strategic plan and budget 2007-2010 ____________________________ a briefing to the

STRATEGIC PLAN AND BUDGET STRATEGIC PLAN AND BUDGET 2007-20102007-2010

________________________________________________________A briefing to theA briefing to the

Parliamentary Portfolio Committee Parliamentary Portfolio Committee onon

CommunicationsCommunications

30 March 200730 March 2007

Team membersTeam members Kanyi Mkonza (Chairperson)Kanyi Mkonza (Chairperson) Lumko Mtimde (CEO)Lumko Mtimde (CEO) Mazibuko Jara (Board member)Mazibuko Jara (Board member) Chris Moerdyk (Board member)Chris Moerdyk (Board member) Mbuyiseni Jafta (CFO)Mbuyiseni Jafta (CFO) Jayshree Pather (Projects Director)Jayshree Pather (Projects Director)

IntroductionIntroduction The Agency presents this Strategic The Agency presents this Strategic

Plan for the MTEF period 2007-10Plan for the MTEF period 2007-10 Our priorities are informed by the Our priorities are informed by the

legislative mandate and medium legislative mandate and medium to long-term plans.to long-term plans.

VISIONVISION““EACH AND EVERY SOUTH EACH AND EVERY SOUTH AFRICAN CITIZEN SHOULD AFRICAN CITIZEN SHOULD

HAVE ACCESS TO A CHOICE OF HAVE ACCESS TO A CHOICE OF A DIVERSE RANGE OF MEDIA”A DIVERSE RANGE OF MEDIA”

MISSIONMISSION

“ “ A DEVELOPMENT AGENCY THAT WILL A DEVELOPMENT AGENCY THAT WILL ASSIST IN BUILDING AN ASSIST IN BUILDING AN

ENVIRONMENT WHERE A DIVERSE, ENVIRONMENT WHERE A DIVERSE, VIBRANT AND CREATIVE MEDIA VIBRANT AND CREATIVE MEDIA

FLOURISHES AND REFLECTS THE FLOURISHES AND REFLECTS THE NEEDS OF ALL SOUTH AFRICANSNEEDS OF ALL SOUTH AFRICANS.”.”

MANDATEMANDATE• CREATE AN ENABLING ENVIRONMENT FOR MEDIA CREATE AN ENABLING ENVIRONMENT FOR MEDIA

DEVELOPMENT AND DIVERSITY WHICH REFLECTS THE DEVELOPMENT AND DIVERSITY WHICH REFLECTS THE NEEDS AND ASPIRATIONS OF ALL SOUTH AFRICANSNEEDS AND ASPIRATIONS OF ALL SOUTH AFRICANS

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

• PROMOTE MEDIA DEVELOPMENT AND DIVERSITY BY PROMOTE MEDIA DEVELOPMENT AND DIVERSITY BY PROVIDING SUPPORT PRIMARILY TO COMMUNITY AND PROVIDING SUPPORT PRIMARILY TO COMMUNITY AND SMALLSMALL COMMERCIAL MEDIA PROJECTSCOMMERCIAL MEDIA PROJECTS

Objective of the Agency in terms of the ActObjective of the Agency in terms of the Act

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

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

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

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

• Support initiatives which promote literacy and a culture of reading,Support initiatives which promote literacy and a culture of reading,• Encourage research regarding media development and diversity, andEncourage research regarding media development and diversity, and• Liaise with other statutory bodies, such as ICASA and USAASA. Liaise with other statutory bodies, such as ICASA and USAASA.

