NEMISA - PMG



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NEMISA

STRATEGIC PLAN

2007/8

March 2007

INDEX

Page No.

1. Introduction…………………………………………………………3

2. Preamble……………………………………………………………..2

3. Future Vision………………………………………………………..7

4. Corporate Objectives………………………………………………9

5. Corporate Governance & Operational Principles…………….11

6. Corporate Strategy…………………………………………………13

7. Product Range & Service Delivery………………………………15

8. Promoting Government Plan of Action…………………………17

9. Funding……………………………………………………………….20

10. Operations Plan……………………………………………………..22

11. Organisational Structure…………………………………………. 25

12. Operational Controls, Policies & Procedures...…………….....28

13. Accreditation & Recognition……………………………………...30

14. Re-capitatilisation & Technology Plans.………………………..36

15. Quality Management Plan…………………………………………38

16. Franschhoek Training Facility……………………………………39

17. Operational Plan…………………………………………………….48

18. Marketing Plan………………………………………………………53

19. Appendix 1: Operations Matrix…………………………………..69

1. Introduction

NEMISA was established as an institution of higher learning in 1998

and began training in Broadcasting in 2000.

The introduction of the Creative Multimedia programmes followed in

2001

The decision to re-position NEMISA was taken by Government in 2003.

The NEMISA Board gave the Management strategic direction to develop a new Vision Corporate Plan in 2004.

The Board approved the final Business Plan for the new NEMISA (based on the New Vision Corporate Plan), in April 2006.

The new NEMISA was formally launched in July 2006.

Final preparations for the introduction of the new NEMISA followed August 2006 to February 2007.

Some activities took place, while the preparations were under way, in the last quarter of 2006.

The new NEMISA study programme commenced 12 February 2007.

2. Preamble

2.1 Background

Government approved the Strategy for the Development of Content Industries: Film, Broadcast and Multi-media Content in South Africa in December 2003.

Amongst other things, the Memo states that “NEMISA with its technical base will position itself as a hub in the production of television and multi-media content.”

Accordingly, the Multi-media Business Unit of the DOC developed a strategic document entitled “The Way Forward” in which it stated, amongst other things:

“The implication of this is that NEMISA has to be expanded to include the generation of local and digital content. The minimum three-year MTEF investment required to achieve the strategy that Cabinet approved and to carry out its extended mandate is R195 million. It also requires a new business and transformational plan.” It goes on to say:

“It must be noted that the arena in which NEMISA operates is dynamic and therefore subject to continuous change. This necessitates that NEMISA reviews its strategic thrust on an on-going basis. Some of theses changes include the convergence of technology, the merger of the institutions of higher learning, the NEPAD initiative and the changing consumer patterns in the multi-media industry.”

The DOC document then defined a proposed strategic objective for NEMISA as follows:

“To position NEMISA, within the context of its new mandate as a sustainable, relevant, effective, industry-led and advanced multi-media skills developer and content generator. It shall strive to apply such skills in the business/production environment both in South Africa and on the Continent.

To make NEMISA the South African Government’s electronic content development centre.”

The Cabinet Memorandum of November 2003 furthermore states: “The creation of a content hub at NEMISA would require an entirely new division.”

A newly appointed NEMISA Board ran a strategic workshop in September 2004 and used as its terms of reference the above documents. It then gave the management of NEMISA some strategic direction for it to draft a New Vision and Corporate Plan for the institution.

Management prepared a first draft plan and presented it to the Board early 2005. The Board asked that more work be done and asked the then Non-Executive Board member, Peter de Klerk to work with management in the preparation of a New Vision Corporate Plan in compliance with the new mandate defined by the DOC and reflective of the Cabinet decision that “NEMISA should position itself as a hub in the production of television and multi-media content” and that “the creation of a content hub at NEMISA would require an entirely new division.”

The management team first prepared a proposed strategic approach for the new NEMISA and deliberated it with the Board at a strategic workshop where agreement was reached with the team’s proposed strategic approach, barring minor amendments. Using that as a point of departure, the team prepared the NEMISA New Vision Corporate Plan that was endorsed by the Board in October 2005, where after it was considered by the Policy Unit of the DOC who agreed with it in principle.

In preparing the New Vision Corporate Plan the team was cognizant that developments in the education and training sector, as well as technological changes, presented the institution with a new set of challenges and opportunities such as:

- There was a need to ensure broader access to higher education and that South Africa had a system of education that was inequitable in its distribution of resources and opportunities.

