STRATEGIC PLAN AND BUDGET 2007-2010
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STRATEGIC PLAN AND BUDGET 2007-2010 ____________________________ A briefing to the Parliamentary Portfolio Committee on Communications 30 March 2007. Team members. Kanyi Mkonza (Chairperson) Lumko Mtimde (CEO) Mazibuko Jara (Board member) Chris Moerdyk (Board member)

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Strategic plan and budget 2007 2010 a briefing to the

STRATEGIC PLAN AND BUDGET 2007-2010

____________________________

A briefing to the

Parliamentary Portfolio Committee

on

Communications

30 March 2007


Team members
Team members

  • Kanyi Mkonza (Chairperson)

  • Lumko Mtimde (CEO)

  • Mazibuko Jara (Board member)

  • Chris Moerdyk (Board member)

  • Mbuyiseni Jafta (CFO)

  • Jayshree Pather (Projects Director)


Introduction
Introduction

  • The Agency presents this Strategic Plan for the MTEF period 2007-10

  • Our priorities are informed by the legislative mandate and medium to long-term plans.


Vision
VISION

“EACH AND EVERY SOUTH AFRICAN CITIZEN SHOULD HAVE ACCESS TO A CHOICE OF A DIVERSE RANGE OF MEDIA”


Mission
MISSION

“ A DEVELOPMENT AGENCY THAT WILL ASSIST IN BUILDING AN ENVIRONMENT WHERE A DIVERSE, VIBRANT AND CREATIVE MEDIA FLOURISHES AND REFLECTS THE NEEDS OF ALL SOUTH AFRICANS.”


Mandate
MANDATE

  • CREATE AN ENABLING ENVIRONMENT FOR MEDIA DEVELOPMENT AND DIVERSITY WHICH REFLECTS THE NEEDS AND ASPIRATIONS OF ALL SOUTH AFRICANS

  • REDRESS EXCLUSION AND MARGINALISATION OF DISADVANTAGED COMMUNITIES AND PERSONS FROM ACCESS TO THE MEDIA AND THE MEDIA INDUSTRY

  • PROMOTE MEDIA DEVELOPMENT AND DIVERSITY BY PROVIDING SUPPORT PRIMARILY TO COMMUNITY AND SMALLCOMMERCIAL MEDIA PROJECTS


Objective of the agency in terms of the act
Objective of the Agency in terms of the Act

  • Encourage ownership and control of, and access to, media by HDC as well as by historically diminished indigenous language and cultural groups,

  • Encourage the development of human resources and training, and capacity building, within the media industry, especially amongst HDGs,

  • Encourage the channelling of resources to the community media and small commercial media sectors,

  • Raise public awareness with regard to media development and diversity issues,

  • Support initiatives which promote literacy and a culture of reading,

  • Encourage research regarding media development and diversity, and

  • Liaise with other statutory bodies, such as ICASA and USAASA.


Approach
APPROACH

  • The provision of grants and subsidies – both to individual media projects and to create an enabling environment for media development and diversity

  • Leveraging resources and support through technical assistance

  • Conducting and funding research

  • Facilitating capacity building

  • Advocating for media diversity



Legislative environment amongst others
LEGISLATIVE ENVIRONMENT(Amongst others)

  • MDDA Act

  • ECA

  • PAJA

  • PFMA

  • ICASA Act

  • BBBEE Act

  • LABOUR RELATIONS Act

  • SKILLS DEVELOPMENT Act

  • PAIA

  • Interceptions of Communications and Provision of Communication-related Information Act

  • Electronic Communications Security (Pty) Ltd Act

  • PPPFA


Strategic plan and budget 2007 2010 a briefing to the

CURRENT PERIOD REVIEW AND HIGHLIGHTS

  • PMG note: graphics not included, please email info@pmg.org.za



Strategic plan and budget 2007 2010 a briefing to the

The development of a set of regulations to govern the MDDA as moving into new premises in 2006The development and institution of effective organizational policiesPopulating the organisation with staff to run the affairs of the organisation Finalising funding agreements with government and the fundersMaking the first funding decisions in January 2004


Strategic plan and budget 2007 2010 a briefing to the

Radio Teemaneng, Northern Cape

Barberton Community Radio, Mpumalanga

  • PMG note: graphics not included, please email info@pmg.org.za


Strategic plan and budget 2007 2010 a briefing to the

KraftMedia Publications, KZN

KZN

  • PMG note: graphics not included, please email info@pmg.org.za


Strategic plan and budget 2007 2010 a briefing to the

  • More than 40 for just under 100 media projects of these did not exist prior to the establishment of the MDDA support

  • PMG note: graphics not included, please email info@pmg.org.za


Strategic plan and budget 2007 2010 a briefing to the

“I write express my institution’s

deep gratitude for the financial support

that the MDDA gave to community media

editors and managers who participated at

the recent

Essentials of Newspaper Management course

run by Rhodes University’s Sol Plaatjie’s

Institute for Media Leadership”

Frances Ndlongwa - Director


Strategic plan and budget 2007 2010 a briefing to the

  • The provision of awareness of resource needs and availability for the sector through resource mobilization workshops

  • The evaluation of MDDA organizationally after 3 years of operation

  • The consistent receipt of unqualified audits not even with matters of emphasis

Presentation of

2005/6 Annual

Report

  • PMG note: graphics not included, please email info@pmg.org.za


Strategic plan and budget 2007 2010 a briefing to the

  • Profiling the MDDA – safm radio interviews, annual report launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.