APPROACHAPPROACH The provision of grants and subsidies – both to The provision of grants and subsidies – both to

individual media projects and to create an individual media projects and to create an enabling environment for media development enabling environment for media development and diversity and diversity

Leveraging resources and support through Leveraging resources and support through technical assistance technical assistance

Conducting and funding researchConducting and funding research Facilitating capacity building Facilitating capacity building Advocating for media diversityAdvocating for media diversity

VALUESVALUESINTEGRITYINTEGRITY WE ARE HONEST, RELIABLE, FAIR, WE ARE HONEST, RELIABLE, FAIR,

ACCOUNTABLE AND RESPONSIBLE ACCOUNTABLE AND RESPONSIBLE FOR OUR ACTIONSFOR OUR ACTIONS

CARINGCARING WE ARE TOLERANT; COURTEOUS WE ARE TOLERANT; COURTEOUS AND RESPECTFUL TO OUR STAFF AND RESPECTFUL TO OUR STAFF AND CLIENTS ALIKEAND CLIENTS ALIKE

PROFESSIONALISMPROFESSIONALISM WE ARE EFFICIENT, EFFECTIVE, WE ARE EFFICIENT, EFFECTIVE, SERVICE DELIVERY ORIENTATED, SERVICE DELIVERY ORIENTATED, PUNCTUAL, PERFORMANCE DRIVEN PUNCTUAL, PERFORMANCE DRIVEN AND WORK COLLECTIVELYAND WORK COLLECTIVELY

COMMITMENTCOMMITMENT WE ARE PASSIONATE, GO THE EXTRA WE ARE PASSIONATE, GO THE EXTRA MILE, RESPONSIVE, HAVE A STRONG MILE, RESPONSIVE, HAVE A STRONG WORK ETHIC, CONSISTENT AND WORK ETHIC, CONSISTENT AND ACCESSIBLEACCESSIBLE

TRANSPARENCYTRANSPARENCY WE ARE OPEN AND PARTICIPATORY WE ARE OPEN AND PARTICIPATORY IN OUR DEALINGS WITH INTERNAL IN OUR DEALINGS WITH INTERNAL AND EXTERNAL PARTIESAND EXTERNAL PARTIES

LEGISLATIVE ENVIRONMENTLEGISLATIVE ENVIRONMENT(Amongst others)(Amongst others)

MDDA Act MDDA Act ECAECA PAJAPAJA PFMAPFMA ICASA ActICASA Act BBBEE ActBBBEE Act LABOUR RELATIONS ActLABOUR RELATIONS Act SKILLS DEVELOPMENT ActSKILLS DEVELOPMENT Act PAIAPAIA Interceptions of Communications and Provision of Communication-Interceptions of Communications and Provision of Communication-

related Information Actrelated Information Act Electronic Communications Security (Pty) Ltd ActElectronic Communications Security (Pty) Ltd Act PPPFAPPPFA

CURRENT PERIOD REVIEW AND CURRENT PERIOD REVIEW AND HIGHLIGHTSHIGHLIGHTS

PMG note: graphics not included, please email [email protected] note: graphics not included, please email [email protected]

Setting up of the organization in 2003 and systems as well as Setting up of the organization in 2003 and systems as well as moving into new premises in 2006moving into new premises in 2006

http://www.mdda.org.za/gifs/NEWMAP.pdf

The development of a set of regulations to govern the MDDAThe development of a set of regulations to govern the MDDA

The development and institution of effective organizational policiesThe development and institution of effective organizational policies

Populating the organisation with staff to run the affairs of the Populating the organisation with staff to run the affairs of the organisation organisation

Finalising funding agreements with government and the fundersFinalising funding agreements with government and the funders

Making the first funding decisions in January 2004Making the first funding decisions in January 2004

The spending of approximately R20m in grants by March The spending of approximately R20m in grants by March 2006 for just under 100 media projects 2006 for just under 100 media projects

Barberton Community Radio, Mpumalanga

Radio Teemaneng, Northern Cape


The spending of approximately RThe spending of approximately R4545m by March 2007 for m by March 2007 for 135135 media projects media projects

KraftMedia Publications, KZN KZN


More than 40More than 40 of these did not exist prior to the of these did not exist prior to the establishment of the MDDA supportestablishment of the MDDA support


The provision of bursaries to 41 different radio and print The provision of bursaries to 41 different radio and print managersmanagers

“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

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

The evaluation of MDDA organizationally after 3 years The evaluation of MDDA organizationally after 3 years of operationof operation

