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NEMISA NEW VISION CORPORATE PLAN KEY FEATURES MARCH 2006
New Market Environment § Continuing rapid technological advances of the world of communications. § Dramatic changes in the media landscape of South Africa § Blurring of distinctions between telecommunications, broadcasting and information technology (convergence) now an established phenomenon
§ Information and entertainment today getting into the home via satellite, terrestrial broadcast, cable, telephone and packaged media such as cassettes, CD’s and print
§ This on-going process of technological and market convergence, the world-wide opening of the telecommunication sector to full competition and the rapid growth of the Internet and on-line services, is leading to the creation of new market structures and new roles for market players.
§ These dynamics have created new challenges for the training and development and multi-skilling of new and existing participants in a highly volatile market environment. § South Africa, in particular, has a shortage of newly skilled people. This country has an opportunity and challenge to export skills to the rest of Africa whose needs, in many instances, is greater than ours.
New Opportunity for NEMISA § NEMISA is well positioned § Already structured to deliver training programmes in multimedia, animation, radio and TV production. § Impressive technological infrastructure
§ Needed: Broaden its approach in both training and service delivery and become sustainable underpinned by a business case based on future selfreliance and a greater degree of independence.
NEMISA NEW MANDATE § To take NEMISA into the future and offer a new product in skills and content generation that will make the Institution an advanced multi-media skills developer and content generator as a sustainable, relevant, effective, self reliant, industry-led and independent business operation in an increasingly changing technological environment. § Make NEMISA the electronic content producer for the South African Government.
Strategic Approach § Establish a new NEMISA that answers to new market demands and opportunities in a converged environment by:
Re-defining its target market § Prepare the students for a new converged environment that embraces the entire ICT sector.
Re-defining the product line-up of the Institution in training and development as well as service delivery § More expertise in theoretical component of the training model § Considerably broaden the study plan § Draw on market expertise and appoint advisors for skills needs, study plan design and curriculum development § Do on-going self-evaluation of the outcomes from the Institution § Have a written research policy
§ Considerably increase capacity for content generation and hands-on- training § Become outcomes based
Re-defining the student source § Continue to cater for previously disadvantaged individuals but also expand the student profile and be more representative of the SA population because of the delivery of a far broader study programme that addresses the entire ICT sector § Revisit the admission criteria
Injecting increased capacity of the Institution in human, physical and financial resources § Increase full-time lecturers and the ratio between full-time and part-time trainers § More people devoted to the core function of the Institution § Create an executive committee comprising a CEO, COO and CFO § Appoint a Head of Training and Development and that for Content Generation § Add a Head of Technology § More attention to staff development and performance management § Re-capitalise to address digitalization and high definition TV
§ More revenue from content generation, an expanded curriculum, a paying student component and short courses and workshops as well as hiring of the facilities. § Seek sponsorships and grants and approach the SETA’s
Phase in the transformation of the existing operation into the new model over three years § The 2005/6, 2006/7 and 2007/8 budgets for NEMISA are already in the government’s MTEF three-year budget cycle. § A development plan must be implemented immediately so as to meet transformation imperatives and a new business plan for 2006/7 and financial models for the 2007/8 and 2008/9 must be developed to address the new mandate of NEMISA.
§ Build into the new business model of NEMISA additional opportunities and make the Institution more relevant, viable, sustainable and independent.
Develop new training courses in skills and content development to address the new market environment and broader target audience § Two new full-time courses: Media Producer Foundation Certificate and Broadcast Technology Certificate at basic, intermediate and graduate levels over one, two and three years § Run short courses workshops and seminars in collaboration with industry
§ Develop more projects for content generation through public and private sectors for hands on training and revenue generation § Expand the definition of the student source § Aggressive marketing plan
Create partnerships and linkages § Network globally, on the Continent and South Africa § Malaysia, India, France, Canada, NEPAD, local Institutions, etc
Strategic Imperatives § NEMISA must change its mindset and become proactive in the ICT sector § Immediately direct its energies and focus on becoming self-sustainable § Review and re-structure the entire study plan and curricula of the Institution and realign with new identifiable market needs § Urgently institute a skills analysis of the ICT sector
§ Create two distinct cost/profit centres for Training and Development and Content Generation § Create new partnerships § Explore government and state-owned enterprises for content delivery/prepare now for 2010
OPERATIONS PLAN § Given the adoption of the New Vision and Corporate Plan for NEMISA an Operations plan had to be prepared for the delivery of the new vision. A draft plan has now been completed. The plan:
§ Identifies projected revenue streams § Outlines an expanded and refined set of objectives to those defined in the corporate plan and also includes aspects of the declared strategic approach and strategic objectives § Translates each objective into a strategy statement as to how the objectives will be met and what has to be delivered § Expresses exactly how the strategies will be executed, i. e. what will or has been done, how will it be done and by when it will be done.
