1. Annual Performance Plan
Strategic Plan
Annual Performance Plan
2017/ /2020
Presentation to the Portfolio Committee on Communications

2. Strategic and Annual Performance Plan 2017/18 – 2019/2020
Contents 1
MDDA Mandate 2
MDDA Vision, Mission & Values 3
Legislative Environment 4
Issues raised by Portfolio Committee on Communication 5
Situational Analysis 6
Framework to develop SP and APP 7
National Development Plan 8
Situational Analysis – Status Quo 9
Situational Analysis – Desired State 10
Alignment with DoC 11
MDDA Strategic 5 Year Priorities 12
Institutional Challenges 13
Annual Performance Plan 14
MDDA Strategy Map 15
Programme 2: Grant & Seed Funding 16
Programme 3: Partnerships, Public Awareness and Advocacy 17
Programme 4 – Capacity Building & Sector Development 18
Programme 5 – Innovation, Research & Development 19
Programme 1: Governance and Administration 20
Sources of Revenue 21
Revenue Analysis 22
Expenditure Analysis 23
MDDA requested support from PCC
Strategic and Annual Performance Plan 2017/18 – 2019/2020

3. MDDA Mandate MDDA Act 2014 of 2002
Encourage ownership of, and access to, media by HDGs as well as by historically diminished indigenous language and cultural groups
Encourage the development of human resources and training, and capacity building, within the media industry, especially amongst HDGs
Encourage the channeling of resources to the community 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
Liaise with other statutory bodies such as ICASA and USAASA
Section 16 & 32 of the Constitution provides for freedom of expression and access to information
MDDA Act 2014 of 2002
Strategic and Annual Performance Plan 2017/18 – 2019/2020

4. MDDA Vision, Mission & Values
An accessible, transformed and diversified media
Leading media development, transformation and diversification in South Africa
֍ Integrity ֍ Accountability ֍ Inclusivity ֍ Ubuntu
֍ Professionalism
Strategic and Annual Performance Plan 2017/18 – 2019/2020

5. Legislative Environment
Electronic Communication Act no. 35 of 2005
The Independent Communications Authority of South Africa Act, Act no. 13 of 2000
Promotion of Administrative Justice Act.No.3 of 2000 (PAJA) .
Public Finance Management Act No.1 of 1999 (PFMA)
White Paper on Broadcasting Policy
(1998)
Independent Broadcasting Authority Triple Inquiry Report
(2000)
Regulations of the Independent Communication Authority of South Africa (2010)
Community Television Broadcasting Services Position Paper (2004)
Strategic and Annual Performance Plan 2017/18 – 2019/2020

6. Issues raised by Portfolio Committee
.Media transformation
Community Media Indaba 2017
Funding of community-owned media projects
Geographical and class focus in funding approach
Developmental funding model
Social Integration project
Language diversity
Digital infrastructure
Regulation
ICASA Moratorium – proposed joint research on new form of regulation of community broadcasting sector
Monitoring and Evaluation. Projects are assessed in terms of:
Financial Stability
Compliance and Governance
Content
Community Participation
Advertising Revenue
Strategic and Annual Performance Plan 2017/18 – 2019/2020

7. Issues raised by Portfolio Committee
Review of MDDA Act
The Social Impact study is well advanced for completion by end of Q1 2017/2018.
The MDDA has begun engaging the four mainstream print media houses in an effort to offer community media print an opportunity to operate with minimal interference and direct competition. The MDDA has
Engaged with Media24 on spending of their funding.
Met with the Competition Commission to address unfair competition. A judgement has been passed which will result in funds being directed to MDDA to fund small commercial and community print
Content Diversity Strategy. The MDDA
Has signed an MoU with SAASTA on Science and Technology reporting training.
Is drawing up a strategy to intensify its support to Disability projects.
Is initiating a partnership with GenderLinks around Women in Media and Violence against Women. Other initiatives include support of AIP Conference on Women in Community Publishing and partnership with Soul City on training on reporting on gender violence.
Is exploring partnership with children-based content organisation.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