- NEMISA was now operating within and serving the skills development needs of the broader Information and Communications Technology sector. This sector had undergone significant technological changes typified by the gradual migration towards the use of digital technologies, coupled with the convergence of technologies and services and significant changes in market structure. The implications for the players involved in the development of critical skills for this sector were that trainees, in this new environment require exposure to and experience in the use of the technologies in order to prepare themselves to become effective participants in the information society of today.

- The business and professional spheres that students would be entering had undergone dramatic changes. A suitably prepared student who could meet the needs, expectations and standards of this new environment would be in great demand and add value to the sector.

- Accordingly, NEMISA, in pursuing its strategic repositioning, had to address its future role in a highly dynamic training and development and technological environment. Whilst, hitherto, NEMISA had had a bias towards the recruitment of previously disadvantaged individuals from rural backgrounds and women in particular, the new positioning should be poised to enable the institution to play a critical role in the production of young and competent professionals with impeccable qualities with a broader demographic profile.

2.2 The Challenge

The transformation of NEMISA to meet its new mandate turned out to be a mammoth process, given the major shift from the old to the new NEMISA.

The New Vision Corporate Plan had to be prepared with empirical knowledge and desk research in order to meet approval and re-launch deadlines. This plan was to inform the final Business Plan. The finalization of the Business Plan had the benefit of a skills study conducted end 2005. The Business Plan gave effect to the Corporate Plan that was included together with an Operations Plan based on the defined Strategic Approach and Strategic Imperatives, culminating in a revised financial model.

Since then, however, further in depth work and on-going consultation with industry gave the institution considerably greater insight into needs and opportunities that gave rise to an immense amount of work to prepare the final proposed study programme and content generation projects, the development of costing models and that of accreditation and quality standard requirements. This translated into months of dedicated application by the then new management team that postponed the introduction of envisaged short courses in the second quarter 2006 and also drastically changed the originally envisaged study programme in the Business Plan, albeit then considerably more substantial than ever planned for. This will put the institution in a far more advantageous position in the medium term, but necessitated the re-casting of the financial forecasts for the 2006/7 financial year that was presented and approved by the Board in November 2006. This provided for the postponement of certain training courses and content development initiatives to the 2007/8 financial year.

A major challenge has been to deliver on the new mandate for NEMISA under extremely heavy financial constraints.

Facilitating the new NEMISA demanded a considerable increase in:

- Development costs

- Trading income

- Capital Expenditure

- Running Expenses

Apart from minimal increases in the MTEF allocations for 2005/6 and 2006/7 (R1, 036 million and R3, 459 million in 2005/6 2006/7 respectively) NEMISA could draw on no other additional monies to fund the new operation and had to rely on some savings from old projects and then generate some of its own revenue that it managed to do in the year 2006/7 and that is projected at R3, 434, 352, 00 for that period.

The challenge now is to continue to generate own revenue, or to persuade Government to contribute to NEMISA to a greater extent or do both, failing which NEMISA will not be in a position to provide financial assistance to some of its students that will change the very raison d’etre of the institution.

Another option is for Government to invite private participation by way of a PPP or some other means.

3. Future Vision

The future of the new NEMISA was effectively mapped out by Government in 2003 when, it declared NEMISA’s strategic objective “in the context of its new mandate.”

In essence, NEMISA was identified by the shareholder to drive “the process for the development of the content industries, film, broadcasting and digital media strategy.” Hence, the direction from the Cabinet Memorandum that: “NEMISA, with its technical base, will position itself as a hub in the production of television and multimedia content.”

So that, everything NEMISA does, henceforth, must be content related; from which was derived the motto that: “NEMISA trains to make content and makes content to train.”

The original Government Strategic Objective for the new NEMISA was defined as:

- “To position NEMISA, within the context of its new mandate, as a sustainable, relevant, effective, industry-led and advanced multimedia skills developer and content generator. It shall strive to apply such skills in the business/production environment both in South Africa and on the content.

- To make NEMISA the South African Government’s electronic content development centre.”

The strategic objective for the new NEMISA going forward remains unchanged and is the driver of this Strategic Plan for the 2007/8 financial year.

It is therefore embedded in the future vision for NEMISA.

The interaction that NEMISA has had with stakeholders and reference to research conducted by government in collaboration with industry as well as studies conducted by NEMISA over the past three years, has, however, also revealed a number of exciting opportunities. Capitalising on those opportunities will add enormous value to NEMISA as “an advanced multimedia skills developer and content generator” and will enhance the future vision of the institution. Incorporated in the mission and corporate objectives for the institution are the following:

- The Department of Communications, in collaboration with industry, conducted an intensive market study into the animation industry and found that it was a fast growing industry world wide and in South Africa, but that this country sorely lacked the requisite advanced skills found elsewhere. Consequently, skills are imported at high cost or low-level productions are done inefficiently, leading to inflated prices to the detriment of the industry at large. NEMISA had a wonderful opportunity to fill the gap and started by investing in a long-form animation production and acquiring an advanced animation curriculum from Canada and bringing in new skills from there that now enables the institution to play a leading role in promoting the animation industry in this country and, indeed establishing a content hub at NEMISA.