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

Presentation of2005/6 Annual

Report


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

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

Working as a team internally Working as a team internally Staff development opportunities, e.g. Staff development opportunities, e.g.

project management, records project management, records management, financial management, management, financial management, risk managementrisk management

The growth of demand for MDDA The growth of demand for MDDA supportsupport

Reaching our disbursement targetReaching our disbursement target

CHALLENGES CHALLENGES

EXTERNAL CHALLENGESEXTERNAL CHALLENGES Limited funding and the expiring of the current funding Limited funding and the expiring of the current funding

agreements agreements The market environment for print media development is not The market environment for print media development is not

enabling enabling Loss of skills from small commercial and community media Loss of skills from small commercial and community media

to the more lucrative commercial/private media and public to the more lucrative commercial/private media and public broadcasting sectorbroadcasting sector

Limited broadcast frequency spectrum Limited broadcast frequency spectrum Limited exposure of small commercial and community Limited exposure of small commercial and community

media to marketing and advertising revenuesmedia to marketing and advertising revenues

INTERNAL CHALLENGESINTERNAL CHALLENGES The level of organisational skills and capacity The level of organisational skills and capacity

both in terms of numbers, knowledge and skills both in terms of numbers, knowledge and skills


STRATEGIC FOCUS FOR STRATEGIC FOCUS FOR 2007-20102007-2010

RATIONALERATIONALE

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

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

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

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

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

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

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

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

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

OVERALL OBJECTIVEOVERALL OBJECTIVE ““TO ENSURE THAT ALL CITIZENS CAN TO ENSURE THAT ALL CITIZENS CAN

ACCESS INFORMATION IN A ACCESS INFORMATION IN A LANGUAGE OF THEIR CHOICE AND LANGUAGE OF THEIR CHOICE AND

CONTRIBUTING TO THE CONTRIBUTING TO THE TRANSFORMATION MEDIA ACCESS, TRANSFORMATION MEDIA ACCESS,

OWNERSHIP AND CONTROL PATTERNS OWNERSHIP AND CONTROL PATTERNS IN SOUTH AFRICA”IN SOUTH AFRICA”

PURPOSEPURPOSE

““TO STRENGTHEN THE SECTOR THOUGH TO STRENGTHEN THE SECTOR THOUGH THE PROVISION & LEVERAGE OF THE PROVISION & LEVERAGE OF

RESOURCES, KNOWLEDGE AND SKILLS RESOURCES, KNOWLEDGE AND SKILLS IN PURSUIT OF PROMOTING MEDIA IN PURSUIT OF PROMOTING MEDIA DEVELOPMENT AND DIVERSITY”DEVELOPMENT AND DIVERSITY”

RESULT AREAS IN RELATION TO THE RESULT AREAS IN RELATION TO THE PURPOSE STATEMENTPURPOSE STATEMENT

Advocacy for the sector Advocacy for the sector Grant and seed funding support for community and small Grant and seed funding support for community and small

commercial media in the nodal areas and the sectorcommercial media in the nodal areas and the sector Communications and public awareness with regard to the Communications and public awareness with regard to the

sector and the MDDA in general sector and the MDDA in general Capacity building interventions for beneficiary organisations Capacity building interventions for beneficiary organisations

and communities including mentorship and monitoring & and communities including mentorship and monitoring & evaluationevaluation

Fundraising and resource mobilisationFundraising and resource mobilisation Research and knowledge managementResearch and knowledge management Stakeholder managementStakeholder management

RESULT AREAS RESULT AREAS STRATEGIC OBJECTIVES STRATEGIC OBJECTIVES

AND OUTPUTSAND OUTPUTS

ADVOCACYADVOCACY

At least 1At least 1 submission made to Parliament, ICASA, Government,submission made to Parliament, ICASA, Government, Regulatory proposals accepted and effected by ICASA Regulatory proposals accepted and effected by ICASA Desired changes/amendments in the MDDA ActDesired changes/amendments in the MDDA Act A more conducive operating environment for media development A more conducive operating environment for media development

and diversityand diversity Draw on international experiences and share S.A.Draw on international experiences and share S.A.