8. Issues raised by Portfolio Committee
Sustainability Strategy. The MDDA has
Partnership with SEDA on business enterprise development for mentoring/coaching projects using its provincial offices.
Engaged with SALGA on supporting community media through various means, eg advertising, use of municipal premises.
Engaged with Sentech on transmission costs.
Media Literacy
The MDDA is piloting an outreach/public campaign in 2 provinces to raise awareness of MDDA and media literacy.
Public engagement – support of Minister’s and Deputy Minister’s Imbizos
Provincial breakdown during 2016/2017: Limpopo – 5; KZN – 1; Eastern Cape – 3; Northern Cape – 1; Mpumalanga – 3; Free State – 1; North West – 1; Western Cape – 1.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

9. Strategic and Annual Performance Plan 2017/18 – 2019/2020
Diversity Technology Sustainability Environmental Social Cohesion Science & Technology Competitiveness
Socio- Economic Nation Building Community Media Transformation Online Indigenous Languages Gender Living with Disabilities Youth Online Job Creation Community News
Situational Analysis
Content Revenue Generation Digital Migration Skills
Value Chain Enterprise Development Community radio Marketing community TV Active Citizens Community Media Governance Online Freedom of Expression Adspend
Media Access Informed Citizens Participatory Democracy
Strategic and Annual Performance Plan 2017/18 – 2019/2020

10. Framework to develop SP and APP
Socio-political and economic environment
National Development Plan (NDP) and macro environment
Department of Communications strategic objectives
Community media sector & broader media environment
SP and APP for 2017/18 to 2019/20
Strategic and Annual Performance Plan 2017/18 – 2019/2020

11. National Development Plan
The National Development Plan - Vision 2030 (NDP) informs the MDDA’s Medium Term Strategic Framework (MTSF) priorities.
Outcome 6 relates to an efficient, competitive and responsive economic infrastructure network. This highlights the role of the MDDA in assisting community media to harness the power of a rapidly changing telecommunications environment.
Outcome 12 relates to an efficient, effective and development orientated public service. This speaks to the character and nature of the MDDA as an institution and the values it should champion.
Outcome 14 relates to nation building and social cohesion as it envisions a society where South Africans will be more conscious of what they have in common than their differences. It directs the MDDA’s approach when supporting and enabling content and production elements.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

12. Situational Analysis – Status Quo
Biased news
Lack of access to information
Unfair competition
Predominance of English
Regulation
Inadequacy in news coverage
Sustainability/ Revenue generation
Governance
Media
Monopoly
Analogue
Geographic exclusion
Government advertising spend
Media
Evolution
Strategic and Annual Performance Plan 2017/18 – 2019/2020

13. Situational Analysis – Desired State
Media Literacy
Language Diversity
Well Informed Citizenry
Content Diversity
Media
Transformation
Geographic balance
Digital Migration
Innovative partnerships
Advocacy and Lobbying
Innovation and Research
Capacity Building
Strategic and Annual Performance Plan 2017/18 – 2019/2020

14. Strategic and Annual Performance Plan 2017/18 – 2019/2020
Alignment with DoC
DoC Strategic Goal
Goal 1 - Effective and efficient strategic leadership, governance and administration
Goal 2 - A responsive communications policy regulatory environment and improved country branding
Goal 3 - Transformed communications sector
MDDA Strategic Outcome Orientated Goal
Goal 1 - Capable and accomplished organisation in support of the delivery of the MDDA mandate by 2019
Goal 3 - Body of knowledge on the community-based media sector established through focused innovation, research and development efforts to support policy development
Goal 2 - Media transformation promoted through the growth of community-based media in South Africa A L I G N M E T
Strategic and Annual Performance Plan 2017/18 – 2019/2020