- To fulfil its developmental role in the ICT Sector and to compliment its generic training programme offered from the premises at Parktown, NEMISA has responded to industry demand and started the process of striking strategic alliances that, would lead to structured partnerships, with a number of organisations and institutions.

- These alliances are a vital component to the more responsible and far reaching role of NEMISA and, in particular, the broader and all-embracing mandate of the institution that demands of NEMISA to play a leadership role in promoting the empowerment and growth of the ICT Sector in its totality. Consequently, the institution has geared itself to forge theses partnerships and is programmed to either offer its generic training programmes or customise training needs for institutions or do both.

- These endeavours will considerably supplement the NEMISA revenue stream and help fund the expanded infrastructure and trading account.

Mission

The declared mission statement to deliver on the Government mandated strategic objective and future vision for NEMISA therefore is:

To:

- Take NEMISA into the future and offer a new product in advanced multimedia skills development and content generation.

- Make the institution a sustainable, relevant, effective, industry-led operation in an increasingly changing technological environment.

- Run NEMISA on business principles to survive in a highly competitive environment

- Generate revenue so as to make NEMISA increasingly less dependent, over time, on supplementary funding

- Create a unique niche with a totally integrated training and development and content generation offering.

- Offer full-time and part-time training courses for under and post-graduates straight from learning institutions or for the communications sector at large.

- Strike strategic alliances that lead to structured partnerships with organisations and institutions in the ICT Sector by delivering generic training programmes and/or customised training products where applicable.

- Ensure that everything NEMISA does is content related.

- Establish a content hub that reaches out to the entire private and public sectors’ multimedia communication needs and that serves both South Africa and the Continent.

- Make NEMISA the electronic content producer for the South African Government

- Facilitate the development of animation in South Africa and establish a content hub at NEMISA.

- Promote and support the Government Plan of Action

4. Corporate Objectives

1. Comment/Background

The strategic approach for the creation of the new NEMISA, in the 2006/7 Business Plan was to:

- Establish a new NEMISA that answers to new market demands and opportunities in a converged environment by”

▪ Re-defining its target market

▪ Re-defining its product line-up

▪ Re-defining the student source

▪ Re-sourcing the institution in terms of human, physical and financial resources

- Phase in the transformation of the existing operations into the new model from end 2005 to mid 2007 by:

▪ Developing an extension of the business plan that incorporates phasing in the new positioning of the institution

- Build into the business model for the new NEMISA additional business opportunities to make the institution more viable and sustainable by:

▪ Developing new training courses in skills and content production to address the new market environment and broader target audience

- Establish a Specialist Training Advisory Body

- Create Learnership opportunities

- Expand the definition of the student source

The shareholder recognised in its document “NEMISA: the way forward” that, whilst, hitherto, NEMISA had had a bias towards the recruitment of previously disadvantaged individuals, from rural backgrounds and women in particular, the new positioning should be poised to enable the institution to play a critical role in the production of young and competent professionals with impeccable qualities with a broader demographic profile.”

- Expand the student selection criteria

- Utilise the facilities of the institution more effectively

- Create partnerships and linkages that will add value to the institution by:

▪ Scanning the market, identifying institutions complementary to the new positioning of the institution and determining what value added can be derived from these relationships

▪ Developing criteria for the creation of partnerships both locally and internationally

▪ Forging strategic linkages with relevant academic and training operations to further augment the value of the institution

- Market the institution and the student product aggressively

We have by now moved beyond the strategic approach that drove the establishment of the new NEMISA.

The institution has by now been re-positioned and re-launched.

What remains is to now declare a new set of corporate objectives that must now drive the newly established NEMISA as a going concern.

These corporate objectives for the year 2007/8 must, however, be founded on a declared corporate governance framework and guiding operational principles as described below.

5. Corporate Governance and Operational Principles

5.1 Corporate Governance

- NEMISA must operate within the provisions of the King Code 2, the PFMA GAAP and GRAP.

- The Board of NEMISA must set the strategic direction for the institution.

- The Board must account to the Department of Communications within the provisions of the Shareholder’s Compact.

- The Management of NEMISA must account to the Board and render Quarterly Reports on its financial performance.

