Strategic Planning Session
28 April 2015
MDDA Strategic & Annual
Performance Plan 2015/18
Strategic and Business Plan 2015/18
1
TABLE OF CONTENTS
Topic
1. About the MDDA
2. Link to the DoC
3. MDDA’s Strategic Focus Areas 2015-2018
4. APP 2015/2016
Strategic and Business Plan 2015/18
2
Legislative and Regulatory Framework
Section 16 and 32 of the Constitution Act No. 108 of
1996 provides for the freedom of expression and
access to information.
MDDA Act No. 14 of 20 establishes a
statutory body called the MDDA.
The MDDA is entrusted with the responsibility of
promoting media development and diversity in S.A.
by (amongst others) providing financial and other
support to community (non-profit) and small
commercial media projects.
Strategic and Business Plan 2015/18
3
Legislative and Regulatory Framework (…cont.)
MDDA Act defines
”MEDIA ” as all forms of mass communication, including
printed publications, radio, television and new electronic platforms
for delivering content.
“small commercial media ” means independent media enterprises or
initiatives that are run for personal gain as micro, very small or small
businesses as classified in the National Small Business Act, 1996 (Act
No. 102 of 1996).
“COMMUNITY MEDIA” as any media project that is owned and controlled
by a community where any financial surplus generated is reinvested in
the media project”.
“MEDIA DEVELOPMENT“ as the development of the media environment and
infrastructure, so that historically disadvantaged communities and persons have access to the
media as owners, managers, producers and consumers of media.
Strategic and Business Plan 2015/18
4
MANDATE
Encourage ownership and
control of, and access to,
media by HDC as well as by
historically diminished
indigenous language and
cultural groups,
Encourage the development
of human resources,
training, and capacity
building, within the media
industry, especially amongst
HDGs,
Encourage the channelling
of resources to community
media and small
commercial media sectors,
Raise public awareness
with regard to media
development & diversity
issues
Support initiatives which
promote literacy and a
culture of reading,
Encourage research
regarding media
development & diversity,
Form partnerships with
statutory bodies, such as
ICASA and USAASA
Strategic Plan
5
STRATEGIC LINKAGE BETWEEN THE MDDA
STRATEGY AND DEPARTMENT OF
COMMUNICATIONS
Strategic Plan 2015-18
6
LINKED TO DEPARTMENT OF COMMUNICATIONS PLAN (……CONT..)
Linkages
Department of Communication
Media Development and Diversity Agency
Coordinate the implementation of the BDM
programme with specific reference to STB
distribution and the establishment of a
National BDM call centre.
Provide infrastructure and digital equipment
to community broadcasters.
The Department will prioritise the
implementation of BDM public awareness
programmes through identified platforms in
all Provinces.
The MDDA will provide information and
training on BDM to all community
broadcasting stations
The Department will take the process
forward by developing and publishing the
draft White Paper on National Integrated
ICT Policy.
The MDDA will participate and submit input
during the ICT policy reviews process
The Department will take this work forward
by developing and gazetting the National eStrategy.
The MDDA will provide funding support for
broadcast and print projects to have online
present platforms
Broadcasting Digital Migration
ICT Policy Review
Internet Strategy
Strategic Plan 2015-18
7
MDDA STRATEGIC FOCUS 2015-2018
8
STRATEGIC FOCUS
2015 - 2018
 Providing grant and seed funding for community and small commercial media;
 Providing capacity building interventions for beneficiary organisations
and communities
 Advocacy and Lobbying
 Raising funds and mobilising resources to strengthen the community
and small commercial media projects for sustainability.
 Research and Development
Strategic Plan 2015-18
9
GRANT & SEED FUNDING
 Rollout for digital broadcast equipment for community broadcasters
 Support for audio streaming/multiplex platforms
 Support for online presence for print media
 Promote access to media by historically disadvantaged communities, indigenous
languages and vulnerable groups (women, children, etc)
 Advance entrepreneurship of independent publishers
Strategic Plan 2015-18
10
CAPACITY BUILDING
 Host Training
 corporate governance, station management, financial management, journalism and
media studies, etc.
