Medeva annual report by Western Agribusiness

Board, Management and Staff Nairobi, September 2013.

contents Foreword 4 Executive Summary I. INTRODUCTION AND HISTORICAL BACKGROUND I.1. Introduction I.2. Historical background I.3. Historical Overview of Results and Best Practices 2001-2012 I.4. Lessons learned II. MEDEVA’S CORE BUSINESS Mission, Vision, Values, Philosophy, Identity, Main Programmes, Future activities II.1. Mission and Vision II.2. Values II.3. Philosophy II.4. Identity II.5. Main programmes II.5.1 Productions; past and present II.5.2 Training II.6. Future Initiatives

7 7 7 8 11 12

12 12 12 12 12 12 15 17

III. ORGANISATIONAL STRUCTURE AND INTERNAL PROCESSES 18 III.1 Organizational chart (Appendix 1) 18 III.2 Roles and Responsibilities 18 III.3 Internal Processes (dynamics) 18 III.4 The Board of MEDEVA 19

IV. THE EXTERNAL AND INTERNAL SITUATIONAL ANALYSIS 20 IV.1 External context (PESTLE) 20 IV.2 Internal context: Strengths, Challenges, Opportunities & Threats (SCOT) 22 IV.2. 1. Strengths 22 IV.2. 2. Challenges 22 IV.2. 3. Opportunities 22 IV.2. 4. Threats 22 IV.3 Risk management 23 V. IMPLEMENTATION FRAMEWORK 24 V.1. Key Result Areas (KRAs) 24 V.2. Goals, objectives, activities & results (Appendix 2: Implementation Plan) 24 VI. COMMUNICATIONS, MARKETING AND FUNDRAISING 25 VI.1. Internal and External Communications 25 VI.1.1.Objectives 25 VI.1.2.Target Audience 25 VI.1.3. Tools 26 VI.1.4. The Strategy 26 VI.1.5. Conclusion 27 VI.2. Marketing including Branding 27 VI.3. Stakeholders analysis 28 VI 3.1. External Stakeholder Analysis 28 VI 3.2. Internal Stakeholder Analysis 30

VII. FINANCIAL PLAN 32 VII.1 Financial Historical Overview (2001 – 2011) 32 VII.2 Budget 2012 33 VII.3 Financial Projections 2013, 2014, 2015 34 VII.4 Financial Gap Analysis 34 VII.5 Fundraising Strategy 35 VII 5.1. Donor support 35 VII 5.2. Commercial sponsors and income generating activities 35 VII.6 Scenarios (worse case, ideal case, average case ) 35 VIII. MONITORING, EVALUATION,

LEARNING & REPORTING (MEL&R) VIII.1 M&E on Organizational level VIII.2 M&E on quality of Productions, Training and the Media Sector in general VIII.3 Reporting VIII.4 Linking M & E to Performance Management Appendix 1: Organizational Chart MEDEVA Appendix 2: Implementation Plan

37 37 37 37 38

abbreviations and acronyms / AKDN

Aga Khan Development Network

CNN

Cable News Network

GTZ

German Technical Cooperation

IIE

Institute of International Education

IDRC

International Development Research Centre

Kriegler Report

Independent Review Commission Report. The Commission, headed by Johann Kriegler, set up to examine the disputed December 2007 Kenyan presidential elections.

M-NET

South African Subscription Funded TV channel

OSIEA

Open Society Initiative for Eastern Africa

Rosita Trust

A charity set up in memory of Poly Renton (MEDEVA Founder) and her daughter, Rosita Fenwick Wilson.

SCP

Schools Civics Programme

TI-Kenya

Transparency International Kenya Chapter

Waki Report

Commission of Inquiry Report into the 2007/8 post-election violence in Kenya. The Commission was headed by Justice Philip Waki.

foreword /

am pleased to present to you the MEDEVA Strategic Business Plan 2013-2015. This plan is our accountability statement to our partners and audiences on the strategies that we have put in place for implementation over the next three years as per our stated goals and objectives. Its development is a culmination of extensive consultations involving staff, management and the Board of Directors but the process couldn’t have been complete without invaluable input from Mechtild van den Hombergh, an independent consultant, who single-handedly facilitated the process. The plan is aligned to Kenya’s new Constitution that guarantees freedom of the media and access to information under the Bill of Rights. The strategies contained in this document are therefore expected to promote a free flow of information and ideas through our programmes and activities.

Mûmbi Kaigwa, Chairman, Board of Directors Media Development in Africa (MEDEVA)

I am glad to report that implementation of MEDEVA’s first strategic plan covering the period 2006-2009 was largely successful. I wish to commend management and staff for their splendid performance. During the first plan period, MEDEVA was strengthened through new programmes that played a critical role in ensuring that Kenyans and Ugandans had the opportunity to tell their stories, acquire knowledge and actively participate in society’s welfare and development. The television and radio productions which we designed and transmitted during this period created a good basis and new opportunities for people to learn, communicate and act as informed citizens. The period between 2009 and 2012 was a difficult one with resource mobilization challenges and the loss of Polly Renton, MEDEVA’s founder and inaugural CEO, but we worked hard to register successes in training and programme production. All this despite working without a strategic plan. Experiences during this period informed the process of developing the MEDEVA Strategic Business Plan 2013-

2015 whose implementation focuses on two key themes: media productions and training. The development of this plan has come at a time when the public has become more knowledgeable about and keen on media’s activities than ever before. The public is also keen to see more local media content that not only relates to their immediate environment but also enables them confront their daily challenges. MEDEVA has to work harder to provide spaces for creative expression and to ensure that all people - especially the poor and marginalized – have both the means and the rights to participate in media programmes in the public interest. The goal of the strategies and activities identified in this plan is to enable MEDEVA be part of a vibrant media that engages and informs citizens in the region on critical issues. It is my hope that the strategic objectives and activities highlighted in this plan will deepen MEDEVA’s work and help to expand the media’s role in building a stronger and freer Africa. I encourage all to internalize this plan and feel free to get in touch with us with a view to designing new ways through which media can better engage and inform all citizens. I therefore have no doubt that successful implementation of this plan will improve the quality of MEDEVA’s media productions and training programmes.

executive summary /

he MEDEVA Strategic Business Plan 2013-2015 provides a road map for fulfilling our mission of becoming the market leader in media productions and training to influence change in East Africa. Besides defining our strategy and direction in the next three years, the plan also highlights how resource mobilization to pursue this strategy will be undertaken. It builds on and provides a solid framework for us to train local journalists with a view to improving the quality of media content that promotes public accountability and access to information. This plan therefore provides a sound basis for repositioning MEDEVA within the local media arena as a leading independent producer. A participatory, consultative and all-inclusive process was adopted in developing this plan. Consultative meetings were held with the Management, staff and the MEDEVA Board of Directors. The Plan provides a summary of achievements, challenges and lessons learnt in the last decade. This being the second planning cycle, challenges, constraints and lessons learnt in the first cycle were analyzed within the prevailing internal and external contexts. This analysis informed the process of developing strategic issues, goals, objectives, strategies and activities to be pursued by Medeva over the next three years. The extent to which Political, Economical, Social, Technological, Legal and Environmental issues affect and/ or are affected by our activities was critically analyzed. A situation analysis was carried out that identified MEDEVA’s strengths, weaknesses, opportunities and threats viz-a-viz the various stakeholder interests. Having considered the new realities, emerging challenges and the experience in implementing the MEDEVA Strategic Plan 2006-2009 and the organizational challenges and experiences of operating without a strategic plan between 2009 and 2012, we revised our vision and mission statements. Our vision is to develop a thriving, positive media industry that

impacts people for a better Africa and our mission is to become the market leader in media productions and training that influence change in East Africa through media. We also identified our core values to be:

