIAL SUSTAINABILITY

  16. FINANCIAL SUSTAINABILITY

  17. CONTENT AND PLATFORMS

  18. CONTENT AND PLATFORMS

  19. CONTENT AND PLATFORMS (cont)

  20. HUMAN RESOURCES

  21. HUMAN RESOURCES

  22. GOVERNANCE

  23. GOVERNANCE

  24. BUDGET FY2016/17 TO 2018/19

  25. BUDGET FY2016/17 TO 2018/19 INCOME STATEMENT

  26. BUDGET FY2016/17 TO 2018/19 BUDGET RISKS The following are the major risks to the budget for 2017:

  27. BUDGET FY2016/17 TO 2018/19 CASH FLOW STATEMENT

  28. BUDGET FY2016/17 TO 2018/19 LONG-TERM CAPEX

  29. PREDETERMINED OBJECTIVES The SABC’s three-year predetremined objectives as well as FY2016/17 Quarterly targets may be viewed from pages 46 to 62.

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