 Host learning forum and

Grantee orientation workshop to build capacity of the sector
 Develop the content development strategy that encourages community broadcasters
and publishers to produce quality programming
Strategic Plan 2015-18
11
RESOURCE MOBILISATION
o
The MDDA will raise funds for community and small commercial media
o
Mobilising resources to strengthen the community and small commercial media projects
for sustainability.
o
Establish partnerships and synergies with other state entities such as Media Information
Communication Technology Skills Education Training Authority (MICT-SETA) for training
resources, Sentech for affordable distribution signal etc.
Strategic Plan 2015-18
12
ADVOCACY & LOBBYING
 Host the media literacy and culture of reading summit March 2015
 Promote access to information and freedom of expression through facilitating dialogue
during Press Freedom Day (May 03) and Media Freedom Day (October 19)
 Lobbing provincial and local government to commit and increase their advertising
(Adspend) on community and small commercial media.
Strategic Plan 2015-18
13
RESEARCH & DEVELOPMENT
 Commission and/or partner with institutions of higher learning for research projects such
as online media, impact study, ICASA Licensing and MDDA funding amongst other
 Undertake a Social Impact Evaluation Study
 Build a knowledge management hub within the MDDA
Strategic Plan 2015-18
14
ANNUAL PERFORMANCE PLAN
2015/2016
15
PROGRAMME OVERVIEW
Strategic Plan 2015-18
16
PROGRAMMES 1: ADMINISTRATION
PPROGRAMME 1: ADMINISTRATION
Programme Purpose: Provide overall management and support for the promotion of media
development and diversity.
Programme Objective: Provide agile, cost-effective and business-focused corporate services
and general administration.
Sub-programme 1.1: Human Resource Management
Attract and retain highly qualified and skilled human capital for efficient and effective
implementation of the Agency’ strategies.
Sub-programme 1.2: Legal and Regulatory Affairs
Positively contribute towards policy development, and ensure legally sound contract
management as well as a litigation free Agency
Sub-programme 1.3: Financial Administration and Auxiliary Services
To strengthen, grow and protect the MDDA funding base.
Strategic Plan 2015-18
17
PROGRAMMES 1: ADMINISTRATION (…..CONT….)
Sub-programme 1.4: Risk Management and Internal Audit
Enhance governance processes, enterprise-wide risk management, control, and accountability
of the Agency.
Sub-programme 1.5: Information Management & Technology
Provide the IT infrastructure and systems to deliver the adaptive and cost-effective service
Sub-programme 1.6: Communication, Branding and Stakeholder Management
Maintain and strengthen a reputable brand and a well-functioning communication system that
proactively informs and engages all stakeholders
Strategic and Business Plan 2015/18
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PROGRAMMES 2: GRANT FUNDING AND NON-FINANCIAL SUPPORT
PROGRAMME 2: GRANT FUNDING AND NON-FINANCIAL SUPPORT
Programme Purpose: Promote media development and diversity.
Programme Objective: Provide technical, non-financial and financial support to diverse
media platforms and increase the participation of communities in ownership and control of
community and small commercial media.
Sub-programme 2.1: Community Broadcast Media
Promotion of ownership, control and access to information and content production by
communities.
Sub-programme 2.2: Print and Digital Media
Enhance ownership, participation and control of print and digital media by independent media
entrepreneurs and the community.
Strategic Plan 2015-18
19
PROGRAMMES 2: GRANT FUNDING AND NON-FINANCIAL SUPPORT
(….CONT…)
Sub-programme 2.3: Research, Training and Development
To create and enhance a body of knowledge regarding the media landscape and build
capacity for a diverse media industry.
Sub-programme 2.4: Monitoring and Evaluation
Supporting and strengthening decision-making, accountability, learning and capacity
development.
Strategic Plan 2015-18
20
KEY PERFORMANCE INDICATORS
2015/16
Annual Performance Plan 2015/16
21
PROGRAMME 1:
ADMINISTRATION
Programme Purpose:
Provide overall management and support for the promotion of media development and
diversity.
Programme Objective:
Provide agile, cost-effective and business-focused corporate services and general
administration.