Integrity Excellence Passion Nurturing talent

all Heads of Departments. The MEDEVA Board will provide overall leadership in the strategic plan implementation process. This framework will help track progress in implementation of planned activities. Quarterly and annual performance monitoring and evaluation reports will be generated detailing milestones in implementation of activities. This will include challenges, lessons learnt and the way forward.

In order to adequately bring shape to our new vision and mission, MEDEVA has identified five Key Result Areas (KRAs) as cardinal planks to inform the implementation framework of this document. They include:

Financial sustainability Organisational strengthening Programming Training Communication, marketing, fundraising and publicity

Success of this Plan is dependent on the availability and presence of adequate human and financial resources in MEDEVA to guarantee sustained implementation of planned activities. Human, financial and infrastructural resource needs have been identified in the implementation matrix and strategic goals, themes and strategies aligned to available resources for the next three years. Measures will be put in place to ensure efficient and effective utilization of available resources. To ensure successful implementation of this Strategic Plan, a Monitoring and Evaluation (M&E) Committee will be established to support, coordinate and oversee the implementation of the Plan. A standing M&E Committee responsible for coordinating, monitoring, evaluating and reporting on the organization’s programmes and activities as outlined in this Plan will be established. The Committee shall comprise the CEO, Marketing and Fundraising personnel and

Jason Nyantino Chief Executive Officer Media Development in Africa (MEDEVA)

introduction and historical background I.1. Introduction Media Development in Africa (MEDEVA) is a registered Kenyan media Non-Governmental Organisation founded in 2001 for the purpose of offering free training to young people in modern aspects of television and radio production who would in turn produce high-quality, popular television and radio programmes for positive change in East Africa. MEDEVA is now an established name in independent media productions in the East African region with over 300 hours on air in Kenya, Uganda and Tanzania. MEDEVA’s productions have also since been broadcast in various African countries via MNET pay TV platform. The organisation has professional staff, including researchers, multi-skilled television and radio producers, directors, camerapersons, video and sound editors who have produced high impact media productions for the East African market. MEDEVA boasts a wide range of programme-making skills and modern technical capacity to produce quality media products for the East African consumer. These skills include: High impact studio-based socio-economic and political talk shows with live audiences. Multi-format television and radio programmes on key socio-economic and political issues. Short topical news features and television interviews. Television and radio investigative documentaries designed to trigger social change. Television and radio dramas on a cross-section of public interest issues such as elections. Radio and television infomercial production and Feature films on development issues. MEDEVA produces television and radio programmes

targeting specific audiences. For example, The Woman Show is about issues that interest women in particular; Agenda Kenya targets a general audience but with political interests; Tazama! targets a general audience; Be the Judge is a courtroom drama that teaches viewers about legal issues; and the School Civics Programme comprises short films on integrity for high school students. Since MEDEVA does not have the capacity to air its own programmes, MEDEVA values broadcasters as key stakeholders in its television and radio productions. The donor community forms an integral part of MEDEVA’s stakeholders as they provide finance for MEDEVA’s production activities. MEDEVA board of directors provide technical and strategic direction for the sustainability of MEDEVA as an institution to remain relevant in the media sector.

I.2. Historical background MEDEVA owes her inception to the late British filmmaker, Polly Renton, who arrived in Kenya in 2001 to make documentaries for the BBC Channel 4. She was frustrated by what she saw on Kenyan television – soap operas, re-runs of old sitcoms, chat shows and generally poor local news programming. She felt that Kenyans deserved better, and asked the Ford Foundation to fund a one-off television journalism training project. Her determination to see more local content in the Kenyan electronic media scene was manifested in her belief that Kenyans deserved local programming about their own lives and experiences. Ms Renton decided to spend a year training a group of young Kenyans on how to become ethical television reporters, producers, editors, sound and camerapersons, and also help them make a series of ‘factual magazine shows’ about Kenya for Kenyan viewers. The Ford

Foundation agreed to fund this initiative and with the help of Vivid Features, a local production company, fifteen young people were trained in television programme-making right in her own rented cottage. This led to the birth of MEDEVA in 2001. Since then, over 300 young people in Kenya, Uganda and Rwanda have been trained for free in modern aspects of television and radio production. Many of these graduates are generating innovative and popular media programmes in several African countries.

I.3. Historical Overview of Results and Best Practices 2001-2012 The following are key milestones in MEDEVA’s history: 2001-2005 MEDEVA produced a ground-breaking factual documentary series-Tazama! and Kenya’s first ever audience-based political talk show, Agenda Kenya. The two productions were received extremely well by the Kenyan viewers and listeners. Tazama! was rated second in viewers numbers after news. Conducted several training programmes in television and radio production and some of the trainees who excelled were hired by MEDEVA to be part of Tazama! and Agenda Kenya production teams. MEDEVA journalist, Angelo Kinyua, scooped the coveted CNN Africa Journalist of the Year Award in 2005 for his story on cancer under the Tazama! Series. He was the first Kenyan to win this award since its inauguration in 1995. MEDEVA won the trust of other donors besides Ford Foundation. This period saw the entry of GTZ, IDRC, Transparency International Kenya Chapter and International Institute of Education (IIE) into MEDEVA’s donor bracket. Three of Medeva’s key staff namely Carole GikandiOmondi (Senior TV Editor), Kathleen Openda-Mvati (Series Producer, Agenda Kenya) and Faith Koli (Production Manager) took part in overseas training opportunities in the United Kingdom. 2006 MEDEVA developed her first ever Strategic Plan for 2007-2009. Produced the third series of Tazama! with more stories on local socio-economic and political issues going out on air. Developed and structured guidelines for the Finance Department to ensure compliance with policies, regulations and agreement provisions. Successfully conducted the 4th annual training

