THREE YEAR BUSINESS PLAN

THREE YEAR BUSINESS PLAN

April 2004-March 2005

2005/2006

2006/2007

Section One

Strategic Plan

Vision

Each and every South African citizen should have access to a choice of a diverse range of media.

Mission

The MDDA is a development agency that will assist in building an environment where a diverse, vibrant and creative media flourishes and reflects the needs of all South Africans.

How

Grant funding – provision of subsidies – both to individual media projects and to create an enabling environment for the development of a diverse media
Leveraging resources and support through technical assistance
Conducting and funding research
Facilitating capacity building
Advocating for media

Who

Historically disadvantaged
Historically diminished language and cultural groups
Inadequately served communities

Project Focus Areas

The Act has prescribed that primarily the following should be the focus areas for MDDA to provide funds and/or resources and support:

Community media projects
Small commercial projects
Research projects

The MDDA shall through all its activities:

Actively encourage collaboration between different media groups and the development of media resource centres.
Encourage collaboration between media groups and other community entities (including telecentres, MPCC’s, Arts centres, CBO’s and NGO’s)

The MDDA will prioritise support for media projects focusing on rural communities and/or audiences not adequately served by other media.

Community media projects

Community: public participation, geographic or community interest and not- for- profit; must be distinct and cannot be controlled by any of the funders.

Type of support

Ongoing funding for core operational costs;
Once off injection of funds for specific projects.
Indirect support

Projects to be provided with support within this category include:

Radio stations,
Print projects
TV stations
Video access centres

The above should be supported regardless of delivery platforms.

Non-profit organisations that provide support to such projects and thereby promote media development and diversity.

Small commercial media projects

The MDDA Act states that micro and small businesses as defined in the Small Business Act of 1996 shall qualify for support.All media projects, which comply with these requirements, can apply for support from the MDDA, including small commercial entities, which provide support to the sector (such as networks, news agencies, etc)

Type of Support:

Based on the understanding of the above, the follow activities will benefit from the grant funds of the MDDA.

Training/capacity building
Assistance in the set up of small commercial media projects
Once-off injection of funds to ensure sustainability

The funding principles within this category will be:

Diversity. Must be producing a distinct product – different from what is already available to target audience/s in terms of for example language, content, target group etc.
Profit orientation
Independently owned

Research projects: development and diversity

Any entity/organisation can apply for support for a research project (including for support for feasibility studies) if they meet the following criteria:

The project promotes media development and diversity
The project advances and enhances research skills within the media industry
The project enhances skills of historically disadvantaged people

What will not be funded by MDDA?

It is important to identify what we will not fund to empower entities to engage with the MDDA within a particular framework, ensure that media projects do not waste time and resources applying needlessly, avoid raising expectations and ensure that resources are used efficiently and effectively.

In line with this thought, and considering the resources available to the MDDA, the MDDA will not fund:

Training Institutions. The MDDA will rather leverage support for such institutions through the relevant SETA’s.
Long-term support for profit making entities – will not cover running/operational costs of these entities;
Projects or specific needs that are adequately provided for by other donor /agencies namely Open Society Foundation and Dept. of Communication;
Non-core running/operational costs for community project. Only functions that are core to project activities;
New projects in JHB, DBN, CT unless they can prove that they will serve inadequately served audiences;
No major support for unlicensed radio/TV. Only seed funding to assist them in developing applications for licences.

Media projects owned or controlled by any entity that enters into an agreement with the Board in terms of Section 21 of the Act;
Media projects owned or controlled by the State;
Media projects owned or controlled by any Political party;
Any advocacy except if promotes media development and diversity;
Conferences/Seminars and attendance at any of these;
Media earmarked for a foreign audience;
Media aimed at reinforcing/boosting/promoting any particular entity/ organisand diversity owned or controlled by any for licences.utions through the relevant SETA'al entities which providserved by other ation that suits only the ends of that entity/organisation.

Implementation Approach

Both Reactive and Proactive.

Within first few months, due to time constraints and pressure to disburse money, MDDA will follow reactive implementation approach (i.e. respond to applications as defined by beneficiaries).

The proactive implementation approach will be especially applied with projects aimed at creating an enabling environment for media development. This methodology will be especially used for cost-intensive partnerships; to ensure cost effectiveness, given that the proactive method is expensive and time-consuming.

In working pro-actively, the MDDA is committed to ensuring that communities are central to the holistic project cycle, and determine the development path of the project.