Annual Performance Plan 2015/16
22
Sub-Programme 1.1:
Human Resource Management
Quarterly targets
Performance Indicator
Reporting
Period
Annual target
Percentage turnaround time for filling of
vacancies
Number of skills audit conducted
Quarterly
1st
2nd
3rd
4th
85%
85%
85%
85%
85%
Annually
1
n/a
n/a
n/a
1
Annual Skills report submitted
Annually
1
n/a
n/a
n/a
1
Workplace skills plan submitted
Annually
1
n/a
n/a
n/a
1
Internship Policy in place
Annually
1
n/a
n/a
n/a
1
Percentage disputes resolved%
Quarterly
100%
n/a
n/a
n/a
100%
Retention policy in place
Annually
1
n/a
n/a
n/a
1
Remuneration strategy & Policy in place
Annually
1
n/a
n/a
n/a
1
Succession planning policy in place
Annually
1
n/a
n/a
n/a
1
Percentage of MDDA employee on critical
positions retained
Annually
85%
n/a`
n/a
n/a
85%
Human Resource Information Management
System
Annually
1
n/a
n/a
n/a
1
Job evaluation and grading of new and
identified jobs conducted
Annually
1
n/a
n/a
n/a
1
23
Sub-Programme 1.2:
Legal and Regulatory Affairs
Quarterly targets
Performance Indicator
Reporting
Period
Annual target
1
1st
2nd
3rd
4th
Annually
N/A
N/A
N/A
1
100%
Quarterly
100%
100%
100%
100%
0
Quarterly
0
0
0
0
Percentage of resolved litigations
100%
Quarterly
100%
100%
100%
100%
Percentage of resolved investigations
100%
Quarterly
100%
100%
100%
100%
1
Annually
N/A
N/A
N/A
1
Revised Contracts Management Strategy
Percentage of contractual disputes resolved
Number of incidences of non-compliance with
laws and other regulatory requirements
Number submissions for policy development
contributions
24
Sub-Programme 1.3:
Financial Administration and Auxiliary Services
Performance indicator
Reporting
period
Annual
target
Requested Quarterly Targets
1st
2nd
3rd
4th
Rand amount of transfers and grants received
Quarterly
R47.1m
R21.8m
R11.7
4.8
8
Percentage of acceptable variance of actual vs budget
Quarterly
8%
8%
8%
8%
8%
Approved surplus retention request
Annually
1
N/A
1
N/A
N/A
Percentage of grants disbursed to projects.
Annually
80%
N/A
N/A
N/A
80%
Number of incidents of Irregular, Unauthorised, Fruitless
and Wasteful Expenditure (non-compliance to PFMA,
Treasury Regulations and PPPFA).
Quarterly
0
0
0
0
0
Approved Grant Funding Policy
Annually
1
N/A
1
N/A
N/A
Number of reviewed of Policy (SCM and Finance policy)
Annually
2
N/A
2
N/A
N/A
Number of ENE/MTEF submission to National Treasury
Bi-Annually
2
N/A
1
1
N/A
Number of procurement plan submitted to National
Treasury
Annually
1
1
N/A
N/A
N/A
Percentage of approved invoices paid within 30 Days
Quarterly
100%
100%
100%
100%
100%
Invitation of potential service providers for database
registration on Government Tender Bulletin
Annually
1
N/A
1
N/A
N/A
Advertisement of the bid prices and bid results on
Government Tender Bulletin
Quarterly
100%
100%
100%
100%
100%
Reviewed and updated Supplier Database
Quarterly
4
1
1
1
1
25
Sub-Programme 1.3:
Financial Administration and Auxiliary Services
Performance indicator
Reporting
period
Annual target
Requested Quarterly Targets
1st
2nd
3rd
4th
Reviewed and updated Supplier Database
Quarterly
4
1
1
1
1
Supply Chain Management Compliance Checklist (for all
payment memos)
Annually
1
1
N/A
N/A
N/A
Number of asset / inventory counts
Quarterly
4
1
1
1
1
Number of active Assets Insurance Policy
Annually
1
N/A
N/A
N/A
1
Number of significant audit findings and emphasis of
matter
Quarterly
0
0
0
0
0
Nature of the audit opinion
Annually
Unqualified
Audit Opinion
N/A
Unqualified
Audit
Opinion
N/A
N/A
Percentage implementation of an automated financial
reporting system
Annually
100%
Implementate
d
100%
Implement
ated
Maintance
Maintance Maintenan
ce
26
Sub-Programme 1.4:
Risk Management and Internal Audit
Quarterly Targets
Performance indicator
Reporting period
Annual target
1st
2nd
3rd
4th
Risk management strategy and plan
Annually
1
1
N/A
N/A
N/A
Annual risk assessment
Annually
1
N/A
1
N/A
N/A
Number of top ten (10) risks mitigated
Quarterly
10
N/A
3
3
4
Number of divisional risk education events
Quarterly
4
1
1
1
1
Combined Assurance Plan
Annually
1
N/A
1
N/A
N/A
Divisional fraud prevention education events
Quarterly
4
1
1
1
1
Internal audit 3-year rolling plan
Annually
1
1
N/A
N/A
N/A
Number of risk based internal audit reports
Quarterly
10
N/A
3
3
4
Percentage of fraud incidences identified and investigated.