programme in television and radio production. 2007 In tune with MEDEVA’s value of nurturing talent, a former MEDEVA trainee became the host of Agenda Kenya. Successfully conducted the annual training programme in television and radio production. New donors came on board to support MEDEVA’s programmes namely Open Society Initiative for Eastern Africa (OSIEA) and Coalition for Political Financing (CAPF). This made it possible to successfully produce two seasons of Agenda Kenya (26 episodes) Esther Mbondo’s Tazama! story about abandoned children in Kenyatta National Hospital, Nairobi, won Best News Story BBC Africa Radio Awards in 2007. In-house training by experienced television producers from the United Kingdom on generation and development of programme ideas. Two of these ideas became big hits in the Kenyan media scene namely The Woman’s Show and Be the Judge. MEDEVA’s founder CEO, Polly Renton, resigns as CEO but remains a member of the MEDEVA board. Catherine Bond takes over. 2008 Successfully produced and transmitted 26 episodes of her first television programme exclusively for women, The Woman’s Show, with a new donor, The Royal Danish Embassy, coming on board to support some of the episodes. Expanded activities to Uganda with a training programme and inaugural series of Agenda Uganda, the country’s first ever audience-based political television show. Produced Sauti Tano (Five Voices) radio show on the 2007/8 post-election violence. Produced four special editions of Agenda Kenya on key post election violence reports: The Waki and Kreigler Reports. Staff growth was experienced with some junior producers and directors given senior roles as producers

managing productions independently. MEDEVA experienced general poor strategic direction from the management making it to perform poorly on fundraising and donor relations. 2009 MEDEVA experience a financial crunch due to diminishing donor funds. MEDEVA produced her first ever television drama comprising seven short films dubbed School Civics Project under a new donor: The Aga Khan Development Network (AKDN). The annual MEDEVA training programme that had been absent for two years was re-introduced with some of the successful trainees working on two seasons of Agenda Kenya. The programme won the award for Best TV Talk Show in Kenya during the Kalasha TV and Film Awards. A former MEDEVA trainee takes over as CEO. MEDEVA’s programmes such as Agenda Kenya, Agenda Uganda and The Woman’s Show broadcast

on MNET, now reaching a continental audience. MEDEVA launches a highly successful new series in Uganda dubbed Uganda Speaks. 2010 Successfully conducted the annual training programme in television and radio production. Launched the first ever locally produced legal TV drama in the country; Be the Judge. For the first time, MEDEVA successfully produced three programmes within one year namely Be The Judge, Uganda Speaks and My Constitution. With the launch of My Constitution, it became MEDEVA’s first production targeting the deaf community in Kenya. With a grant from Open Society Media Network, MEDEVA acquired new production equipment to modernise her TV and Radio Edit Suites. Staff introduced a staff savings and welfare programme to cater for their welfare and development needs. 2011 Successfully conducted the annual training programme in television and radio production. MEDEVA partnered with Made in Kenya TV (MIATV) production house and produced the first-ever mobile TV show, Matatu. MIATV were the format owners. MEDEVA experienced another financial crunch occasioned by diminishing donor funding. MEDEVA conducted her second training programme in Uganda dubbed ‘Empowering Uganda’s 21st Century Journalist’ with 15 broadcast journalists benefitting.

The journalists went on to produce three short features on national cohesion. This year saw several members of staff resigning for greener pastures. CEO attends Rosita Trust’s inaugural fundraiser in London, secures new funding for MEDEVA’s staff salaries – the first such grant in MEDEVA’s history. 2012 Successful production and transmission of Agenda Kenya enters Season 5! MEDEVA developed their first radio drama series, Hafla on election issues. MEDEVA partnered with the GoDown Arts Centre to produce The Space, a brand new youth TV show on governance issues. Successfully conducted the annual training programme with a colourful and elaborate graduation ceremony. The Staff Development Programme kicks off with the Head of Radio attending a 3-week media training in Cardiff, U.K. Improved and comprehensive medical scheme for the staff was introduced. Production of MEDEVA’s first e-newsletter, MEDEVA Eye to capture the organization’s key highlights kicks off. Process to formulate a 3-year strategic plan for 2012 – 2015 kicked off.

I.4. Lessons learned Donor funding: MEDEVA has experienced major financial challenges occasioned by limited donors funds; her main source of income. This happened at the beginning of 2009 and 2011 and it is notable that the years marked the second phases of grants from her key donors namely The Ford Foundation and Open Society Initiative for Eastern Africa (OSIEA). This has always been a concern even during implementation of the first Strategic Plan. However, it was not possible to be self sufficient without a track record and experience, both which MEDEVA now has. MEDEVA

recognises the need to diversify her funding sources, a key essential to her long-term viability. The management acknowledges that fact that the organization can no longer rely on a handful of donors and to mitigate against this threat, more programmes, of greater variety, must be mooted to enable MEDEVA to appeal to a wider range of donors and commercial sponsors and thereby enjoy more stable and long term funding streams. These programmes will not just comprise the production of donor-funded TV and Radio series but also explore opportunities in commercial film production – advertorials for NGOs, commercials etc – while at the same time staying true to MEDEVA’s core business. MEDEVA Brand Visibility: MEDEVA operates in an increasingly crowded field of independent producers in the region. It is therefore incumbent upon her to be ahead of the pack in terms of quality productions and training complete with fruitful creative partnerships with broadcasters. MEDEVA therefore needs to mount aggressive multi-media (traditional media and new media) efforts to publicise its presence in the local media industry and play a bigger and more public part in the push for a thriving and cohesive media industry in East Africa. Fruitful partnerships with the community, local CSOs and CBOs will be instrumental in building her audiences and cultivating a positive image in society. Managing Co-productions: In a bid to ward off competition and seize opportunities that the local media market offers, MEDEVA has in the last 2 years entered into co-production arrangements to produce new television programmes. Despite this avenue being critical in growing the MEDEVA brand, it has been realized that quality is compromised because MEDEVA does not enjoy sole editorial discretion in such arrangements. This has somehow dealt a body blow to MEDEVA’s stature in the local media industry where it is associated with quality groundbreaking programmes. In the future therefore, MEDEVA will set clear parameters for partnerships to protect this distinction so that her image does not fall into disrepute.

medeva’s core business II.1. Mission and Vision Mission: To become the market leader in media productions and training that influence change in East Africa through media. Vision: To develop a thriving, positive media industry that impacts people for a better Africa.

II.2. Core Values

Integrity Excellence Passion Nurturing talent

II.3 Philosophy MEDEVA’s organizational practice is guided by three key principles: high production values, solid research and editorial excellence. Adhering to these production principles has made MEDEVA’s products distinct in the media market. In addition, it is these principles that have made MEDEVA a household name among television and radio audiences across East Africa. MEDEVA aspires to continue upholding these principles in her programmes and other organizational undertakings to promote social change.

II.4 Identity MEDEVA is known for its quality media productions and the annual training programme that empowers young people with skills in ethical journalism. In the coming years, MEDEVA will continue to execute this dual mandate to boost the MEDEVA brand in the local media industry

by promoting self-sustainable local programming and enhancing and extending the training programme to benefit the best untapped talent in the region.