  • Maintaining good relations with stakeholders – funders, parliament, the presidency, doc, gcis, USAASA, ICASA, etc.


Strategic plan and budget 2007 2010 a briefing to the

  • Working as a team internally launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.

  • Staff development opportunities, e.g. project management, records management, financial management, risk management

  • The growth of demand for MDDA support

  • Reaching our disbursement target


Challenges
CHALLENGES launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.


External challenges
EXTERNAL CHALLENGES launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.

  • Limited funding and the expiring of the current funding agreements

  • The market environment for print media development is not enabling

  • Loss of skills from small commercial and community media to the more lucrative commercial/private media and public broadcasting sector

  • Limited broadcast frequency spectrum

  • Limited exposure of small commercial and community media to marketing and advertising revenues


Internal challenges
INTERNAL CHALLENGES launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.

  • The level of organisational skills and capacity both in terms of numbers, knowledge and skills

  • PMG note: graphics not included, please email info@pmg.org.za


Strategic focus for 2007 2010
STRATEGIC FOCUS FOR 2007-2010 launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.


Rationale
RATIONALE launch, sabc tv news coverage, city press, bizcommunity, leadership magazine, ceo magazine, presentations at different Local and District Municipalities, SALGA, etc.

  • Historically disadvantaged communities are deprived of access to information that can assist them to participate actively in the democratic processes of our country.

  • Current media is still insufficiently diverse with respect to reflection of the concerns of especially the socio-economically marginalised communities and the use of indigenous languages.


Strategic plan and budget 2007 2010 a briefing to the

  • In many communities, especially rural communities, frequency allocation and distribution is inadequate

  • Small commercial media projects have limited access to printing in terms of lack of resources (costs and facilities)

  • Access to advertising for small commercial media remains a stumbling block to their growth and viability. Similarly their inability to acquire the audit bureau of circulation (abc) certificate disadvantages them in the marketplace

  • The sector lacks appropriate and relevant skills in respect of marketing; financial management and production management


Strategic plan and budget 2007 2010 a briefing to the

  • There is a dearth of knowledge and information that can adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • The small commercial and community media sector is further disadvantaged by the lack of appropriate skills in the management, development and sustenance of their efforts.

  • There is also the lack of research and information specific to the sectors that inform program development and strategic focus (e.g. Not much information on the number of indigenous language newspapers in S.A., number of readers of such newspapers, etc.)


Overall objective
OVERALL OBJECTIVE adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

“TO ENSURE THAT ALL CITIZENS CAN ACCESS INFORMATION IN A LANGUAGE OF THEIR CHOICE AND CONTRIBUTING TO THE TRANSFORMATION MEDIA ACCESS, OWNERSHIP AND CONTROL PATTERNS IN SOUTH AFRICA”


Purpose
PURPOSE adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

“TO STRENGTHEN THE SECTOR THOUGH THE PROVISION & LEVERAGE OF RESOURCES, KNOWLEDGE AND SKILLS IN PURSUIT OF PROMOTING MEDIA DEVELOPMENT AND DIVERSITY”


Result areas in relation to the purpose statement
RESULT AREAS IN RELATION TO THE PURPOSE STATEMENT adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • Advocacy for the sector

  • Grant and seed funding support for community and small commercial media in the nodal areas and the sector

  • Communications and public awareness with regard to the sector and the MDDA in general

  • Capacity building interventions for beneficiary organisations and communities including mentorship and monitoring & evaluation

  • Fundraising and resource mobilisation

  • Research and knowledge management

  • Stakeholder management


Result areas strategic objectives and outputs
RESULT AREAS STRATEGIC OBJECTIVES AND OUTPUTS adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation


Advocacy
ADVOCACY adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • At least 1submission made to Parliament, ICASA, Government,

  • Regulatory proposals accepted and effected by ICASA

  • Desired changes/amendments in the MDDA Act

  • A more conducive operating environment for media development and diversity

  • Draw on international experiences and share S.A.