15. MDDA Strategic Five Year Priorities
Lead MDDA Act Review Processes: reconfiguration of the MDDA Act to support changes in the sector.
Organisational Renewal: review the current MDDA organisation structure, capacity, policy frameworks and funds to promote enhanced organisational delivery.
Build Knowledge-based Organisation: promote implementation of cutting-edge research responsive to sectoral dynamics.
Expand Funding and Capacity for Community Media Development: review sustainability model to ensure media diversity and transformation.
Position MDDA as a Leader in the Community Media Sector: contribute to increased Public and Media Sector Awareness in order to influence national policy.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

16. Institutional Challenges
Organizational Development/
Renewal Intervention by Board
Focus on filling executive positions including CEO and CFO
Mitigating
Leadership and Internal Capacity Challenges
Transform MDDA into knowledge-based organisation
MDDA request to Parliament for vacant Board positions to be filled .
Strategic and Annual Performance Plan 2017/18 – 2019/2020

17. Annual Performance Plan 2017/2018 – 2019/2020
Strategic and Annual Performance Plan 2017/18 – 2019/2020

18. Strategic and Annual Performance Plan 2017/18 – 2019/2020
MDDA Strategy Map
Strategic and Annual Performance Plan 2017/18 – 2019/2020

19. Programme 2: Grant & Seed Funding
Promotes media development and diversity through financial and non-financial support for community broadcasting and community and small commercial print projects
Strategic Objective 1
To facilitate ownership, control and access to information and content production of community broadcasting by historically disadvantaged communities
Objective Statement
Provide financial support for digital broadcast infrastructure (on-air and production studio equipment), transmission subsidy, audio streaming, programme production/content generation and operational costs.
Baseline
28 community radio and 1 television station funded
11 community radio stations funded for broadcast studio equipment
Strategic
Objective 2
To facilitate ownership, control and access to content production of community and small commercial publications by historically disadvantaged communities
Provide financial support for printing and distribution cost, on-line platforms, and operational costs to both community and small commercial print media projects.
23 Community and Small Commercial print projects funded
Strategic Objective 3
To monitor and evaluate input, output and compliance to MDDA grant-in-aid contracts to measure the effectiveness and efficiency of MDDA support
Objective Statement
Provide project review, assessment and aftercare as well as risk management support to both community and small commercial print media projects
70 Monitoring and 30 evaluation reports
Strategic and Annual Performance Plan 2017/18 – 2019/2020

20. Risks associated with Programme 2: Grant and Seed Funding
Risk Description
Risk Consequence
Mitigation Plan
Poor governance, financial reporting, fraud and corruption
Increasing cases of corruption and fraud
Develop in-house capacity at project level and engage external support
Strengthen community participation
Effective M&E framework
Board oversight of projects
Insufficient funds for print and digital projects
Limited media diversification and development rollout
Pursue partnerships to expand funding pool
Limited resources to sustain project support
Develop resource mobilisation strategy for financial and non-financial support
Strategic and Annual Performance Plan 2017/18 – 2019/2020

21. Strategic and Annual Performance Plan 2017/18 – 2019/2020
2017/2018 APP PROGRAMME 2: GRANT AND SEED FUNDING -   2.1: Community Broadcast Media
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Grant and Seed Funding
Number of community radio stations approved by the Board for first-time funding 19 12 14
Number of community radio stations approved by the Board for strengthening 20 10
Number of community television stations approved by the Board for financial support 1 3
Job creation
Number of direct jobs created in the community broadcast sector
198
100
150
200
Special Projects
Social engagement strategy for communities using broadcast platform
Strategic and Annual Performance Plan 2017/18 – 2019/2020

22. Strategic and Annual Performance Plan 2017/18 – 2019/2020
2017/2018 APP PROGRAMME 2: GRANT AND SEED FUNDING -   2.2: Print and Digital Media
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Grant and Seed Funding
Number of Small Commercial Media projects approved by the Board for first time funding 5 4
Number of Small Commercial Media projects approved by the Board for strengthening
Number of Community print projects approved by the Board for first time funding support 2
Number of Community print projects approved by the Board for strengthening
Enabling environment for print and digital media print growth
Number of projects approved for online presence 19 12
Strategic and Annual Performance Plan 2017/18 – 2019/2020