II.5 Main Programmes II.5.1 Productions; past and present Over the last decade, MEDEVA has had 12 productions. Below are synopses of each of these productions. Tazama!: MEDAVA’s inaugural programme, Tazama! is an entertaining and educational half hour TV magazine show with over 200 stories on social, cultural and political issues that topped audiences of 4.5 million viewers every week. Tazama! has travelled to the farthest regions of the

country going such as West Pokot, Marsabit and Lamu bringing to life the cultures, diversities, challenges and strengths of Kenyans in a vivid, personal and captivating form. The programme opened up audiences to the beauty of our country and proved that Kenyans can tell their stories in an interesting and entertaining way. This programme is a compilation of four to five short documentaries per episode and linked by an anchor. Each story within the episode is presented by the director in charge of the story thereby giving all people who worked on the programme a chance to develop their presentation skills. The series has anchor locations whereby stories are linked from one specific location by the anchor and viewers get to learn a bit about the place as the programme progresses.

Angelo Kinyua, one of the directors, bagged the CNN Africa Journalist of the Year Award in 2005 for a story on a young cancer patient’s last days.

Mbondo about abandoned children in Kenyatta National Hospital, Nairobi, won Best News Story BBC Africa Radio Awards in 2007.

Tazama! Radio: Tazama Radio! is a 15-minute radio documentary programme that has run for four Seasons. Initially, it started off as a spin-off of Tazama! television programme whereby the television documentaries were customized for radio. However, with time and accumulated experience in radio production, Tazama! Radio started to

Agenda Kenya: Agenda Kenya is a popular, respected and award-winning talk-show that airs weekly on Kenyan TV and Radio for seasons of three months at a time. Designed to give Kenyans a popular and open platform to push for public accountability from their leaders on issues touching on the management of public affairs, the programme has now aired four complete seasons since its inception in 2005. Modelled on BBC’s popular Question Time, Agenda Kenya is Kenya’s first-ever, audience-based political talk show. Recorded as-live hours before transmission for utmost topicality, four to five panellists field unscripted questions from a studio audience of about 100 people drawn from all over Kenya, for 45 minutes of dynamic political debate. The programme was voted by Kenyans as ‘The Best Kenyan TV Talk Show’ during the 2009 Kalasha TV and Film Awards.

produce and air radio documentaries exclusively made for radio. The feel of this programme is fast-paced depicted in the way the stories are presented and in the way the anchors speak. The intention of this is to break the perception that listening to radio, especially a documentary, is a dull exercise. Tazama! Radio has a fresh youthful feel and has helped in changing the way radio documentaries are packaged in Kenya. One of the stories done by Esther

Sauti Tano: Sauti Tano (Five Voices) is a two-part Swahili radio documentary (each part half an hour long) with stories of five people who were directly affected by the post election violence that rocked Kenya in 2007/2008. The five characters in the documentary give their first hand, blow by blow account of what happened immediately after the presidential election results were announced with an anchor who links these five voices. The documentary was aptly titled Sauti Tano as it represented five different situations which victims of the post election violence found themselves in. The Woman’s Show: The Woman’s Show is about what women do best. It’s about talking, but it’s also about listening without judgment; it looks at different aspects of different women’s lives and lends a sympathetic ear to what they

have to say. It enables the Kenyan woman to define herself amidst the stereotypes and limitations imposed upon her by society. In this show, women represent themselves by opening up their hearts. The 45-minute studio-based talk show consists of features and discussions. Moderated by a presenter, the discussions involve invited guests most of whom have either had a personal experience of the issue being discussed or have expert knowledge and a studio audience drawn from across the country. The programme which uses a mix of English and Swahili is divided into three parts of roughly 15 minutes each with two part breaks. Agenda Uganda: This is Agenda Kenya’s sister programme specifically designed for Uganda’s audience. The show is tailored to give Ugandans a popular and open platform to engage their leaders on issues touching on the management of public affairs. Recorded as-live, three to four panellists field unscripted questions from a studio audience of about 100 people drawn from all over Uganda for 45 minutes of lively debate. Only one topic is focused on per each show for clarity and depth. School Civics Project (SCP): SCP comprises seven short films produced by MEDEVA for Tiri: an independent NGO that works with governments, business and civil society to find practical solutions to making integrity work. The films, which used sports (volleyball and football) as a vehicle, were used in East African high schools to provide teenagers with knowledge about democracy, good governance, transparency and accountability. The project aimed to cultivate among teenagers values of democracy and develop an ethical framework for understanding good governance and the necessity of combating corruption whenever and wherever it happens. The themes were Access to Information; Conflict of Interest; Democracy and Gender; Democratic Elections; Ethnic Diversity and Discrimination; Governance, Transparency and Accountability; and Judiciary and Neutrality. Be the Judge: This is a 45-minute educative and entertaining reality TV legal show that aims at creating

awareness on the laws of Kenya, as well as due process of the law. It does this through a combination of drama and reality TV to explore Kenyan laws and demystify the courts. In this programme, real cases are fictionalized and dramatized and then a citizen’s jury is challenged to come up with a verdict which is compared to the real court’s verdict. The pay off at the end is that viewers get to learn about the law in an entertaining and informative way thus empowering them on how the court process works. My Constitution: My Constitution is a compilation of six short films aimed at providing civic education on specific elements of Kenya’s new constitution. The unique thing about these films is that they were all done in Kenya Sign Language (now an official language) for the deaf in Kenya. The films explore some of the critical provisions in the new constitution for the benefit of the deaf community who have largely been left out of the civic education processes in Kenya. This is a pioneering initiative to be ever produced in Kenya where deaf people not only act but also have a TV product fully designed for them. Uganda Speaks: This is a weekly current affairs TV show with a unique opportunity for all Ugandans to seek accountability from their leaders on a wide cross section of governance and public interest issues. Each week, Ugandans send in questions and issues that they would like to see addressed by a panel of four guests while others get a chance to be part of the debate via video link discussions. The guests comprise a representative panel that takes into account political, social, religious and economic sensitivities. The show also has a segment dubbed Speech Box which gives Ugandans from across the country an opportunity to freely articulate issues affecting their lives. Each week, the Speech Box travels to different parts of Uganda where it finds eager residents awaiting its arrival. The Space: The Space is a youth TV show that targets strategic use of arts as a critical voice in issues affecting the lives of Kenyans. The audience-based interactive show provides a unique platform to artists as well as the Kenyan

youth upon which they freely participate in issues of good governance through deliberate artistic performances as well as open conversation with a view to encouraging them lead productive lives and contribute positively to national development.

not only maintaining this training programme, but also expanding it to benefit far flung rural youth to enable them participate in national development. Pursuant to these goals, the following strategies will be put in place to make this training programme more inclusive and results-focused.

Hafla: Hafla, Swahili for ‘The Event,’ is a ten-minute Swahili radio drama whose focus is civic and voter education, and generally issues surrounding the management of elections in Kenya. The drama is designed to further the goals of transparency, integrity and honesty in public governance as Kenya prepares to take part in the first General Election under the new constitution.

