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Planning & Budgetary Processes in Public Broadcasting

This article discusses the importance of planning and budgetary processes in public broadcasting, highlighting the key factors for success and the challenges faced. It explores the need for accountability, strategic decision-making, and the measurement of performance. The article also examines different funding models and their impact on budget approaches.

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Planning & Budgetary Processes in Public Broadcasting

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  1. Planning & Budgetary Processes Geoff Heriot Chief of Corporate Planning and Governance Australian Broadcasting Corporation

  2. Key assumption - the price of ‘independence’ • Potential outcomes of public broadcasting – • National cultural identity – connecting communities • Informed & engaged citizens • Content diversity, quality & innovation • Growth of local creative industries • ‘Independence’ is a prerequisite – • Quality, innovation & local relevance • An emotional connection with audiences • Brand equity • But strong public accountability is the price of independence

  3. Balancing ‘compliance’ and ‘performance’ COMPLIANCE PERFORMANCE • Annual Reporting • Parliamentary Committees • Audience appreciation • External reviews • Corporate planning • Platform/network positioning • Work unit planning Provide accountability Strategy formulation EXTERNAL • Corporate Policies • Risk management – business, people & financial • Management systems Monitoring & supervising Policy making INTERNAL • Meeting targets • Monitoring compliance • Internal reviews PAST & PRESENT FUTURE ORIENTED Source: Robert I. Tricker, International Corporate Governance: Text Readings and Cases, New York: Prentice Hall, 1994, p.149.

  4. Planning in a public broadcaster • 1: Governance & public accountability • Corporate Plan & Annual Report - the ‘book-ends’ of accountability • Define expectations up-front – clear Charter, genuine values (especially editorial) & direction • Robust targets, performance measures & accountabilities • Strong risk management & probity 2: Strategic tool in building a digital future • Maintaining faith with audiences & ourselves • Balancing public interest & competitive zeal • Managing risk, aspirations & organisational capability

  5. Key drivers of performance (Australia) • PBS Distinctiveness • Australian identity • Content genre • Localism • Quality • Creative risk-taking • Relevance & Appeal • Audience share, reach & appreciation • Digital innovation • Access to distribution platforms • Organisational Capability • Transparency • Risk management • Editorial compliance • Skilled workforce • Value for Money • Efficiency & effectiveness • Funding

  6. Measuring performance (ABC) • Overall Effectiveness – % people who believe ABC: • Contributes to national identity • News is balanced & even-handed • Innovative, high-quality • Efficient & well managed Key Result Areas: • Audience share, reach, appreciation • Content diversity, quality, etc • Governance & efficiency Actions & targets to deliver specific service improvements

  7. Budget & the flow of funds • Stating the obvious • Budgets should reflect, not determine, output priorities • Criticality of meaningful, reliable, accessible metrics • Performance incentives • Effective financial controls & policies (procurement, fraud, efficiency) • Strategic intent • Flow of funds to mirror strategic intent, not status quo • Critical relationship between funds flow & functional structures – who is to be empowered? To whom will they be accountable?

  8. Funding variables • Six funding models that influence budget approaches • Direct Government Appropriation (ABC, CBC) • Licence Fees (BBC, many European countries) • Concession Fees (Finland) from commercial licenses • Advertising (NZ, many European countries) • Sponsorship (many broadcasters) • Subscription (many pay TV providers) • Membership (US) Each has advantages & disadvantages

  9. heriot.geoff@abc.net.au gheriot@gmail.com

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