CHAPTER SIX
Developing an Implementation Plan

INTRODUCTION

This report has outlined in detail a range of issues facing SABC Education when considering a structured broadcasting intervention to support education aimed at youth and adults. We have examined the complexity of the field itself, explored international approaches to broadcasting in this area, and synthesized the views of a range of experts in the field. Although the plan for this research process stipulated that we describe only a single potential broadcasting intervention, in extrapolating from these sources we have, in consultation with the SABC, described four broad scenarios for SABC educational broadcasting interventions. We have done this both on request from SABC Education and because we it seemed important not to adopt a reductionist approach in compiling this report, given the wealth of information we have gathered.

The final contribution of this research report is to outline a short, but intensive, implementation planning exercise, in which these ideas are focused further, partnerships established with appropriate players, and an intervention (or possibly more than one intervention) planned and implemented. A proposed process for achieving this is articulated below.

BROAD DEVELOPMENTAL OBJECTIVES

The objective of the planning process described below will be to lead to the implementation of at least one educational broadcasting intervention in the fields of adult and youth education as described in this document (in which SABC Education supports a broader, structured educational intervention). The intention will be to narrow down the possible options – based on brief, but intensive consultation with a small reference group – and then to establish clear channels of communication with potential partners for the identified interventions. Having achieved this, the process will lead to the construction of detailed implementation plans, which will include signed memoranda of agreement with each partner.

Project Outputs

In seeking to achieve the above, we have identified various outputs. Each is described briefly below.

1. Finalized Choice of One or Two Identified Interventions
The purpose of achieving this output would be to narrow down the choices provided in this document through a brief, but intensive, process of consultation with an appropriately constructed reference group. Given the information provided in this document, which could be circulated to the reference group quite shortly, we believe that this consultation could be completed during a one-day workshop exercise. We recommend that SABC Education uses a similar invitation list to the one constructed for the research workshop run during this exercise. In narrowing choices, the intention would not be to exclude other options, but rather to set priorities for immediate action. Criteria that could be used during this process to make a final choice would include, but not be limited to:

• Size of potential target audience (taking into account reach of television and of other strategies which will form part of the intervention);

• Estimated social and economic impact;

• Existing organizational activities outside of the SABC on which to build;

• SABC Education budgetary constraints (modified by understanding of other potential income-generating possibilities);

• Airtime constraints/possibilities.
  We think it is appropriate, given existing financial and human resource constraints, to narrow down the choice to a single proposed intervention, but the SABC may wish to keep two options open, either for simultaneous or staggered implementation. In any event, the choice should be narrowed down to no more than two options. It may also be advisable to choose a second option as a back-up to the first, in case the first proves to be impossibly difficult to implement.

2. Establishment of Channels of Communication with Potential Partners
We have stressed throughout this report that the interventions proposed will simply not be possible without setting up various partnerships. The process of setting up partnerships should follow a two-phase approach, as part of which this output would signal completion of the first phase. The intention here would be to use the information provided in this report – supplemented as appropriate – to compile a list of possible partners and enter into discussion with them about the possibility of establishing formal partnerships to initiate specific interventions. This would be a proactive process on the part of the SABC, and would have to be conducted based on clear understanding – established before communication is opened – of potential SABC contributions and expected contributions of potential partners. By the time this process has been completed, the SABC should be left with the following:

• Full list of potential partners (omitting those who have eliminated themselves during this first round of negotiations, either because of inability or unwillingness to participate);

• Clear understanding of expected and possible contributions of all potential partners;

• Clear statements of the benefits of partnership for each partner; and

• Confirmation that partnership will involve no conflicts of interest from any potential party.

3. Implementation Plan
Having established the above, a detailed implementation plan will be compiled for one (or both) of the interventions. This plan will include the following components:

• A clear description of the purpose and rationale behind the intervention, drawn from this report;

• Descriptions of appropriate educational experiences on which the intervention can draw (building on work in this report and focused additional research);

• A detailed outline of the teaching and learning models on which the intervention will be based;

• Implementation strategy, including:

– Outputs;
– Activities (including phased implementation strategies where appropriate);
– Implementation timeline, with detailed activities and milestones;
– Outline of human, physical, and financial resources required to start and maintain the intervention;
– Detailed costing of the training intervention, with a particular focus on technology-related costs; and
– Preliminary business models for ensuring the intervention’s long-term sustainability.

4. Memoranda of Agreement/Contracts
On having completed this work, it will be necessary to draw up memoranda of agreement between all involved parties. The process of drawing up the necessary legal documentation can begin quite early in the process, but the documents can only be finalized when it is clear which parties will be involved and the exact role they will play. Rather than setting up separate agreements with different parties, it is suggested that the SABC focus on establishing a common memorandum of agreement signed by all parties, outlining the specific responsibilities of each. This document would then assume the status of a formal contract.

5. Implementation plan for second intervention

6. Memoranda of Agreements/Contracts for second intervention
These outputs would be identical to outputs three and four, but would be repeated for a second intervention.

Implementation Plan

In order to achieve these outputs, a preliminary research implementation plan has been constructed. This is sketched out in the following table. It should, however, be noted that this activity schedule sketches out macro activities only. It does not go into detail about individual activities, as this would become highly repetitive and cumbersome. The micro planning details will be worked out continually by a strategic planning team.

The activities outlined below assume that plans for two interventions will be developed. Some changes – most of which would affect the budget presented – would be necessary if the intention was to pursue only one intervention. The deadlines assume a starting date of 15^th May, 1999.

 

 

Activity	Deadline
1. Finalized choice of one or two identified interventions
Establish reference group	20th May, 1999
Circulate documents to reference group members for reading	25th May, 1999
Run consultative workshop with reference group	15th June, 1999
Write up conclusions of consultative process, identifying two possible interventions	20th June, 1999
2. Establishment of channels of communication with potential partners
Using choice of interventions, compile two lists of potential partners based on existing documentation	30th June, 1999
Write letters (one for each intervention) inviting participation of potential partners, including request for formal expressions of interest (outlining possible contributions) by way of response	10th July, 1999
Remove uninterested parties from consultative process, based on responses to above	31st July, 1999
Establish e-mail/fax channels of communication with interested parties for each of two possible interventions	5th August, 1999
3. Implementation plan (developed in consultation with partners)
Determine existing airtime allocations and possibilities for using different airtime slots	31st July, 1999
Determine budgetary constraints and income-generation possibilities pertaining to all partners	31st July, 1999
Run one-day planning workshop involving all partners	15th August, 1999
Develop implementation plan and circulate to partners for feedback	15th September, 1999
Finalize implementation plan	30th September, 1999
4. Memoranda of agreement/contracts
Develop basic legal document in consultation with legal advisers	31st July, 1999
Develop draft descriptions of partner contributions, based on implementation plan	15th September, 1999
Circulate draft agreement for comment	30th September, 1999
Finalize agreement document	10th October, 1999
Coordinate signature of document by all parties	15th October, 1999
5. Implementation plan (for second intervention)
As for output 3	Deadlines dependent on SABC priorities
6. Memoranda of agreement/contracts (for second intervention)
As for output 4	Deadlines dependent on SABC priorities

BUDGETS

The following pages provide detailed budgetary information for the above proposal. A complete summary budget is provided first, following which summary budgets for each project output are provided. The project makes some distinctions between SABC management personnel and other types of staff, to enable SABC some flexibility in deciding how best to proceed with this planning exercise. It should also be noted that the budgets assume that plans for two interventions will be developed. The plans for the second intervention have, however, been contained as outputs five and six to facilitate easy removal of these from the exercise.