Enhancing diversity of the training programme: Over the last ten years, our training has become increasingly popular among the young and old people alike. MEDEVA is constantly inundated with enquiries of people, some of

II.5.2 Training MEDEVA decade-old annual training programme remains her notable flagship in the East African scene having trained, for free, more than 300 young people in modern aspects of television and radio production. Whilst training with us, many of these young people have achieved high professional levels in editorial and technical aspects of public interest programme making, with some winning a variety of reputable national and international awards. Indeed, most of them have gone on to pursue successful careers as producers, presenters, reporters and technical crew in the local media industry particularly in Kenya, Uganda and Rwanda (when needed we can easily qualify and quantify this statement). MEDEVA believes in the power of media and communication to help transform society but this cannot happen in an environment devoid of requisite media skills for our young people. This is why this training programme remains a critical avenue for MEDEVA to continue producing a new generation of ethical journalists who use their stories to transform lives in Africa with a view to promoting social development. It is in this light that MEDEVA is keen on

them outside our targeted age bracket of 18 to 30 years, who want to join the programme. MEDEVA will develop different training programmes which should offer full and partial scholarships. The trainees on scholarship will be retained to work for MEDEVA for a period of 6 months before they are released to go and get employed somewhere else. In addition, MEDEVA will charge for the training to generate income but these trainees will not be employed

by MEDEVA. This will mitigate against MEDEVA losing talented personnel to other media houses after investing heavily in increasing their capacities. In addition, MEDEVA will begin offering tailor-made media and communication trainings for corporate bodies and other interested groups. Staff training and development programme: MEDEVA conducts the training programme for two main reasons: to supply the local media scene with empowered young people with modern skills to change the face of local programming who would not have afforded the high cost of media training; and most important, to train and retain the best skills to be part of MEDEVA’s success story in generation of quality media productions. This latter reason demands that the organization must formulate and implement strategies on how to enhance staff competencies for those trainees employed at MEDEVA. They should be continually challenged with not only new programme formats, but also increased responsibility and greater exposure to best practices. This will be achieved best through an innovative staff training and development programme to help hone staff skills and accord them international exposure in modern media programme trends and new techniques of production. Developing and retaining a team of people with the right competencies will remain critical to MEDEVA’s long-term success. Identifying training needs and providing relevant capacity building opportunities to employees are necessary if programme excellence is to be maintained. This training programme will therefore involve sourcing opportunities in established media houses and media training institutions outside Kenya for the MEDEVA staff to shadow other media professionals and practically learn the ropes of programme making using cutting edge technology. The programme will also introduce special internal training sessions on specific areas such as documentary making, television and radio presentation, content development, among others. It is hoped that this programme will bolster MEDEVA’s staff retention capacity while improving the quality of her programmes. Training facilities: For MEDEVA to continuously upgrade

skills of her staff and trainees through the training programmes cited above, she will need more modern facilities to match the market demands. Efforts will be put in place to acquire more filming and sound equipment, and to regularly service and update the organization’s edit suites and the digital audio recording studio. Affiliation to a recognized media training institution: For a long time, MEDEVA has had intentions of applying for accreditation from the government of Kenya to offer journalism courses. The motivation behind this thinking was the demand that our training programme has generated over time. The Commission for Higher Education (CHE) estimates that 6,000 students graduate annually. Only third of these get a chance to get first-hands production skills and experiences as attachés in main stream media. MEDEVA therefore becomes the most appropriate place for these graduates to further horn their media production skills. Granted is the fact that there is a felt need for media training opportunities in the region in general and Kenya in particular. But due to the stringent requirements for accreditation such as training space, hired trainers, training curriculum and manuals, etc. MEDEVA may in the future opt to affiliate herself to a renowned and recognized media training institution. This is hoped to stabilise MEDEVA as a training ground before it applies for accreditation as an official training institute with options of running commercial training courses.

II.6. Future Initiatives Digital Broadcasting: This year, Kenya will migrate its four million analogue TV viewers to the digital platform. The switch over is the culmination of a journey that started in 2006, during the World Radio Conference in which all countries of the world agreed to adopt digital TV broadcasting by 2015. Subsequently, the Ministry of Information, Communications and Technology set up the Digital Television Committee (DTC) to spearhead the implementation and to advise the Government on the migration process. The DTC is made up of representatives

from the Ministry of Information, Communications and Technology, Kenya Broadcasting Corporation, private broadcasters, National Communications Secretariat and the ICT sector regulator - the Communications Commission of Kenya. As the country prepares for this landmark migration, therein lie massive opportunities for MEDEVA. In the next three years, MEDEVA will strive to tap the benefits of the advent of the digital television and radio by coming up with innovative products specifically adapted for digital broadcasting for global audiences. Our productions will be packaged and uploaded regularly on different digital platforms to reach a wider global audience. While this is expected to usher in new partnership opportunities for MEDEVA, the impact of the content that we will create will also be bigger. Creative utilisation of social media: In the past, MEDEVA has not made use of the social media (Facebook, Twitter, etc) platforms to market herself despite the fact that there are a lot positive and groundbreaking things coming out of the organization. With stiff competition in the local media landscape occasioned by a systematic proliferation of independent producers, MEDEVA has no choice but to institute an aggressive and sustained social media marketing to tell the world what her activities and programmes are by having short clips of MEDEVA’s programmes online and creating hype around them to elicit discussions and debates on the issues emanating from them. Decentralizing the training programme: It is a fact that majority of the MEDEVA trainees are from urban centres mainly Nairobi. This is not good in a country whose almost 70 per cent of the population lives in rural areas and for this reason, MEDEVA needs to have plans in place to spread out the trainings to other areas other than Nairobi. With the advent of the new constitutional dispensation in Kenya with the county being the unit of devolution, time has come for MEDEVA to climb down to the county level and offer media trainings that will meet the needs and requirements of the rural folks with a view to them gaining capacity to take action to improve their lives.

organisational structure and internal processes MEDEVA is a value-based, principle-centred organization that endeavours to create an environment of unity, encouragement and mutual respect for all who work with us in our mission. The organization believes that Human Resource Management involves creating a desirable and meaningful workplace that supports, develops and encourages individuals to contribute their talents with passion and commitment.

III.1. Organizational chart See Appendix 1.

III.2. Roles and Responsibilities The success of MEDEVA’s work ultimately relies on the quality of talent and leadership of our staff and their commitment to MEDEVA’s mission and purpose. There is no substitute for an individual both skilled for the position, and committed to what the organization does. A strong level of understanding and passion for MEDEVA’s core mission and purpose is of primary importance at all recruitment stages to ensure a positive fit and employee satisfaction. MEDEVA is also committed to capacity building for our young people to ensure continued growth and support for the local media industry where we work. This is why over 90 per cent of the staff are all former trainees of the annual MEDEVA training programme - a core source of staff for the organization. Building a workplace where the right people with the right skills are doing the right job remains a high priority for MEDEVA. MEDEVA is led by the Chief Executive Officer whose key role is to provide overall leadership and day to day management to position the organization at the forefront of the local media industry. The CEO reports to the Board of

Directors whose role is discussed below. To help the CEO deliver on his mandate is the Management Committee comprising of the CEO, the Finance and Administration Manager and the Programmes Manager. The Management Committee is charged with the responsibility of reviewing existing administrative procedures; systems and processes and recommend improvements thereon. Detailed job descriptions with details of roles and responsibilities for all members of staff have been finalized. Also see Appendix 02 for MEDEVA’s Implementation Plan.