Quarterly
100%
100%
100%
100%
100%
Functional external fraud and corruption line
Annually
1
N/A
N/A
N/A
1
27
Sub-Programme 1.5:
Information Management & Technology
Quarterly Targets
Performance indicator
Reporting period
Annual
targets
1st
2nd
3rd
4th
Revised IT Strategy
Annually
1
N/A
1
N/A
N/A
Revised Business Continuity and Disaster Recovery
Plan
Annually
1
1
N/A
N/A
N/A
Reduced Significant IT Audit findings
Quarterly
0
0
0
0
0
Upgraded Server Room Infrastructure
Annually
1
N/A
N/A
N/A
1
Updated website
Monthly
12
3
3
3
3
Implemented virtual Private Network (Business Case)
Annually
Business Case
Reduced downtime of the Network
Quarterly
2 hours
2 hours
2 hours
2 hours
2 hours
Updated Firewall
Quarterly
4
1
1
1
1
Stored offsite backup tapes
Quarterly
12
3
3
3
3
Completed Data Recovery Drill
Annually
1
N/A
1
N/A
VPN Business Case
28
Sub-Programme 1.6:
Communication, Branding and Stakeholder Management
Quarterly targets
Performance indicator
Reporting period
Annual target
1st
2nd
3rd
4th
Customer Relationship Management Policy
Framework
Annually
1
n/a
1
n/a
n/a
Percentage increase in stakeholder
satisfaction index
Annually
5%
n/a
n/a
n/a
100%
Number of partnerships in support of media
development & diversity
Annually
10
n/a
n/a
n/a
10
Number of entrants & winners
(SANLAM/MDDA Local Media Awards)
Annually
1 520
n/a
n/a
n/a
1 520
Review Communication & Branding strategy
Annually
1
n/a
1
n/a
n/a
Reviewed of Stakeholder Management
Strategy & Plan
Annually
1
n/a
1
n/a
n/a
Upgraded interactive website
Annually
1
n/a
n/a
n/a
1
Number of participation in Stakeholder and/or
MDDA Marketing events and/or opportunities
Quarterly
15
2
3
5
5
Number of articles in newspapers &
Publications
Number of Television & Radio features
Quarterly
20
5
5
5
5
Quarterly
10
2
2
3
3
Funders Newsletter reports
Quarterly
4
1
1
1
1
Annual Report
Annually
1
n/a
1
n/a
n/a
29
RISK MANAGEMENT
PROGRAMME 1: ADMINISTRATION
Programme Objective
Strategic Risk
Inadequate staff skills and capacity
Inadequate/lack funding
Provide
effective
agile,
and
cost- Financial mismanagement and poor financial reporting
business-
focused
corporate Fraud and corruption
services
and
general
Non-compliance with relevant legislation, regulations,
administration.
policies and procedures
Supply chain inefficiencies
Poor governance
Poor/ insecure information and document management
Lack of business continuity
Mitigation Strategy
Provide project management training for staff.