§ The plan incorporates additional projects and activities that are not provided for in the corporate plan and also brings some activities forward in the 2006/7 financial year to cater for a shortfall in the MTEF budget allocation that was based on the old NEMISA model and does not cater for the delivery on the new NEMISA mandate
§ The draft plan was completed October 2005. Certain adjustments have now been made and those will be effected in the final business plan that will be presented to the DOC and the Minister Mid-April latest.
DEVELOPMENT PLAN § To meet the new NEMISA mandate and the timelines of the transformation plan, extensive development work and the gearing of the organisation had to be got under way urgently failing which we could not give birth to the new NEMISA. Accordingly:
§ The market skills study was implemented so that we now have a much clearer understanding of the future skills needs of the ICT sector. This enables us to start preparing a new study plan and write the requisite curricula with the help of specialist advisors and professional people who we are in the process of appointing. We need to know as quickly as possible what we need to build into our new full-time courses so that we can develop study plans and material and start the marketing and propagation thereof as soon as possible.
§ The skills study was completed in January 2006 and exposed to three leading industry players who have been identified as members of the NEMISA Industry Advisory Body. The findings are going to be invaluable in the planning of the future NEMISA study plan.
Courses indicated from the findings of the research are: § § § § Software development SMME Management Animation Radio and TV Outside Broadcast Project Management Database Development Game Development IP Protocols and Coding § § § Mentoring and Coaching Business Processes Strategy Design IP and Cellular Audio and Video Versioning and Re-purposing Copyright and Media Law Media Economics Satellite TV Digital TV Regional TV User and Audience Psychology Multi-channel and Platform Production
§ The research findings also indicated three possible areas of focus that are pioneering and very pressing for the sector, namely: § SABC 4 and 5 Regional TV Channels - All aspects of content development - Broadcast Management - Audience Research
- All technical crew - Engineers - Transmission Engineers - New Media Technicians - New Media Content Specialists
2010 World Cup - All aspects of content generation - Broadcast Management - HD TV capability - Engineers with digital specialization - Transmission Engineers - New Media Technicians - New Media Content Specialist
Mobile Content - All aspects of content generation - Mobile Management - Audience Research - Engineers in Mobile Technology - Research and Development - New Media Technicians - New Media Content Specialists
ACCREDITATION § We met with the DG of the Education Department and have since received a certificate for interim accreditation as a Private Higher Education Institution valid until December 2006 when we need to demonstrate that we meet the requirements for full accreditation. § Meanwhile, we are interacting with the Council for Higher Education, SAQA and the MAPPP and ISETT SETA’s and finalising the necessary documentation for full accreditation, namely:
- Technology Plan - Quality Assurance Plan - Risk Assessment Plan - Job Functions - Job Descriptions - Job Evaluation Process
§ To deliver on the more stringent market requirements we need to make sure that our human capital is of the required higher standards so that we initiated a job evaluation and internal skills audit in collaboration with DPSA that has now been completed. This leads to new job functions and job descriptions for the capacity building of the staff compliment.
§ Key new appointments were identified in the corporate plan and we need those people urgently as we do not have the capacity to do all of the work in the transformation plan. The search for those people has been completed and appointments have been made for the key people to be on Board 1 May 2006. § Other staff appointments are also catered for in the new structure and arrangements have to be made now.
A NEMISA BRAND AWARENESS STUDY HAS BEEN COMPLETED. THE FINDINGS INDICATE THAT: § At present NEMISA does not command a distinctive brand essence § NEMISA, to a large extent, exists in a vacuum. Only 15% of the study sample of 250 people across the ICT sector are aware of NEMISA § Those who are aware of NEMISA cannot really articulate what the Institution does
§ Over two thirds believe NEMISA in its current mould does not meet industry skills and 30% say NEMISA students have to be re-trained when employed.
ALL OF THIS RE-STATES THE NEED TO RE-POSITION NEMISA We have two choices § Drop the NEMISA name and re-launch the Institution under a new brand name or § Keep the name but make something of it We have decided to keep the name.