Funding Mechanisms
Funding Cycles

Based on the funding and requirements and available budget, the following funding cycles are suggested for MDDA:

Once-off funding especially for commercial projects
Multi-year funding: the following is suggested

Existing projects: 2 years funding

New Projects: 3 years funding

Disbursement Rates

Will vary dependent on project. In general 60%, 30%, 10% was selected as the preferred disbursement rates. Large amounts in the beginning assist projects in start up. The final 10% should only be given on proof of expenditure.

Contracts

Contracts should have generic contractual obligations as well as specific conditions as defined by the assessment results.

Some of the contractual obligations to be included:

Every project must have a separate account for the MDDA money: interest accrued must be tracked and reported on. Under no circumstances should interest be used without negotiating with MDDA
The same principle should apply to contingency budget line. The project should motivate to utilize the budget. A procedure will be put in place to ensure that the project follow them
No over–expenditure is allowed to the total budget

Budget - should be activity-based budgeting

Principle of capital expenditure: ownership remains with MDDA
Proper procurement processes must be utilised to ensure fair, competitive and transparent award of contracts.

Emergency Funding

Emergency Funding is defined as fast tracked funding and will be decided on outside of ordinary quarterly Board meetings.

Project Assessment Criteria

The Act and Regulations will be used and a means of assessing how a project meets the criteria and priorities will be utilised.Three areas need to be considered. These are:

Institutional elements
Programme elements
Sustainability factors

Institutional Elements: The Organisational Capacity Assessment Tool (OCAT) has been decided on as the appropriate means to assess the project’s institutional framework. The tool has been specifically designed for South Africa. It has six components of organisation effectiveness and these are:

Governance

Human Resources
Financial resources
Management practices
External Relations
Service delivery

For each of these components there are indicators to measure the extent to which the organisation is nascent, emerging, expanding or mature.

Sustainability Factors: MDDA should use the first round of approved projects in determining the critical success factors that would make a media project to be sustainable.

MDDA Project Management Cycle Timeline

Aspect of project – grant making	Estimated time allocation
	Hours	Days
Phase 1: call for proposals		6 weeks
Phase 2
Processing application and acknowledgement Allocate to the relevant PM	2 hrs	0.002
Initial assessment by the PM – decision made for site assessment or rejection or referral	4hrs	0.5
Site visits using all documents Conducting all audits – institutional and programme	24hrs	3
Analysis of all information gathered Project justification sheet preparation	4hrs	0.5
Management review	1hrs	0.001
Board approval	8hrs	1
PM and Finance discuss & negotiate contracts	2hrs	0.002
Negotiation with the project	16hrs	2
Contracting - CEO signs and forwards to project	8hrs	1
Project signature	40hrs	5
First disbursement	24hrs	3
TOTAL hours per project	133 hours	17 days per project

If one programme manager handles one project over a period of 17 days, an allowance of 3 to 4 days is to be factored into the 17 days for delays, making the total days per project to be 20 days.

Section Two

Strategic Objectives

Long Term Strategic Objectives

The following table details the long-term strategic objectives of the MDDA and the planned impact of the Agency on media development and diversity. The total associated budgets for each of the strategic objectives in 2005/2006 are also included. Budget breakdowns are detailed in the attached costed operational plan.

STRATEGIC OBJECTIVES	OUTCOMES INDICATORS	ASSOCIATED COST 2004/2005
Access	The number of communities with access to a choice of media has increased. (MT – LT)	R 12,813,148.00
Social Development	Increased readership/listeners of community and small commercial media by 2008. (LT) Developed partnerships to ensure promotion of reading – collaboration betw media projects and other entities (e.g. book publishers & literacy groups) to increase reading. 30% of media projects receiving support from MDDA provide meaningful support for inadequately served audiences incl people with disabilities, women, elderly, children by year 2 and 50% by year 5 Increased use of SA languages other than English and Afrikaans in the media.	Objectives reached Through all work Of MDDA
Human Development	Strategic partnerships with SETAs to ensure adequate and effective training of people in media sector. Increased number of organisations with recognised and accredited training courses for community and small commercial media by year 2007 (MT – LT) Effective, fair and holistic human resource policies and procedures in community and small commercial media projects, recognising the needs of volunteers and staff members, and the need to develop skills in communities.	R161,500.00
Good citizenship	Increased utilisation of local media to build understanding and tolerance within communities (ST-MT) Increased awareness and debate about issues around media diversity and freedom of expression (MT-LT)	R 5,000.00

