Summary

If a public media sector was designed in 2016 with an eye to the future, it would be different to Australia’s current one, with the ABC, SBS and National Indigenous Television (NITV). A system designed for the 21st century would not likely consist of eight free-to-air TV channels, another pay TV service, 15 broadcast radio services, two separate on-demand TV services, two podcasting catalogues, and two sprawling online platforms.

The missions of the public broadcasters, however, have never been more relevant, their cultures more valuable, or their local market advantages more pronounced. The country needs high quality news, local content and multicultural broadcasting as Australia faces a changing media environment, cultural challenges and globalised markets.

Reform of public broadcasting brings opportunities and risks. The most desirable and achievable, goals and benefits of reform would be to:

• Accelerate transition to digital-first strategies, protecting and growing future relevance;
• Remove advertising from SBS;
• Improve the cultural diversity of the ABC;
• Strengthen the delivery of SBS’ multicultural charter obligations; and
• Provide financial and political security for both organisations.

Considerable risks arise with any moves to reform:

• Potential to alienate existing audiences and undercut strong stakeholder support;
• Potential for major disruption to operations, staff and management; and
• Potential degradation of SBS and NITV’s distinct characteristics.

Four options for reform are addressed in this paper:

• Combining the board and executive management levels;
• Combining support and back-office functions;
• Consolidating digital content, publishing and on-demand services; and
• A comprehensive rationalisation of services, leadership and management.