Abc and sbs efficiency Study
Appendix E: SBS Budget and Governance Framework
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- Executive Committees
- Corporate planning and budget process
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- Other Governance Functions
- Accountability and Reporting
Appendix E: SBS Budget and Governance FrameworkBoard and Sub CommitteesThe SBS Board of Directors consists of the Managing Director, the non-executive Chairperson and not fewer than three, nor more than seven non-executive Directors. The Board is responsible for deciding the objectives, strategies and policies to be followed by SBS in performing its functions and ensuring in the SBS performs its functions in a proper, efficient and economical manner and with the maximum benefit to the people of Australia (section 9 SBS Act). The SBS Board has established four sub-committees, an Audit and Risk Sub-committee, Codes Review Sub-committee, Community Engagement Sub-committee and the Remuneration Sub-committee. All non-executive directors are appointed following recommendations of the independent Nomination Panel, following public advertising and short-listing on the basis of merit. The assessment of the Department's specialist adviser was that the current boards are highly experienced and well-credentialed for their roles.
The Executive Committee (ExCom) has a membership of 12, which includes the Managing Director, CFO and all other Divisional directors. ExCom meets twice a month to discuss strategy as well as particular information or decision items that need to be brought to ExCom's attention and to undertake an in-depth review of overall business operational and financial performance. ExCom also convene regularly as part of the annual planning process, in particular the strategy, efficiency, business priorities and annual budget meetings, as well as the regular quarterly financial reforecast meetings. The Content Strategy Executive involves the heads of each of the Content divisions, as well as other key members of the Marketing and Content teams, including the Directors of Marketing, TV, Audio and Language Content (ALC), News and Current Affairs, and Media Sales as well as the Chief Digital Officer. The MD is invited to attend, but is not a standing member of the group. This group discuss overall content strategy and direction for each channel, review audience performance across all platforms, as well as commissioning and network programming.
The Board may review and revise a corporate plan at any time. As soon as practicable after a Board prepares or revises a corporate plan, it must be provided to the Minister. Ministers are not required to approve these plans, nor table them in Parliament. However, the plans are made publicly available. SBS revised its planning and budgeting process in 2012-13 to establish an integrated process that coordinates setting of strategic direction with identification of efficiencies, setting annual budgets and operational planning. As a result, budget decisions are closely linked to all planning processes; with regular monitoring and reporting to the SBS management and Board. Although this process is still being implemented, its design should provide an ability for the MD and Board to set strategic direction and maintain incentives to achieve efficiencies. The SBS Corporate Plan 2013-16 provides the overarching guide to the organisations strategies and goals. The annual budgeting and planning process is the end-to-end process that translates the vision and strategies of the Corporate Plan into specific actions. This is translated into a detailed annual planning calendar which is distributed across the organisation to ensure all stakeholders are aware of the timing of key events. The development of individual division and business unit plans, linked to the strategies identified in the Corporate Plan, assists each division with resource allocation decisions within their base funding levels, as well as guiding them on the preparation of business priorities for incremental funding. The Business Unit Plans cascade to individual WEDPs for Directors and their teams. Budgets are formally approved in June by the SBS Board. All SBS Divisions are required to operate within their approved budget. These budgets are reviewed by the Executive and the Board on a quarterly basis, as is the implementation of agreed efficiency initiatives and approved Business Priorities. The budget and planning process is reviewed on an annual basis. Risk ManagementThe SBS Risk Management Plan is regularly updated. It identifies and addresses the management of the major risks and opportunities facing SBS. The SBS Risk Management Plan and risk assessment processes are regularly revised. The goals behind Risk Management in SBS are: to provide an assurance that SBS has identified its highest-risk exposures and has taken steps to properly manage these to ensure that SBS's business planning processes include a focus on areas where risk management is needed to ensure the integration of the various and many risk control measures that SBS already has in place to be comprehensive and effective. The identification of risks allows for the redirection/focus of resources on high risks. The SBS Audit and Risk Committee receives regular reports on the management of the identified 'highest risks' facing SBS. AuditAudit is managed by the Audit and Risk Sub-committee of the Board, including setting the annual Internal Audit program. The audit plan is conducted by Ernst & Young on a contract basis. DelegationsDelegations are clearly described for key roles and provide certainty about authority for decision-making. All expenditure, regardless of the level of delegated authority, must be within approved budgets. Other Governance FunctionsOther elements of SBS governance framework include policies for: Fraud Control Plan based on a fraud risk assessment (conducted using the methodology outlined in the International Standard for Risk Management, AS/NZS/ISO 31000). Disaster Recovery Plan and Business Continuity Plan project (program) management policies process for verifying statutory compliance
The Annual report provides comprehensive reporting against KPIs and as well as a description of major activities carried out each year. For SBS the report includes comprehensive information on audience reach. SBS performance reporting while strong would be improved by reporting longer term trends.
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