STRATEGIC OBJECTIVES	OUTCOMES INDICATORS	ASSOCIATED COST 2004/2005
Operational Efficiency	The MDDA shall efficiently and effectively allocate available resources to community and small commercial media projects, in line with the relevant legislation, its regulations, and any other conditions set by funders of the Agency or other relevant entities. The MDDA will have established effective partnerships with a range of relevant institutions and entities to ensure indirect support for small commercial and community media projects, including reduced postal, telephone, and signal distribution rates and access to low interest loans.*	R 3,710,419.00

Strategies

The following assumptions/approaches underpin the operational plan and budget breakdown. These have been developed taking cognisance of HSRC/Mediaworks Research, comments on draft regulations and the budget amongst other things. It must also be noted that the budget has also been guided by the Regulatory stipulation that the MDDA should spend no more than 25% of its overall budget on operational costs.

It must be highlighted that the original projected income for MDDA has reduced. Funding agreements were reached with NAIL to provide R1.2m each year over five years. Given the sale of NAIL however this will not be forthcoming. However the MDDA has negotiated with Primedia to provide a further R700 000 each year (from R500 000 to R1.2m).

It must further be noted that none of the funding agreements provide for an inflation linked increase – making it difficult to meet the 25% on admin stipulation. The MDDA is currently considering how it might reduce administration/operational costs in order to ensure this regulation is met. However it will be important that any budget allocated by Government does increase with inflation each year. Other potential funders will also be approached.

Proactive approach

Given the resources available the MDDA plans to focus on those historically disadvantaged communities currently not adequately served by the media. Such areas will be determined after mapping existing media coverage (including community, commercial and public media). The Department of Communications has agreed to collaborate with MDDA on this. Other indicators such as population size, access to other sources of information and poverty levels may also be considered.
The way grants are allocated are determined by regulations (at least 60% on community, at least 25% on small commercial and 5% on research) and by the funding agreements (print funders want funding allocated to print projects and electronic media funders to electronic media projects).

Loans

The Agency plans to develop strategic partnerships for establishing a low interest loan facility (hopefully with shared risk). Negotiations in this regard will commence in 2004/2005 financial year. The idea is to harness the infrastructure of existing institutions, thus avoiding over stretching MDDA’s resources to manage loans.
MDDA to investigate the establishment of a credit guarantee scheme – for printing costs for commercial entities. Must have strict conditions – i.e. only provide guarantee for limited period – linked to proper financial management training to ensure alleviate cash flow problems.

Mentors

The regulations state that assistance can only be given if a project has a business plan. In finalising the regulations the Board stated that it would develop other approaches to support emerging media projects/those without clear feasibility studies or business plans. It has been agreed that the MDDA develops a framework for coaching/mentoring such projects through mentorship programmes rather than grants. A database of mentors is in the process of being developed by the Agency.

Leveraging Support

MDDA needs to engage with other media funders to ensure maximum impact from available resources. A media donors round table (following on work of Interim Media Funders Forum established to coordinate comment on MDDA Discussion Paper process will be convened by the MDDA.
MDDA also need to encourage other funders to support media projects – by for example communications budgets for existing projects. This could both enhance diversity and community participation in existing projects.
MDDA needs to engage with government (through GCIS) and the private sector about allocating a portion of ad spend to small commercial and community media. This will require a database on media available.
MDDA must develop partnerships with other media organisations SMME support structures to assist in developing the sector. The MDDA has already developed partnerships with AMASA and the AMF who have agreed to assist in marketing training.

Environment Issues

The notion of a procurement agency, which can address advertising, bulk buying etc, should be explored. This would be a proactive approach.
A system on ensuring effective measurement of readership and audience needs to be developed.
Issues surrounding printing, distribution and paper costs need to be explored.

Award

MDDA should seek to set up a sought-after Award or means of recognising and encouraging innovation and use of new technologies by community/small commercial media. Partnerships with corporate social responsibility programmes would be sought.

Communicating the programme

There is a need to develop ongoing strategies to inform both potential beneficiaries and other stakeholders of the MDDA’s strategies.

As regards beneficiaries, initially, a road show to create awareness amongst potential beneficiaries is being planned – including printing of pamphlets and use of SABC radio to publicise the call. The focus would be on those areas not currently adequately served.Strategic partners such NDA and Usombomvu, and MPCC’s etc. should be used as information points to display and distribute the MDDA pamphlets on projects to be funded.