Fundraising and resource mobilisation
FUNDRAISING AND RESOURCE MOBILISATION adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • Fund development strategy and plan developed and approved by the Board

  • Increased funding levels for MDDA programs


Communication and public awareness
COMMUNICATION AND PUBLIC AWARENESS adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • A perception survey in place

  • MDDA branding strategy ad plan in place

  • Profile the Agency and increase public awareness

  • Recognition by stakeholders of the role of MDDA in media diversity and development


Stakeholder management

Stakeholder management plan in place adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

Joint initiatives in media development and diversity undertaken with stakeholder

Increased exchange of knowledge, skills and experiences in the sector

Increased revenues for the sector

STAKEHOLDER MANAGEMENT


Grant and seed funding
GRANT AND SEED FUNDING adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • At least 1 community radio per district municipality funded

  • At least 1 community newspaper per district municipality funded

  • At least 1 community television per province funded

  • 1 media co-operative per district funded guided by the feasibility study on the viability of co-operatives

  • At least 1 hub per province (print & radio) funded

  • Number & range of student media funded


Grant and seed funding1
GRANT AND SEED FUNDING adequately identify critical issues in the small commercial and community media sectors in South Africa for innovation

  • Number & range of atypical media funded

  • Number & range of new media funded

  • 13 CRs in the nodal areas funded

  • Number & range of content development initiatives

  • Number and spread of small commercial newspapers, online newspapers and/or magazines funded


Capacity building interventions for beneficiary organisations and communities

There is growth in the number and range of community owned and small commercial media

Beneficiary organisations and community media are self sustainable, better managed and comply with their contractual obligations

Beneficiary organisations and small commercial print media are self sustainable and better managed

Increased number of people with relevant skills in the sector

A % reduction in the labour turnover in the sector

CAPACITY BUILDING INTERVENTIONS FOR BENEFICIARY ORGANISATIONS AND COMMUNITIES


Research and knowledge management

A research and knowledge management plan in place and small commercial media

New and innovative initiatives in the sector emerge

Extended knowledge of issues in the sector

Positive and sector enabling legislation in place

Increased number and range of knowledgeable people in the sector

RESEARCH AND KNOWLEDGE MANAGEMENT


Strategic plan and budget 2007 2010 a briefing to the

CRITICAL ASSUMPTIONS and small commercial media


Strategic plan and budget 2007 2010 a briefing to the

  • Sufficient legislative, regulatory and govt policy positions exist to support efforts of the sector

  • The MDDA Act provides for the development and support of the sector.

  • There is a need for expanded funding beyond current funding agreements

  • There are funders and donors who are willing and able to fund the work of the MDDA


Strategic plan and budget 2007 2010 a briefing to the


Strategic plan and budget 2007 2010 a briefing to the


Strategic plan and budget 2007 2010 a briefing to the


Risks
RISKS dissemination in the sector


Strategic plan and budget 2007 2010 a briefing to the

  • Legislation and the regulations governing the MDDA may prove to be inflexible and stifle program implementation.

  • The agency may not have sufficient and skilled human resources and progressive polices and systems that are sufficiently motivating to encourage effective performance.

  • The misuse of allocated funding by beneficiaries and the collapse of confidence in the MDDA by stakeholders

  • Closing down of funded projects.


Risk containment measures
RISK CONTAINMENT MEASURES to be inflexible and stifle program implementation.


Strategic plan and budget 2007 2010 a briefing to the

  • Apply to be inflexible and stifle program implementation. diligent project assessment and continuous monitoring and auditing of the projects and take appropriate disciplinary and corrective actions were necessary through amongst other things, insistence to contractual agreements,

  • Ensure that funded projects submit annual audited financial statements,

  • Management with the assistance of the board will maintain strict controls of the legislative framework through regular internal and external audits as well as board self assessments.

  • The board and senior management will conduct regular meetings and sessions to brief the minister and the portfolio committee to ensure continued support for the program.


Strategic plan and budget 2007 2010 a briefing to the

  • Board approve a revised organogram based on human requirements for running a smooth organisation and in preparation for managing growth.

  • Undertake regular organisational climate surveys and to commit to a regular staff development program and the review of polices and systems to facilitates and improve performance in the organisation.


Required organisational capacity for the period ahead
REQUIRED ORGANISATIONAL CAPACITY FOR THE PERIOD AHEAD requirements for running a smooth organisation and in preparation for managing growth.

Board


Mdda summary budget
MDDA SUMMARY BUDGET requirements for running a smooth organisation and in preparation for managing growth.


Mdda summary budget1
MDDA SUMMARY BUDGET requirements for running a smooth organisation and in preparation for managing growth.

  • Notes:

  • Financial Year 2008/10

    • Budget based on the human resources requirements as in the proposed organogram.

    • Please note that this budget is based on the assumption that broadcast service licensees will contribute 0.2%, which is the current ICASA regulatory requirement. It is therefore a conservative assumption, as ECA of 2005 provides for any determined (as prescribed) contribution which must not exceed 1% of the licensees annual turn over.


Mdda summary budget2
MDDA SUMMARY BUDGET requirements for running a smooth organisation and in preparation for managing growth.

  • Notes:

  • This budget is in compliance with the regulatory limit of 25% for administration.


Conclusion
CONCLUSION requirements for running a smooth organisation and in preparation for managing growth.

Thank you

30 March 2007