Purchase a Human Resources Information Management
System
Implement the staff retention policy
Fill in critical positions
Implement succession planning policy
Raise alternative funding and/or securer non-financial
for print media
Update the relevant policies,
Fill critical vacant posts timely
Invest in ongoing training and development initiatives
Effective implementation of fraud prevention strategy
and plan
Align policies and procedures to PFMA, TR, PPPFA,
other relevant laws and regulations.
Monitor Irregular, Unauthorised, Fruitless and Wasteful
Expenditure
SCM Workshop for MDDA officials
Develop and review the terms of reference for all
governance committees
Audit the effectiveness of the internal controls and
systems of risk management
Procure an electronic information management system,
and/or
Electronic document management system
Update integrated Business continuity strategy and plan
Offsite data storage
30
PROGRAMME 2:
GRANT FUNDING AND NON-FINANCIAL SUPPORT
Programme Purpose:
Promote media development and diversity.
Programme Objective:
Provide financial and non-financial support to develop diverse media platforms and
increase the participation of communities in ownership and control of community and
small commercial media.
Annual Performance Plan 2015/16
31
Sub-programme 2.1:
Community Broadcast Media
Performance Indicator
Reporting Period
Annual target
1st
Percentage of funded projects that are
Quarterly targets
2nd
3rd
3
4
4th
0
Quarterly
10
3
Quarterly
12
4
4
4
0
Quarterly
4
0
2
2
0
Quarterly
150
0
50
50
50
Quarterly
250
0
50
100
100
Quarterly
70%
0
20%
20%
30%
Quarterly
10
0
2
8
0
Annual
1
0
0
0
1
Annual
65
0
0
0
65
Annual
1
0
0
0
1
Annual
1
0
0
0
32 1
operational.
Number of community radio stations supported
for digital broadcast equipment and operational
support through grant funding.
Number of community radio stations funded for
Programme Production
Number of direct jobs created in the community
broadcast sector.
Indirect jobs created in the community
broadcast sector.
Percentage of funds disbursed of the funded
projects.
Number of community radios with on-line
presence (audio streaming)
Number of community broadcast projects on the
web-based database.
Number of Community Broadcast capacitated to
run their projects effectively and efficiently
through a Learning Forum.
Research study into local content and
infrastructure support activated.
Number of implemented recommendations
Sub-Programme 2.2:
Print and Digital Media
Performance Indicator
Reporting
Period
Annual target
Quarterly
R2m
N/A
Quarterly
4
N/A
2
2
0
Quarterly
5
N/A
3
2
0
Annually
N/A
N/A
N/A
N/A
70%
Percentage of funds disbursed to Community Print
Annually
N/A
N/A
N/A
N/A
70%
Number of jobs created by SCM print
Annually
8
N/A
N/A
N/A
8
Number of jobs created by CM print
Annually
10
N/A
6
0
Number of print and digital publications assisted on
Annually
N/A
N/A
N/A
4
N/A
80
Number of print supported projects on MDDA web
Annually
80
N/A
N/A
N/A
55
database
Number of projects benefiting from workshops and
learning forums
Annually
45
N/A
N/A
N/A
45
Number
Annually
1
N/A
N/A
N/A
1
Quarterly
4
1
1
1
Rand value of Small Commercial Media projects
1st
Quarterly targets
2nd
3rd
R1.m
R1.m
4th
0
funded
Number of Small Commercial Media projects
funded
Number of Community Print projects funded
Percentage
of
funds
disbursed
to
Small
Commercial Media Projects
sector
growth
including
digitalisation
through
liaison with strategic partners/stakeholders
of
cooperatives
research
recommendations arising from MDDA research
report
Integrated
attended
Programs
and
operations
meeting
33
1
Sub-Programme 2.3:
Research, Training and Development
Performance Indicator
Reporting period
Annual target
Quarterly targets
1st
2nd
3rd
4th
Rand Amount of Research Grant Disbursed
Quarterly
R 1. 7 mil
0
300K
400K
1 mil
Number of Beneficiaries Trained
Quarterly
300
0
100
50
150
Number of Mentor/Trainers on the Database
Quarterly
50
0
0
0
50