23. Strategic and Annual Performance Plan 2017/18 – 2019/2020
2017/2018 APP PROGRAMME 2: GRANT AND SEED FUNDING -   2.3: Monitoring and Evaluation
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Monitoring and evaluation of MDDA projects
Number of monitoring reports produced 75 80 95
100
Number of evaluation reports produced 30 45 55 60
Implementation of Impact Study findings
Impact Study commissioned
1 theme
Strategic and Annual Performance Plan 2017/18 – 2019/2020

24. Programme 3: Partnerships, Public Awareness and Advocacy
Positions the MDDA as a leading influencer and authoritative voice in the community and small commercial media, by playing a key role in the national dialogue on the sector, through implementation of strategic partnerships
Strategic Objective 1
To position the MDDA as an authoritative leader on community media and small commercial media by proactively advocating through stakeholder relationships
Objective Statement
Input into policy processes, revenue generation and potential partnerships
Baseline
Input to DoC media transformation initiative
Three stakeholder engagement events
Strategic Objective 2
To expand our footprint as the MDDA by creating a positive image in pursuance of the MDDA’s mandate to grow the community and small commercial media
Build public image of the MDDA through greater public awareness campaigns
Communications Plan
Strategic and Annual Performance Plan 2017/18 – 2019/2020

25. Strategic and Annual Performance Plan 2017/18 – 2019/2020
2017/2018 APP PROGRAMME 3: PARTNERSHIPS, PUBLIC AWARENESS AND ADVOCACY -   3.1: Strategic programmes
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Enhanced Digital Migration
Community Media digital migration strategy approved by Board in last quarter of each year 1
Number of digital literacy workshops conducted
New indicator
Stakeholder Engagement policy and strategy
Stakeholder engagement policy and plan reviewed and implemented
Strategic and Annual Performance Plan 2017/18 – 2019/2020

26. Strategic and Annual Performance Plan 2017/18 – 2019/2020
2017/2018 APP PROGRAMME 3: PARTNERSHIPS, PUBLIC AWARENESS AND ADVOCACY -   3.2: MDDA Brand Building
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Communications strategy and plan
Review of communications plan and plan implemented 1
External publications
Number of newsletters produced 2 4
Number of social integration project publications produced
New indicator
Annual Report produced
Publicity campaign
Number of outreach programmes 16 18 20
Number of publicity campaigns implemented
Number of media awards hosted
Strategic and Annual Performance Plan 2017/18 – 2019/2020

27. Programme 4: Capacity Building and Sector Development
Capacity building programmes which aim to provide community and small commercial media with necessary skills needed for effective performance in day to day work.
Strategic
Objective 1
Capacity building and media skills training
Objective Statement
Partnerships and collaborations for effective implementation of capacity building and skills training (which includes media literacy and governance) through provision of bursaries and training workshops
Baseline
(i) 3 capacity building interventions
(ii) Placement of 17 interns across 7 provinces for science and technology reporting training
(iii) Gender based violence reporting training for 102 community media
Strategic and Annual Performance Plan 2017/18 – 2019/2020

28. 2017/2018 APP PROGRAMME 4: CAPACITY BUILDING AND SECTOR DEVELOPMENT
Key Output//
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Management of Capacity Building Partnerships
Number of partnership agreements with accredited learning and training Institutions 1 4
Number of MOUs signed with partners that enhance our projects’ environment. 2
Training Interventions and Workshops
Number of training interventions such as learning forum, grantee orientation workshop, etc 3 6
Enhanced Media literacy
Number of media literacy workshops conducted
Number of media exchange programmes
Strategic and Annual Performance Plan 2017/18 – 2019/2020

29. Programme 5: Innovation, Research and Development
Research and information specific to the sectors that inform programme development and strategic focus.
Strategic Objective 1
To champion research, development and innovation to create a media development and diversity body of knowledge by 2019
Objective Statement
Support and commission research and development projects focusing on relevant and emerging media issues to scientifically define status quo and inform future interventions
Baseline
I Impact Study on Community Media Sector
2 Research reports on variety of topics
Strategic and Annual Performance Plan 2017/18 – 2019/2020