III.3 Internal Processes (dynamics) MEDEVA has operated without a formal human resource policy document. Although it has tried to apply fair and peoplecentric HR practices, a Human Resource Policy Manual is necessary to clearly spell out the policies and guidelines to form the basis for an ethical and effective human resource practices. It is important that this manual be considered as a starting point for MEDEVA staff and to routinely help them operate in compliance with the organization’s mission statement and operating principles upon which this document will be based. The HR policies and procedures will be designed to support MEDEVA personnel to aspire to their best. Practices will be implemented that engage the employees’ intellect, creativity, and passion, and promote a sense of personal commitment to the MEDEVA mission and operating principles.

III.4. The Board of MEDEVA The board is the organization’s supreme organ whose key responsibility is to offer strategic advice and direction on MEDEVA’s activities and programmes. Currently, there are four board members who harbour diverse professional

and career backgrounds. The specific roles and responsibilities for MEDEVA board members is as follows: Demonstrate commitment to MEDEVA’s stated vision and mission. Offer strategic advice and direction to MEDEVA’s activities. Assist MEDEVA in all ways possible to expand her donors/partners list alongside the programmes range. Receive and approve board meeting minutes, donor reports (non-financial), and and as the case may be, financial statements. Approve bank accounts and signatures for all MEDEVA accounts. Approve and recommend to donors and partners proposals and their budgets. Approve all internal organizational policies such as the Finance Policy, Human Resource Policy, etc Approve and stipulate conditions of employment and termination of senior staff (CEO, Programmes Manager, Finance and Administration Manager) and their terms. Approve the purchase of major items i.e. office equipment, vehicles, major office repairs/renovations, etc. Approve international travel of MEDEVA staff particularly out of the East African region. Review and approve management’s response to audit reports.

the external and internal situational analysis The basic thrust of this section is to seek to answer the question where are we in order to determine cutting edge developments and trends in the media programming. This section also probes further the adequacy of directional policies and strategies for deepening media productions and also considers emerging opportunities and threats. Therefore, analysis of the political, economical, social-cultural, technological, legal and environment (PESTLE) as well as Strengths, Weaknesses, Opportunities and Threats (SWOT) forms the basis of developing strategic goals, themes and strategies.

IV.1. External analysis (PESTLE) The extent to which Political, Economical, Social, Technological, Legal and Environmental issues affect and/ or are affected by MEDEVA’s activities and operations in media programming are presented in Table 1.

Table 1: PESTLE Analysis Category

Issues

Effects

Political

• Elections across East Africa. • Regular change of governments and their relationship to the media • Election related violence in East Africa • Media policies and regulations e.g. 40 % local content rule and the Media Act (2007) • Censorship • Bilateral agreements between countries • Political stability • Media ownership

• Unpredictable relations with the media • Donors prefer to fund programmes that tend to heal • Hostile operating environment • Interference with media productions • Support may not be forthcoming

Economic

• • • • •

• Less or no money from donors/sponsors • Less/fewer productions • Cheaper acquisition of production equipment • Difficult to attract sponsors • Reduced audience reach • Difficult to generate more income

Social

• Understanding culture and demographics • Ethical challenges in our practice • Booming online social networks. • MEDEVA’s relationship with other production companies. • Use of new media visa-vis the traditional media. • Citizen journalism visa vis what conventional media house productions.

Technological advancement

• Handling e-productions • Complexity in dealing with e-productions • Incompatibility with technological advancements • Continuous need for pro-activity in production strategies • Rapid technological changes call for quick adaptive skills. to deal with rapid technological advancements

Legal

• New constitution • Government waivers • Media legislation prohibits journalists to cover certain issues such as homosexuality.

• Opportunity to produce public accountability programmes • Media freedom and access to information • Cheaper importation of production equipment • Limited programming

Environmental

• Physical environment • Conflict zones reporting: • Going Green?

• Limited capacity to undertake outdoor productions • No trained personnel to handle production in conflict zones • No production facilities to handle green production

Global and national recession High cost of production. Tax waivers and subsidies by government. Economic benefits yet to be felt in the media production Broadcasters’ exclusivity

• How to package our shows/programmes in order to capture the target audience • Lack of public trust in MEDEVA crew • Maximum audience reach • Easy acceptance of MEDEVA’s programmes • Production of shorter programmes to fit online audience demands

IV.2 Internal context (SCOT Analysis) The SCOT analysis presents Strengths, Weaknesses/ Challenges, Opportunities and Threats to MEDEVA. It takes into consideration PESTLE and experiences in implementing the 2012-2015 Strategic Business Plan. IV.2. 1 Strengths Resourceful partners and donors. Good relationship with all major broadcasters. Ability to produce ground breaking, award-winning and quality programmes Unique and intensive training programme in Television and Radio Production Creative, reliable and committed staff. IV.2. 2 Challenges Not recognised as a training institute. Lack of a sustainable fundraising strategy to benefit from donors and the corporate sector who are sponsors. Lack of clear internal procedures and guidelines e.g. Human Resource and Finance policies. Lack of streamlined communications strategies Market changes and the ability to keep up. Ascertaining impact of our programmes in society (M&E) Uncompetitive remuneration package so quality staff eventually leave MEDEVA for competitors Poor incentives for staff retention and there has been high staff turnover –salaries, incentives, allowances, travel allowance, over time. Over reliance on specific donors with fixed funding cycles and guidelines.

African market with the advent of pay TV channels that broadcast across Africa. To improve training programme to benefit young people outside main urban centres/cities. Creation of new programming in new genres to penetrate new market and attract new donors. Online broadcasting to the Diaspora and international audiences. IV.2. 4 Threats Some broadcasters have resorted to make programmes themselves instead of outsourcing. Political interference in some countries which affects MEDEVA’s independent programming. Drying up of donor funding High proliferation of other independent producers who do what MEDEVA does. Lack of interest from the corporate sector in what MEDEVA does. IV.3 Risk management

Table 2. Risk Management Risks

By Whom

Drying up of donor funding

• Source for three year funding • Hire marketing and fund raising personnel • Understand donor requirements

CEO/ Marketing and fundraising officer

Stiff competition from other independent producers

• Produce quality programmes • Produce unique genres

Programmes manager/CEO

Lack of interest from the corporate sector in what MEDEVA does

• Understand what sponsors like/are interested in • Build and maintain MEDEVA’s image

CEO/ Marketing and fundraising officer

Political interference

• Develop a rapport with government agencies • Understand media regulations • Understand socio-political environment

CEO/ Marketing and fundraising officer/PR

Inadequate staff

• Hire more staff • Retain staff for longer period of time

CEO/HR

IV.2. 3 Opportunities Diversification to commercial programming through commissioning. Registration to become a training institution. With digital technology, there is a chance of owning a TV and Radio station. Chance to produce trans-boundary programmes for

Mitigation Strategies

strategic starting points and implementation framework

communications, marketing and fundraising

V.1. Key Result Areas (KRAs)

This section recognises that successful implementation of the planned strategies will largely depend not only on communication but also on the available resources and their efficient utilization. In order to mobilise resources, MEDEVA shall design and put in place Communications, Marketing and Fundraising strategies in order to avail requisite resources to successfully implement this strategic plan.