- Management must be subject to Performance Agreements.

- Management must prepare Annual Strategic Plans for NEMISA and present them to the Board for approval before they are lodged with the DOC for the Minister’s signature.

5.2 Operational Principles

- NEMISA must

• Be needs driven and focus on the requirements of the new ICT environment of the country and the region so that it produces graduates whose training is relevant to the requirements of the market and who can be effective in the work place from day one.

• Maintain a culture of innovation and excellence and adopt a leadership stance at all times.

• Have: Disciplined management and financial structures with prescribed and transparent controls, procedures and accountabilities.

• Be results driven with clear policies, strategies and goals that are measurable and that deliver on the mandate of the institution.

5.3 Final Corporate Objectives: 2007/8

These are the finally declared corporate objectives that must henceforth drive the now established new operation:

- Firmly establish the new NEMISA as a respected, advanced institution of higher learning in training and development and content generation for multimedia applications in the ICT sector.

- Broaden the profile of the student body to include 60% paying and 40% finance assisted trainees

- Raise the awareness level of NEMISA in the market place from 15% to 40%, 60% and 70% over 3 years, starting 2007.

- Deliver on the new NEMISA product positioning that is relevant to market needs.

- Implant the new NEMISA brand that incorporates a new desired brand image, customer promise, brand message, brand personality and set of brand values as defined in the marketing plan and that culminates in the brand statement:

“Thinking Ahead: Making a difference.”

- Make the institution: sustainable, relevant, effective, industry-led

- Run NEMISA on business principles to survive in a highly competitive environment

- Generate revenue so as to make NEMISA increasingly less dependent, over time, on Government funding

- Continue to strike strategic alliances and turn them into at least five structured partnerships in this financial year.

- Consolidate the content hub that is now in formation

- Tie down the mission to make NEMISA the electronic content producer for Government.

- Firm up on the establishment of an animation hub at NEMISA.

- Play a meaningful role and have a plan to promote the growth of the community radio sector in close collaboration with the DOC and NCRF.

- Identify opportunities and contribute to the Government Plan of Action at national, regional and local levels.

- Identify opportunities on the continent in collaboration with the NEPAD Initiative

6. Corporate Strategy

6.1

- Ensure that the training and development programmes are relevant to market needs and that the curricula and course notes are of the highest standard and applicable to workplace skills requirements and market demands.

- Continue to run SETA accredited programmes. Pursue CHE a ccreditation of higher level programmes.

- Repeat the market skills study of late 2005

- Ensure that the NEMISA production capabilities are of the highest standard, the relevant hands-on equipment is in place at the institution, the right outside producers/directors are on hand and that the institution and its producers keep abreast with latest techniques and technologies.

6.2

- Attract students from the urban areas in addition to those from the rural areas and include both under and post graduates and aim:

6.3

- provide for on-going communications and interaction with stakeholders and keep the market abreast with developments at NEMISA.

6.4

- Identify the relevant stakeholders and specifically cater for them in the marketing action plan.

- Include high penetration communication tools in the advertising component of the marketing plan.

- Repeat the brand awareness study of late 2005

6.5

- Deliver advanced training and development and content generation that is always market related, relevant, effective, futuristic and outcomes based and that adds value to the ever changing and fast developing ICT sector.

6.6

- Follow the branding strategy that was developed for the 2006/7 marketing plan.

- Endorse the: pre-determined brand image, customer promise, brand values, brand message, brand personality and brand positioning in the communications plan that will include: advertising , promotion, relationships marketing and public relations.

6.7

- Ensure that the revenue targets from the respective revenue streams are met.

- Review monthly financial performance and introduce corrective action where necessary with immediate effect.

- Seek new revenue generating opportunities for the short, medium and long term continuously.

6.8

- Keep close to industry throughout 2007.

6.9

- Focus on five potential alliances to start within second quarter 2007.

6.10

- Focus on content generation that will compliment Government’s plan of action and establish the content hub for Government.

6.11

- Accumulate a deeper understanding of the animation industry.

- Interact at the right levels.

- Promote NEMISA’S involvement in animation and establish credibility for it.

- Encourage the animation industry to take ownership of the NEMISA initiative.

6.12

- Continue to forge a closer relationship with the DOC and the NCRF towards the promotion of the growth of the Community radio sector.

6.13

- Give effect to the Internal Audit Report, the Risk Management Plan and the Financial and Operating Policies and procedures.

- Monitor and evaluate the policies strategies and goals on an on-going and planned basis.