30. 2017/2018 APP PROGRAMME 5: Innovation, Research and Development
Key Output
Performance Indicator
Performance
Medium-term targets
2016/17
2017/18
2018/19
2019/20
Digital platform for stakeholder information sharing
Content Hub updated quarterly 1 4
Research Projects
Number of Research projects undertaken 2
Strategic and Annual Performance Plan 2017/18 – 2019/2020

31. Programme 1: Governance and Administration
Strategic Objective 1
To enhance organisational capacity building efforts through focused human resource interventions by 2019
Objective Statement
Foster and embed values and strategic objectives of the Agency through organisational development, labour relations and transversal human resource management areas
Strategic Objective 2
To ensure compliance with legislative requirements through a professionally managed corporate legal and regulatory affairs by 2019
A comprehensive corporate legal and regulatory advisory, litigation and contracts management service to enable the Agency to execute its mandate effectively
Strategic Objective 3
To provide good governance and financial management to ensure compliance with applicable legislative requirements and sustainability of the Agency by 2019
Provide sound, prudent and efficient financial, supply chain management, risk management and internal audit services needed for an effective operation with fiscal health and sustainability
Strategic Objective 4
To implement IT initiatives geared towards improvement of IT value and performance by 2019
Continuous upgrade of automation of business processes for the core and support functions of the entity
Strategic and Annual Performance Plan 2017/18 – 2019/2020

32. Strategic and Annual Performance Plan 2017/18 – 2019/2020
Sources of Revenue
Strategic and Annual Performance Plan 2017/18 – 2019/2020

33. Medium Term Expenditure Framework
Revenue Analysis
Medium Term Expenditure Framework
2017/18
2018/19
2019/20
Transfers & Grants Received
62,113,095
63,563,095
64,944,095
DoC - Government grants
30,005,000
31,455,000
32,836,000
Media Stakeholders
Broadcast media
32,108,095
Print media
Other Income
4,548,778
4,821,704
5,111,007
Interest Received
Other income
Total Revenue
66,661,872
68,384,799
70,055,101
Three main sources of income-:
Department of Communications (DoC): Agency receives on average R31 m/yr
Broadcast and Print funders: Agency’s external fundraising resulted in MDDA currently receiving average of R35 million from broadcast funders. Stakeholder engagement initiatives to revive print media funding stream.
MDDA Fundraising: Over the medium term, Agency is developing a business case to secure additional external funding from the private sector and other funders.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

34. Strategic and Annual Performance Plan 2017/18 – 2019/2020
Expenditure Analysis
Medium-term estimate 
R thousand
2017/18
2018/19
2019/20
Administration
22,762
23,760
24,740
Community media
40,149
40,693
41,211
Research - Monitoring & Evaluation
1,500
1,573
1,642
Strategy, Policy, Advocacy, Capacity building, M&E
2,250
2,329
2,463
Total expenditure
66,661
68,355
70,056
Over MTEF, spending focus on promoting media development and diversity through financial and nonfinancial support to community broadcasting and community and small commercial print projects.
Grant funding will be allocated to ensuring sustainability, through strengthening of existing small commercial, community print and community broadcast projects.
Seed funding for new small commercial, community print and community broadcast projects will be allocated from transfers from DoC and external funders.
Spending on these activities expected to amount to R125 million over MTEF.
Strategic and Annual Performance Plan 2017/18 – 2019/2020

35. MDDA requested support from Portfolio Committee
Stakeholder engagements
MDDA Act review
Lobbying for media transformation
Increased community participation from constituencies – PCC members
Fair competition regulation
National Treasury funding lobbying for Department
Print media regulation
Government advertising spend
Strategic and Annual Performance Plan 2017/18 – 2019/2020

36. Thank You

37. INTERACTION