Regarding other stakeholders, a communications strategy to meet the needs of all stakeholders has been developed – recognising the need to manage communication to ensure that MDDA is able to meet the concomitant demand.

Section Three

Operational Plan

Costed Operational plan

2004/2005

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Operational Efficiency	Operational Costs including CEO’s office and Admin costs	Ongoing payment of administrative costs costs including rental, water and lights; petty cash; telephone; stationery and printing; bank charges; etc	CEO/ Finance Manager	Ongoing	Fully operational offices to ensure effective and efficient work	R647,903.00
	Personnel Costs	Personnel related costs, including remuneration, training, UIF, Skills Development Levy	CEO/ Finance Manager	Ongoing	Ensure decisions are implemented timeously Facilitate the smooth running of the MDDA in line with requirements of legislation	R2,610,946.00
	Board Fees and Costs	Including disbursements to Board members for Board meetings, Exec committee, and other related costs	Board CEO	Ongoing	To ensure timeous and effective decision making	R175,850.00

Operational plan

2004/2005 Cont……

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Operational Efficiency cont….	Funding	Establish systems to ensure Agency meets any conditions of funding in terms of funding agreements	CEO Finance Manager	April 2004 Ongoing	Effective and efficient management of MDDA finances in line with requirements of funders	No cost
		Develop plan to garner more funds for MDDA	CEO and Board	June 2004 Ongoing	Increased funding base for media development and diversity. By end of 2004/2005 Financial year should have at least one other funder for MDDA.	R3,000.00
		Promote support for media development and diversity amongst other grant makers	CEO and Board	Last quarter	Increased support for media from other grant makers	R1 000.00
		Develop investment strategy	Finance Manager/CEO With outside consultant	First quarter	Sustainability plan for MDDA based on investment strategy	R10,000.00

Operational plan

2004/2005 cont….

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Operational Efficiency cont…	Financial Management	Audit Committee meeting	CEO/ Finance Manager	February 2004 first meeting	Transparent financial management and good corporate governance	R10,670.00
		Internal audit	CEO/ Finance Manager	January 2004 ongoing	Effective financial management	R82,500.00
		Ongoing performance management and skills development	CEO		Effective performance management Skilled staff members	R10, 400.00
	Other	Bi monthly brown bag lunches	All staff	First meeting May 2004	Team building Staff development	R 400.00
		IT support (including costs of outsourcing, licence fees etc)	Finance Manager	Ongoing	Efficient and effective IT systems	R57,750.00
	Evaluation	Evaluation of efficiency and effectiveness of MDDA funding and of programmes. (Performance Audit)	R&D/ Project managers	First one end of 2004/2005 financial year.	Clear evaluation of impact of MDDA processes to guide further planning	R100,000.00
TOTAL COST Operational Efficiency							R3,710,419.00

Operational plan

2004/2005 cont…..

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Access	Grant making	Efficiently and effectively disburse available funds	CEO/Project Managers/ Board	Ongoing linked to quarterly Board meetings	Efficient and effective allocation of funds in line with regulations and funding agreements to ensure the number of communities with access to media has increased.	R12,570,802.00
		Develop tools to efficiently and effectively manage project cycle	Project Managers (use of outside consultants)	April 2004	A MDDA Project Manager’s Handbook – ensuring efficient and consistent approach to beneficiaries	R25,000.00
		Streamline project justification sheet, contracts with beneficiaries, reporting formats	Project Manager’s (outside consultants and legal assistance)	April 2004 Ongoing evaluation	Clear frameworks and contracts to limit risk.	R110,000.00
		Procure a project tracking system/information management system	PM’s Finance Manager	April 2004	Efficient information and administration management	R250,000.00 (to be rolled over from 2003/2004 budget of R1m – therefore not included in total as not from 2004/2005 budget.

Operational Plan

2004/2005 cont…

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Access	Communications and Advocacy	Marketing strategy and plan (based on stakeholder analysis)	Project Managers, CEO	July 2004	Process Plan based on needs of different stakeholders (primary, strategic, tactical) with cost implications shows/ publicity	R60, 000.00
		Road shows	Project Managers	Ongoing	Increased awareness on MDDA and processes. Increased applications from most under served communities. Three provinces covered by end of 2004/2005	R27,346.00
		Develop interactive web site	CEO and PMs	August 2004	Interactive and accessible web-site ensuring increased awareness and interaction with MDDA	R20,000.00
Total Cost: Access							R12,813,148.00

Operational plan

2004/2005 cont….