1. Financial sustainability. Goal: To meet organizational current and future financial obligations Result (Impact): Organisational financial sustainability. 2. Organisational strengthening Goal: To have functional and clearly defined organisational structures and systems Result (Impact): A more efficient and effective organization with modern management practices. 3. Programming Goal: To diversify programme making capacity. Result (Impact): Relevant, competitive and ground breaking programming developed 4. Training Goal: To strengthen and expand the training programme Result (Impact): Enhanced programme making capacity 5. Communication, marketing, fund raising and publicity Goal: To be a visible brand across East Africa Result (Impact): Increased positive public awareness about MEDEVA’s programmes

V.2. Goals, objectives, activities & results Appendix 2: Implementation Plan

VI.1. Internal and External Communications Communication plays a key role in the building of a strong and effective MEDEVA organisation at all levels. It is impossible to measure the immense value of developing a thoughtful, ethical and effective dialogue with the public and all MEDEVA stakeholders and the impact this has on the success of its work. Communication is a complex area, with many facets. Without a formalized strategy it is probable that the approach would lack coordination and will be less effective. Communication is the responsibility of the entire Organisation including all staff members, regardless of level and should not be the sole responsibility of the Communications Manager. This strategy will allow the staff and Board Members to understand their role in communication. VI.1.1. Objectives The Communication Strategy is separated into two sections; External Communication and Internal Communication. The two sections allow a more focused approach on delivering effective communication to both staff, partners, Board Members and residents. Different tools will be used within each of the strategies, with different outcomes being achieved. Effective communication centres on identifying the audiences and keeping information up to date and accurate. In return, audiences need to feel they have the

tools to be able to respond and communicate to others, and generally feel that MEDEVA is an organisation that encourages feedback, and promotes involvement and change. The external Communications Strategy key objectives are to: increase staff involvement and their level of communication improve communication with our target groups specifically our audience increase and promote the positioning of MEDEVA support MEDEVA’s marketing opportunities and to Encourage new business VI.1.2. Target Audiences

The following target audiences have been identified; Internal:

Staff, Board, External:

Donors, Sponsors/Private sector, Government, Public, Broadcasters, Independent producers VI.1.3. Tools

There are a number of ways that MEDEVA can communicate to its audiences, including:

Internal Memo Intranet and Extranet Website Emails Telephone Marketing tools Advertising

Newsletters Bulletins Media Meetings DVD and online audio-visual methods

VI.1.4. The Strategy In order for MEDEVA to deliver its Communication Strategy a number of key objectives have been outlined. i) Increase staff involvement and communication Staff involvement is key to the core aims and objectives of MEDEVA and in order for this to be achieved, effective twoway communication between MEDEVA and our audiences is essential. The following platforms will be instrumental in achieving these objectives. MEDEVA Newsletter (MEDEVA Eye) MEDEVA newsletter is an informative newsletter sent to all stakeholders on a quarterly basis. This is a vital form of communication for MEDEVA and has helped publicise MEDEVA’s programmes and achievements. Future suggestions for articles include; “Getting to know you” an informal section where Board Members and Senior Managers are introduced “Do you know” hard facts and figures about accomplishments, targets reached value for money ideas, Youth page/fun page and prize. Website Efforts will be put in place to ensure that all aspects of the website are kept up to date and accurate including MEDEVA’s policies and procedures. The website will regularly display up to date information including achievements of MEDEVA and maintain links with other production houses, donors and corporate websites. It will be accessible and interactive. Marketing and new business New ways to generate income for MEDEVA through targeted marketing and new business opportunities will

be developed. Please see Marketing Strategy for more information. Board events Hold a series of Board events, including back to the floor exercises for Board Members to understand and gain an insight into the front line productions that are provided and how to face the media. There will be also an informal session where members of staff from a number of departments can meet the Board and ask questions on a range of issues. This will be an informal opportunity to network and build relationships between the board members and the staff. (ii) Support MEDEVA’s marketing opportunities, increase and promote the image and positioning of MEDEVA Generate increased positive media coverage Aim to generate positive press stories to local and regional media to boost media coverage and audiences perceptions. This is managing the information released to the media. It can include supplying a range of good news stories as well as being able to respond effectively to counteract any negative images that result, whatever the cause. Decrease the level of negative media coverage Respond to media enquires in line with the press protocol, in an efficient and timely manner. This will diminish the media interpreting and translating “bad news stories” in their own way. Enter Awards Enter awards such as KALASHA, KENYA FILM AWARDS, BBC, CNN and any other relevant awards to raise the profile of MEDEVA.

VI.1.5 Conclusion The Communications Strategy aims to ensure that MEDEVA communicates in the most effective ways, which will lead to improvements in the way our programmes are received. Responsibility for the strategy will lie with the Communication, Marketing and Fundraising Manager, whose role will be to coordinate the public relations, marketing, website and design functions to ensure they are consistent and effective. By completing the actions contained within the strategy, the key stakeholders will become more aware and informed of MEDEVA and the programmes we produce, ultimately be more satisfied with them. VI.2. Marketing including Branding Marketing Goals

The primary goal of this plan is to define a marketing framework for supporting MEDEVA’s Strategic Business Plan for a three year period (2013- 2015). The goals include the following:

1. Achieving a significance increase in funding of MEDEVA’s programmes, 2. Achieving a significant “buzz” in the Kenyan media market, 3. Positioning MEDEVA as a brand with more products within the core demographics. Summary of Approach

The Marketing team will seek to meet our strategic marketing goals through:

Media Training Offer the opportunity for members of the Management Team and Board Members to attend media training to increase confidence levels and sharpen their programme making skills.