WHY KEEP THE NAME? § NEMISA is faceless § However it does exist as an entity. It does have some equity. If the awareness was high but the image rating low we could be facing a huge problem. But that is not so. We can make something of the name as long as we build meaningful brand values and the product NEMSIA delivers on industry skills needs. And that we will do
NEW STUDY PLAN PROCESS § § § § Research Advisory Bodies Empirical Knowledge Programme outline Curricula Accreditation Key Appointments
NEW STUDY PLAN PROCESS (CONT. ) RESEARCH § MARKET STUDY SKILLS NEEDS: - Completed - We now know more precisely what the skills needs in the ICT are for today and tomorrow and can prepare our training and development programme accordingly.
§ BRAND AWARENESS STUDY - Completed - We now know what brand values and associations the NEMISA brand has to project in its product offerings and empowering its future students and customers.
NEW STUDY PLAN PROCESS (CONT. ) ADVISORY BODIES § INDUSTRY ADVISORY BODY - People identified and consulted - Letters gone out § CURRICULUM DEVELOPMENT BODY - People identified and consulted - Letters Gone out
NEW STUDY PLAN PROCESS (CONT. ) EMPIRICAL KNOWLEDGE § § § Our cumulative experience Interaction with the industry SETA Desk research Done & Ready
NEW STUDY PLAN PROCESS (CONT. ) PROGRAMME OUTLINE § The cummulative input from the market studies, the respective advisory bodies and our empirical knowledge will inform the final training and development programme for full and part-time students and working people both within and outside of our borders.
NEW STUDY PLAN PROCESS(CONT. ) CURRICULA § Specialist curricula writers are being appointed working in collaboration with the newly appointed senior executives who themselves have knowledge and skills in this capacity.
ACCREDITATION Bodies involved: § Department of Education: Recognition as Private Higher Education Institute § Council for Higher Education: As Above § Higher Education Quality Council: Quality Control for CHE. To SAQA for Quality Standards § SETAS: Quality Assurance for HEQC - ISSET - MAPPP
KEY APPOINTMENTS § Chief Executive Officer § Chief Operating Officer § Chief Financial Officer Head of Department - Training and Development - Content Generation - Technology - Project Manager
ADDITIONAL STAFF § § § Three Full-time lecturers Accountant HR Assistant PA Driver
PLANS For Accreditation § Technology § Quality Control § Risk Management § Job Functions § Job Descriptions § Job Evaluation
Business Plan to include § § § Financial Model Re-Capitalisation Marketing
GOVERNMENT PLAN OF ACTION § All state-owned enterprises, of which we are one, have to contribute to the Government Plan of Action and report bi-monthly on progress. § We attended two preparatory meetings with the other CEO’s of the DOC Portfolio Organisations over the past two months and then spent two days with them all to present and commit on our commitments for the ensuing year.
§ Whatever NEMISA does in this instance will of course contribute to the welfare of the country at large. However, it will also benefit NEMISA directly as it will open up doors for collaboration with the SOE’s, both in training and development as well a content generation and augment the NEMISA business plan and future development.
NEMISA BUSINESS PLAN 2005/2006 2005 ACTIVITIES SEP OCT 2006 NOV DEC JAN FEB MARCH APRIL CORPORATE PLAN OPERATIONS PLAN/REVISED FIN. MODEL SKILLS STUDY INTERNAL SKILLS AUDIT JOB EVALUATIONS JOB FUNCTIONS JOB DESCRIPTIONS AWARENESS STUDY RISK ASSESSMENT PLAN
NEMISA BUSINESS PLAN (Cont. ) QUALITY ASSURANCE PLAN FRAUD PREVENTION PLAN RE-CAPITILISATION PLAN TECHNOLOGY PLAN MARKETING PLAN POLICIES AND PROCEDURES - OPERATIONS - SUPPLY CHAIN MANAGEMENT - FINANCE - PERFORMANCE MANAGEMENT INTERNAL AUDIT REPORT INTERNAL AUDIT CHARTER INTERNAL AUDIT COVERAGE PLAN CONTROL CULTURE ENVIRONMENT PROFILE SOFTWARE PROGRAMME FOR ACCOUNT AND ASSET MANAGE FINAL BUSINESS PLAN
FINANCIAL IMPLICATIONS § NEMISA is in the midst of its 3 -year MTEF budget cycle of R 19 million. § Accordingly it already has an allocated budget of R 19 million for the 2006/’ 7 year that was founded on the old model. § To deliver on the new mandate however NEMISA needs additional funds that will be sourced from savings from current special projects.
FINANCIAL IMPLICATIONS (CONT. ) § Meanwhile, the new business model provides for additional training activities and content generation opportunities that are already in the pipeline and that have the potential to grow such that the Institution can become increasingly self-sustainable in the medium term.