To contribute towards improving the operating To contribute towards improving the operating environment of the community and small commercial environment of the community and small commercial

media sectormedia sector

FUNDRAISING AND RESOURCE FUNDRAISING AND RESOURCE MOBILISATIONMOBILISATION

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

Increased funding levels for MDDA programsIncreased funding levels for MDDA programs

To increase the funding and resource base of the MDDA To increase the funding and resource base of the MDDA and its beneficiariesand its beneficiaries

COMMUNICATION AND PUBLIC COMMUNICATION AND PUBLIC AWARENESSAWARENESS

A perception survey in placeA perception survey in place MDDA branding strategy ad plan in placeMDDA branding strategy ad plan in place Profile the Agency and increase public awareness Profile the Agency and increase public awareness Recognition by stakeholders of the role of MDDA in Recognition by stakeholders of the role of MDDA in

media diversity and developmentmedia diversity and development

To enhance and position the MDDA as a leader in To enhance and position the MDDA as a leader in the media development and diversity sectorthe media development and diversity sector

STAKEHOLDER MANAGEMENTSTAKEHOLDER MANAGEMENT

Stakeholder management plan in placeStakeholder management plan in place Joint initiatives in media development and Joint initiatives in media development and

diversity undertaken with stakeholderdiversity undertaken with stakeholder Increased exchange of knowledge, skills and Increased exchange of knowledge, skills and

experiences in the sectorexperiences in the sector Increased revenues for the sectorIncreased revenues for the sector

To strengthen relations with MDDA contractual and To strengthen relations with MDDA contractual and non-contractual stakeholdersnon-contractual stakeholders

GRANT AND SEED FUNDINGGRANT AND SEED FUNDING

At least 1 community radio per district municipality At least 1 community radio per district municipality fundedfunded

At least 1 community newspaper per district At least 1 community newspaper per district municipality fundedmunicipality funded

At least 1 community television per province fundedAt least 1 community television per province funded 1 media co-operative per district funded guided by 1 media co-operative per district funded guided by

the feasibility study on the viability of co-operativesthe feasibility study on the viability of co-operatives At least 1 hub per province (print & radio) fundedAt least 1 hub per province (print & radio) funded Number & range of student media fundedNumber & range of student media funded

To promote and strengthen the small To promote and strengthen the small commercial print and community mediacommercial print and community media

GRANT AND SEED FUNDINGGRANT AND SEED FUNDING

Number & range of atypical media fundedNumber & range of atypical media funded Number & range of new media fundedNumber & range of new media funded 13 CRs in the nodal areas funded13 CRs in the nodal areas funded Number & range of content development Number & range of content development

initiativesinitiatives Number and spread of small commercial Number and spread of small commercial

newspapers, online newspapers and/or newspapers, online newspapers and/or magazines fundedmagazines funded

To promote and strengthen the small To promote and strengthen the small commercial print and community mediacommercial print and community media

CAPACITY BUILDING INTERVENTIONS FOR CAPACITY BUILDING INTERVENTIONS FOR BENEFICIARY ORGANISATIONS AND COMMUNITIESBENEFICIARY ORGANISATIONS AND COMMUNITIES

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

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

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

Increased number of people with relevant skills in the sectorIncreased number of people with relevant skills in the sector A % reduction in the labour turnover in the sectorA % reduction in the labour turnover in the sector

To enhance the sustainability of the community and To enhance the sustainability of the community and small commercial mediasmall commercial media

RESEARCH AND KNOWLEDGE RESEARCH AND KNOWLEDGE MANAGEMENTMANAGEMENT

A research and knowledge management plan in placeA research and knowledge management plan in place New and innovative initiatives in the sector emergeNew and innovative initiatives in the sector emerge Extended knowledge of issues in the sectorExtended knowledge of issues in the sector Positive and sector enabling legislation in placePositive and sector enabling legislation in place Increased number and range of knowledgeable people in Increased number and range of knowledgeable people in

the sectorthe sector

To enhance innovation and learning in the sectorTo enhance innovation and learning in the sector