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Economic Development	Creating an Enabling Environment	Develop plan on guarantee fund for printing of small commercial newspapers	Print Manager, Finance Manager, CEO	Fourth quarter	Plan on viability of providing such a fund to support print publications and ease cash flow problems	R10,500.00
		Develop Strategies to resolve advertising, printing, audience research and distribution problems	CEO and R & D Project Manager (tog with other PM’s)	Last quarter	Pro-active approach to create an enabling environment for media development and diversity	R10,000.00
	Leveraging support	Khula/MISA/SAMDEF loan finance	CEO Fin Manager, PM’s	Fourth quarter 2004	Establish linkage with loan institution for commercial projects in terms of MDDA Act	R500.00
		Develop workshop on marketing/ advertising with AMF, IMASA etc	R and D CEO, Board	Workshops held three provinces by Dec 2004	Increased skills base of community and small commercial media	R22, 374.00
		Develop framework for local government/local media alliances	CEO/PM’s	Last quarter	Agreement with government to develop code and train local government on role of media	No costs

Operational plan

2004/2005 cont….

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Economic Development Cont	Partnerships	MOU with ICASA	CEO	June 2004	Clear communication channels	No cost
		Agreement with DoC, USA	CEO/ electronic manager/ research and training	April 2004	Collaboration on support for community radio	No cost
		Partnership with OSF	CEO and managers	April 2004 to be finalised	Collaboration on support for media	R15, 000.00
		Link up with Print Industry Cluster Council	CEO and Print PM	Ongoing 2004-2005	MOU Joint Projects	No cost.
		Media funders round table	CEO and electronic manager	August 2004	Communication with media funders	R15,000.00
		National Film and Video Foundation	CEO and EM	June 2004	Partnership on television	No cost
		SABC	CEO and EM	June 2004	Partnership on distribution of community tv content	No cost
		Link in with National Media Education Initiative	CEO	April 2004	National Awareness campaign on media	No cost
Total Cost: Economic development							R73,874.00

Operational Plan

(2004/2005) cont…..

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Human Development	Training Programme	Form links with MAPP SETA/other relevant SETA’s	R & D CEO	Third quarter 2004	Agreement with SETA on standards and funding protocols to ensure capacity building within sector	R 3 000.00
	Mentoring programme	Put in place mentoring systems for community and small commercial projects	Project Managers	Ongoing	Database of mentors Effective strategy for mentoring/coaching MDDA framework for use of mentors.	R158,500.00
Total Cost:						R161,500.00
Knowledge Management	Research	Mapping of coverage of SABC and commercial media	CEO and R & D	Support from ICASA/DOC/SABC by last quarter	Multi media geographical plotting SABC, ICASA/DOC support – increased awareness of areas and communities currently inadequately served by media	R70,000.00
		Research into impact and obstacles to growth	CEO and R&D manager	Last quarter	Increased awareness of role media plays in change management	R122,500.00
Total Cost: Knowledge Management							R192,500.00

Operational Plan

2004/2005 cont….

Strategic element	Focus Area	Activity	Driver	Time Frame	Outcomes	Cost Implication
Good Citizenship	Public awareness of diversity issues	Launch HSRC research	CEO/R and D	July 2004	Public awareness of MDDA and media development and diversity	R5 000.00