4. Technical and proposal writing to potential donors 5. Product placement in MEDEVA’s programmes 6. Promotional events. Marketing Plan

The marketing programme in the strategic plan includes the following: Marketing communication goals (Email blasts to all industry people that influence the promotion of MEDEVA as a brand and telemarketing effort to all local event promoters) Public relations goals (taste maker serving- deliver products directly to the industry influencers, product placements-induce product placements in TV and Film productions and keep the media informed of the sponsorships and brand updates) Promotional goals (Pit stops-crash to all events where our core demographics can be found, sponsorshipssponsor all events where our core demographics can be found) Marketing Roles and Responsibilities

The marketing team will be comprised of the following roles: Marketing Staff Role

Responsibilities

Marketing, Communications and Fundraising Manager

Will oversee all marketing, fundraising, advertising and promotional activities. Together with the CEO, they will establish marketing strategies to meet MEDEVA’s objectives, evaluate media research, market conditions, and competitor data and implement the marketing plan changes as needed.

that stakeholders can undertake for MEDEVA and vice versa. VI 3.1 External Stakeholder Analysis MEDEVA has many stakeholders in the public, private and civil society sectors; the key are identified and presented in Table 5. Table 5: External stakeholder analysis Stakeholder (s) Govervnment (Ministry of Information)

What stakeholders can do for MEDEVA • Initiate media legislation and regulation • Collaborate, network and partner with MEDEVA • Enhance governance systems and reforms • Provide economic incentives to media houses • Collaborate, network and partner with MEDEVA • Reduce the cost of transmitting programmes • Outsource programme production to MEDEVA • Co-producer programmes with MEDEVA • Publicise and brand MEDEVA’s image

What MEDEVA can do for stakeholders. • Collaborate, network and partner with stakeholder • Produce programmes on good governance

Private sector/sponsors

• Collaborate, network and partner with MEDEVA • Sponsor MEDEVA’s programmes • Commission MEDEVA to produce videos, ads and documentaries

• Collaborate, network and partner with stakeholder • Produce quality programmes

Public /target audience

• Collaborate, participate and partner with MEDEVA • Give feedback on MEDEVA’s programmes • Initiate programming ideas to MEDEVA

Donors

• Collaborate, network and partner with MEDEVA • Financial and Technical Support • Fair and objective reporting on grants • Experience sharing • Lobby and engage in international media programming debate

• Collaborate, network and partner with stakeholder • Produce programmes that are issue oriented • Invite audience to participate in MEDEVA’s productions • Collaborate, network and partner with stakeholder • Feedback reports and accountability • Produce good governance programmes

Professional bodies

• Collaborate, network and partner with MEDEVA • Enforce compliance of ethics

Independent Producers

• Collaborate, network and partner with MEDEVA • Co-produce with MEDEVA

Broadcasters

VI.3 Stakeholders analysis

Table 5 provides analysis of the reciprocal relationship between the stakeholders and MEDEVA in terms of activities, operations and management in its media productions. The analysis further provides specific activities

• Collaborate, network and partner with stakeholder • Produce high quality programmes • Produce more local content

• Appointment to MEDEVA Board • Partnerships, collaborations and networks • Support the development of governance instruments • Collaborate, network and partner with stakeholder • Train staff for stakeholder

VI 3.2 Internal Stakeholder Analysis Table 6. Internal stakeholder analysis. FINANCE AND ADMINISTRATION DEPARTMENT Departments

What F &A can do for other departments

What other departments can do for F& A

• Communication, Marketing and Fundraising • Programmes • Training • Radio • TV

• Provide adequate support services across board • Provide timely information • Facilitate a review of organisational structure and terms and conditions of service • Support production of programmes

• Submission of timely and accurate information on financial reports • Submit reports and works on their engagements • Provide recommendation on service delivery

Departments

What Programmes can do for other departments

What other departments can do for Programmes

• Communication, Marketing and Fundraising • Logistic • Training • F &A • Radio • TV

• Develop quality programming genres • Support production programmes/process • Provide accurate production schedules • Provide detailed logistics for programming • Support post production process • Brainstorm on quality production ideas • Provide accurate budgets • Conduct proper pre-production process

DEPARTMENT OF PROGRAMMES

COMMUNICATION, MARKETING AND FUNDRAISING DEPARTMENT Departments

What Communications, Marketing and Fundraising can do for other departments

What other departments can do for Communications, Marketing and Fundraising

• • • • • •

• Provide financial security across board • Develop accurate internal and external communication strategy • Provide ready market for programmes

• • • •

Departments

What TV & Radio can do for other departments

What other departments can do for TV & Radio

• Logistic • Training • Programmes • F &A • Communications, Marketing and Fundraising

• Ensure quality output of programmes • Provide post production services across board • Submission of timely requirements • Develop data bank for audio visual

• Provide logistics • Provide quality footage and sound bites • Act on the final product for transmission/ submission to the client • Secure commercially viable programmes

Logistic Training Programmes F &A Radio TV

Make effective and efficient utilisation of the available fund Carry MEDEVA’s image Produce quality programmes Develop branding/ IEC materials

TELEVISION AND RADIO

financial plan / used in producing Tazama! Series 1

MEDEVA as a media NGO exists for one primary reason; to produce quality television and radio programmes and train young people in television and radio production. MEDEVA does this through seeking to identify needs and resources to fill those needs, and bringing these two together. The process of fulfilling these needs frequently creates relationships with individuals, donor agencies, media organizations, and other independent media producers with similar goals and purposes.

MEDEVA TV was legally registered in 2003 and received the second grant which was used to fund Tazama! Season 2 and 3. Safaricom came in as a title sponsor for the series. In 2004 and 2005, Ford Foundation was still the major donor, and with the production of Agenda Kenya, more donors partnered with MEDEVA including PATH, Transparency International, UNICEF and GTZ (now GIZ). In addition, Open Society Initiative for Eastern Africa (OSIEA) and GTZ sponsored Agenda Kenya in 2007 for two seasons. Other donors that have funded MEDEVA’s initiatives include Kenya National Civic Education Programme (URAIA), the Royal Danish Embassy, Institute for Legal Education and the European Union.

Because of the responsibility MEDEVA has assumed, it is necessary to document that it has used the resources in a manner that is both prudent and effective. Further, it must be able to show that all requirements imposed by the donor/ sponsor have been met. The effectiveness of MEDEVA’s programmes is proven by the many hours of transmission and programmes produced.

Summary of Incomes the Last seven Years

MEDEVA heavily relies on donors for funding of recurrent and development budget as a one line item budget framework. During this plan period, it is anticipated that the donors will continue to support MEDEVA through grants. Other development partners will be lobbied to continue allocating more resources towards television and radio production and training of young people during the plan period. MEDEVA will seek financial and technical support from donors and other development partners and stakeholders to bridge the financial gap. This includes bilateral and multilateral agreements between MEDEVA and the broadcasters. Deliberate efforts will also be made to strengthen partnership with other sponsors as well as lobbying them to fund/sponsor some of the productions in the Strategic Plan.

(Kshs 100 = average EUR 1 or 0,80 $)

Donors appreciate, and in many cases require, a reporting of the uses of funds and resources. However, the value of those reports is directly affected by the confidence that can be placed in them. In order to create this confidence, MEDEVA must be able to demonstrate that the reports are based on reliable and complete information. Additionally, MEDEVA must be able to show that it has provided the proper stewardship over those resources while it has been responsible for them.

Year

2010

39,883,175.00

2,347,538.00

VII.2 Financial Overview (2001 – 2011)

2011

19,902,136.00

2,599,638.00

22,501,774.00

2012

43,531,575.00

51,865,651.01

96,397,226.09

MEDEVA got her first ever financial grant from The Ford Foundation in 2001. The grant was channelled through Vivid Features because MEDEVA was not legally registered. MEDEVA received US$ 250,000 which was

Funding Sources

VII.1 Introduction

Grants

2005

18,279,437.80

2006

24,005,792.00

2007