CRITICAL ASSUMPTIONSCRITICAL ASSUMPTIONS

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

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

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

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

The MDDA regulations prescribe The MDDA regulations prescribe categories to be funded by the MDDA categories to be funded by the MDDA

The MDDA has received requests in excess The MDDA has received requests in excess of R150m in the financialof R150m in the financial year preceding year preceding and up to 2006and up to 2006

Beneficiary organisations are wiling and Beneficiary organisations are wiling and able to participate in MDDA sponsored able to participate in MDDA sponsored interventionsinterventions

There is a sufficient base of trainers and There is a sufficient base of trainers and mentors in the sectormentors in the sector

There is a need and hunger for There is a need and hunger for knowledge sharing and knowledge sharing and dissemination in the sectordissemination in the sector

There is an approved budget for There is an approved budget for project implementationproject implementation

RISKSRISKS

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

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

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

Closing down of funded projects.Closing down of funded projects.

RISK CONTAINMENT RISK CONTAINMENT MEASURES MEASURES

Apply Apply diligent project assessment and continuous diligent project assessment and continuous monitoring and auditing of the projects and take monitoring and auditing of the projects and take appropriate disciplinary and corrective actions were appropriate disciplinary and corrective actions were necessary through amongst other things, insistence to necessary through amongst other things, insistence to contractual agreements,contractual agreements,

Ensure that funded projects submit annual audited financial Ensure that funded projects submit annual audited financial statements,statements,

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

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

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

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

REQUIRED ORGANISATIONAL CAPACITY REQUIRED ORGANISATIONAL CAPACITY FOR THE PERIOD AHEADFOR THE PERIOD AHEAD

CEO

Program Director CFO HR& Corporate Services

Internal Auditor

Admin Assistant

PM: SCM

PM: Training & Research

PM: Electronic Media

Financial Manager

Financial Administration

Financial Accounting

Executive Secretary

Departmental Secretary

Disbursement Officer

Receptionist

HR Services

Project Officer

Projects Officer

Projects Officer

Manager in CEO’s Office

Office cleaner

PM: Monitoring and Evaluation

Projects Officer

Board Secretary

Legal Services

Board

MDDA SUMMARY BUDGETMDDA SUMMARY BUDGET

2007/082007/08Budget (R) Budget (R)

2008/092008/09Budget (R) Budget (R)

2009/102009/10Budget (R)Budget (R)

INCOMEINCOME 24,208 00024,208 000 39,510 00039,510 000 42,237 00042,237 000

TOTAL EXPENDITURETOTAL EXPENDITURE 23, 664 00023, 664 000 39,491 00039,491 000 42,001 60042,001 600

Programme Costs Programme Costs 16,264 91316,264 913 28,347 91028,347 910 30,680 39330,680 393

Operational Expenses Operational Expenses 7,399 0877,399 087 11,143 09011,143 090 11,321 20711,321 207

Capital Expenditure – Capital Expenditure – Capex Capex

544,000544,000 19 00019 000 235 400235 400

DEFICIT/SURPLUS DEFICIT/SURPLUS 00 00 00

MDDA SUMMARY BUDGETMDDA SUMMARY BUDGET NotesNotes:: Financial Year 2008/10Financial Year 2008/10

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

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

MDDA SUMMARY BUDGETMDDA SUMMARY BUDGET NotesNotes:: This budget is in compliance with the This budget is in compliance with the

regulatory limit of 25% for regulatory limit of 25% for administration.administration.

CONCLUSIONCONCLUSION

Thank youThank you

30 March 200730 March 2007

strategic plan and budget 2007-2010 ____________________________ a briefing to the

Documents

community media

media diversitypresentation

development agency

individual media projects

creative media flourishes

mddathe development

parliamentthe development

small commercial media