Number of Beneficiaries that underwent the Grantee Orientation
Workshops
Quarterly
40
0
0
0
40
Number of Quality Assured Training Programs in place
Quarterly
2
0
0
1
1
Increase in the number of interventions made to the CM and SCM
sector (non-financial support)
Quarterly
2
0
1
0
1
Consolidation of MDDA research reports
Annually
1
0
0
0
1
Number of Research Projects commissioned (incl. Social Impact
Evaluation and Assessment Study)
Quarterly
2
0
0
1
1
Annual
1
N/A
N/A
N/A
1
Number of Integrated Programs and other Operations meeting
attended
Quarterly
4
1
1
1
1
Number of Media Literacy Summits held
Annually
1
N/A
N/A
N/A
1
Number of Integrated Programs and other Operations Meetings
attended
Quarterly
4
1
1
1
1
Consolidated Report of MDDA Research
(findings/recommendations)
34
Sub-Programme 2.4:
Monitoring and Evaluation
Performance Indicator
Reporting
Period
Revised
Annual target
1st
2nd
3rd
4th
Reviewed M&E Framework in place
Annually
1
N/A
N/A
1
N/A
Revised M&E template
Annually
1
N/A
N/A
1
N/A
Number of projects Monitored through site visit
Quarterly
75
20
20
20
15
Number of impact assessment survey
Annually
30
0
15
0
15
Percentage of closed projects evaluation
reports per financial year
Annually
30
N/A
N/A10
N/A10
10
Minutes /attendance of the meetings
Quarterly
4
1
1
1
1
Participation in the grantee orientation
workshop
Annually
1
N/A
N/A
N/A
1
Revised project management cycle
Annually
1
N/A
N/A
N/A
1
35
RISK MANAGEMENT
PROGRAMME 2: GRANT FUNDING AND NON-FINANCIAL SUPPORT
Programme Objective
Strategic Risk
Mitigation Strategy
Poor project management/Lack project
Develop and implement grant funding Policy,
management capacity
strategy and plan
Project management training
Provide technical, non-financial and
Establish project Steering Committee
financial support to diverse media
Improve contracting process
platforms and increase the participation of
Limited sustainability or lack thereof:
Capacity building initiatives i.e. learning forums,
communities in ownership and control of
grantee orientation workshops etc. to strengthen
community and small commercial media.
governance, financial management and other
issues of sustainability
Inadequate/lack funding
Raise alternative funding and/or securer nonfinancial for print media
Financial mismanagement and poor financial
reporting
Update the relevant policies,
Fill critical vacant posts timely
Invest in ongoing training and development
initiatives
Fraud and corruption
Effective implementation of fraud prevention
strategy and plan
Duplication of training and research with other
stakeholder efforts
Increase stakeholder engagements with Training
Providers, Universities, FETs, etc.
Annual Performance Plan 2015/16
36
FINANCIAL RESOURCE CONSIDERATION
Grants and Transfer




Government transfer constitutes 40 per cent of the budget,
Broadcast contribution is about 45 per cent of the budget, and
Other income is about 15 per cent of the budget.
Print media is no longer contributing. The Board is currently engaging the PDMSA on the
matter. It is also worth noting that the budget of the MDDA for the MTEF period has been
revised down wards by R4 million. Additional funding for print media sector is required.
Programme Cost
 72 per cent of the budget goes to financial and non-financial support cost and 3 per cent is
also incurred on the administration cost directly linked to the projects.
 Remaining 25 per cent is purely for the entity’s administration programme.
 The MDDA currently has no major capital projects.
Annual Performance Plan 2015/16
37
BUDGET 2015-18
BUDGET
ITEMS
2015/16
R’000
2016/17
R’000
2017/18
R’000
INCOME
DOC – Transfer
22 515
23 814
25 005
Broadcast Media
24 502
24 502
26 952
0
0
0
7 708
8 401
9 028
54 726
56 717
60 985
Programme Cost
39 191
40 180
43 292
Operational Expenses
15 440
16 449
17 605
94
86
87
54 726
56 717
60 985
Print Media
Other Income
EXPENDITURE
Capital Expenditure
SURPLUS/DEFICIT
-
-
38
Siyabonga!
Strategic and Annual Performance Plan
2015/18
39