Total Cost: Good Citizenship							R5,000.00

TOTAL COST 2004/2005 R 16,956,441.00

Operational Plan 2005/2006

Focus Area	Activity			Driver		Time Frame		Outcomes
Funding	Secure further funding for the MDDA			CEO		Second Quarter 2005		Increased funding
	Review investment strategy			FM/CEO		July 2005		Develop sustainability plan for MDDA. Ideally cover administration costs through interest. .
Grant making			Review systems and procedures in line with outcomes of research		Project Managers		Second Quarter		Efficient grant making procedures
			Publish call for applications – including calls for research funds		Project Managers		Ongoing for radio and print Twice a year for Research		Awareness of MDDA activities Quality competitive proposals for research.
		Implement strategies to resolve advertising, printing audience distribution problems			PM’s CEO, Finance MANAGER, CEO		Staggered according to plan		Better sustainability of print projects
		Implement strategies to resolve environment problems associated with broadcasting			CEO and Programme Managers R & D		Staggered according to plan		Resolve environmental problems
Leveraging support		Implement plan with MAPP Seta and other Seta’s on training standards for local media sector			R & D CEO		Staggered according to plan		Standards set for training accredited institutions.
		Implement loan system			Finance Manager CEO		July 2005		Low interest loan system in place
		Strengthen relationship with AMF, AMASA etc			R and D CEO Chris Moerdyk		Ongoing		Joint workshops on marketing
		Implement effective audience measurement			CEO/PMs		According to plan		Verified audience measurement systems in place. Media more responsive to media needs.
		Investigate award			CEO/project managers		2005/2006		Award excellence
Mentoring programme		Implement mentoring strategy			Project Managers		Ongoing		Effective capacity building of project partners
		Investigate strategy on mainstreaming gender, disability etc into local media			All		First quarter		Publications and stations address underserviced audiences.
Communications and Advocacy		Marketing Strategy and Plan (based on stakeholder analysis) Web-Site			CEO		Ongoing		Communication with all stakeholders
		Annual report			CEO/FM		Narrative ready by end of May		Annual report completed timeously
Research		Research into underserved audiences			CEO and R & D		Support from ICASA/DOC/SABC By July 2005			Identify gaps in media coverage
		Develop evaluation of efficiency and effectiveness of MDDA funding and of programmes			R and D Programme managers		Last quarter			Evaluation of processes and impact will advise of new direction
		Develop links with academia			R&D		Ongoing			Links with media academics
		Assessment of contribution by community and small commercial media to training of staff for media industry (assess how many staff of commercial and public media come from community and small commercial sectors).			R&D PMs		First quarter			Evidence of value of small commercial and community media
		Develop strategy for implementation of media in education strategy			PMs CEO		Third quarter			Plan to increase media literacy amongst children and youth
Operational issues		Audit Committee			FM/CEO		Ongoing			Proper governance
		Internal audit			FM/CEO		Ongoing			Proper governance
		Performance Management system implementation			CEO		quarterly			Performance management of staff and agency.
		Bi monthly brown bag lunches			All staff		Ongoing			Team building and informed staff members

Operational Plan 2006/2007

Focus Area	Activity			Driver		Time Frame		Outcomes
Funding	Secure further funding for the MDDA			CEO		Second Quarter 2006		Increased funding . Another 2 funders
	Review investment strategy			FM/CEO		July 2006		Develop sustainability plan for MDDA. Ideally cover administration costs through interest. .
Grant making			Review systems and procedures in line with outcomes of research		Project Managers		Second Quarter		Efficient grant making procedures
			Publish call for applications – including calls for research funds		Project Managers		Ongoing for radio and print Twice a year for Research		Awareness of MDDA activities Quality competitive proposals for research.
Leveraging support		Implement plan with MAPP Seta and other Seta’s on training standards for local media sector			R & D CEO		Staggered according to plan		Standards set for training accredited institutions.
		Implement loan system			Finance Manager CEO		Ongoing		Low interest loan system in place
		Strengthen relationship with AMF, AMASA etc and form new relationships			R and D CEO Chris Moerdyk		Ongoing		Joint workshops on marketing Partnerships with service providers
		Implement effective audience measurement			CEO/PMs		According to plan		Verified audience measurement systems in place. Media more responsive to media needs.
		Develop excellence award			CEO/project managers		Third quarter		Award excellence
Mentoring programme		Implement mentoring strategy			Project Managers		Ongoing		Effective capacity building of project partners
		Implement strategies to mainstream gender etc			All		First quarter		Publications and stations address underserviced audiences.
Communications and Advocacy		Marketing Strategy and Plan (based on stakeholder analysis) Web-Site			CEO		Ongoing		Communication with all stakeholders
		Annual report			CEO/FM		Narrative ready by end of May		Annual report completed timeously
Research		Research into convergence and digital media			R and D		First quarter			Align strategies to accommodate new technologies
		Develop evaluation of impact of MDDA on media development and diversity			R and D Programme managers		Fourth quarter			Evaluation of processes and impact will advise of new direction
		Develop links with academia			R&D		ongoing			Links with media academics
		Implement media in education strategy			PMs CEO SABC other groups		Third quarter			Increase media literacy amongst children and youth
Operational issues		Audit Committee			FM/CEO		Ongoing			Proper governance
		Internal audit			FM/CEO		Ongoing			Proper governance
		Performance Management system implementation			CEO		ongoing			Performance management of staff and agency.
		Bi monthly brown bag lunches			All staff		Ongoing			Team building and informed staff members

Annexure

Budget 2004/2005 – 2006/2007