6.14

- Identify and include in, particularly the content generation activities, projects that will contribute to social cohesion and the Government Plan of Action at large

6.15

- Establish a close working relationship with the NEPAD Secretariat and develop initiatives for the African Continent in collaboration with them

7. Product Range and Service Delivery for 2007/8

7.1 Training and Development:

The new Training and Development product range has been finalized and its implementation began in February 2007. The study plan is divided into four categories:

• Generic Programmes – which include both long and short courses mainly for the new entrants into the industry

• Customized Programmes - for the industry

• Projects – collaboration with partners on specialized training programmes

• Workshops/Seminars

These programmes have been aligned to the new positioning of the institution as a multimedia skills development service provider within the broader ICT and the following programmes are on offer:

• Broadcasting (Television and Radio Production)

• Broadcast Engineering

• Telecommunications Engineering (with emphasis on Internet Protocol in its first year)

• Multimedia Design

• Animation

• Information Technologies (IT literacy training is an integral part of the entire study plan on all the programmes)

7.2 Special Projects

In February 2007, and in accordance with the new training and development study plan, NEMISA introduced two engineering pilot projects:

• Broadcast Engineering Learnership.

In partnership with the National Association of Broadcasters (NAB) and MAPPP SETA. The theoretical component of the Learnership is conducted at NEMISA while the internships will be hosted by the following organizations: SABC, SENTECH, MULTICHOICE,GLOBECAST,TELEMEDIA and Jacaranda FM.

• Telecommunications Engineering Learnership (Internet Protocol)

NEOTEL has tasked NEMISA to project manage and ensure accreditation as well as develop systems for a Telecommunications Academy at NEMISA. Training on this Learnership is being conducted at NEMISA and internships

• Presidency

In 2006 NEMISA ran a pilot media training project for the Office on the Status of the Disabled Persons (Presidency). The implementation of the post-pilot programme has been scheduled for repetition in the third quarter of 2007.

7.3 Strategic Alliances

In accordance with its new mandate and in response to the market, NEMISA has pursued strategic alliances with organizations that will potentially add value to its operations in training and development and/or content generation. The following organizations have been approached and discussions are at advanced stages: SABC, Mnet, , Didata and Business Connection. Inherent in these alliances are opportunities for sponsorships, grants and donations that the institution is vehemently exploring.

7.4 Content Generation

In accordance with its new mandate, NEMISA has to establish a content hub. Positioning NEMISA as a competent and competitive content developer will require that the institution pursue both unsolicited work assignments as well as respond to request for proposals. Accordingly, NEMISA will be appealing to both government as well as the commercial sector. To this end, the institution has already made inroads in responding to requests for proposals from both the SABC Content Hub Business Unit and eTV. In the second quarter of 2007 NEMISA will aggressively market its products and services among various government departments: DPLG, GCIS, DoE, DoC, etc

8 Promoting Government Plan of Action

Generally speaking, the products and services of NEMISA by and large promote the Government plan of action, one way or the other.

However, NEMISA has identified at this time certain projects that more directly promote social cohesion and the government plan of action. They are:

8.1 EDUNET

8.1.1 Background

The Department of Communications has a responsibility to establish a telecommunications network for educational purpose. Accordingly the DOC conducted a study in 2004 from which it was recommended that EDUNET would be established to enable schools to access educational content.

The intention was that the facilities and network access service would be established at NEMISA. On further investigation, it was decided to expand the existing technology platform at ISSA to establish the basic satellite ground terminal infrastructure for EDUNET. ISSA was also equipped with multimedia infrastructure which would be used by NEMISA for content development.

The project unfortunately did not come to fruition as intended, but the initiative still has a lot of merit and worthy of further consideration.

Proposal

The objective is for NEMISA to revive the EDUNET project as originally envisaged and discussions are underway with the DOC that will soon also include the Department of Education.

8.2 e-Learning

8.2.1 Scope

E-Learning enhances the process of learning through the use of Information, Communications Technologies.

8.2.2 Proposal

The intention is for NEMISA to offer electronic training services to government departments, the private sector and other institutions of learning in South Africa that will also be extended to the rest of the continent.

The facility also could add enormous value to the development of SMMEs through the country.

8.3 Government Service Delivery

1. Background

NEMISA has already produced a series for SABC TV and Radio called Bantfu Embili that took a critical look at government service delivery.

The Department of Local Government would like to use that series to communicate the successes and challenges of project consolidate and the local government 5 year plan

8.3.2 Proposal

The DPLG is seeking partners to develop the new series and the intention is that NEMISA facilitates the process, working in close collaboration with the DPLG, DOC and other relevant departments.

8.4 UMSOBOMVU YOUTH FUND (UYF)

8.4.1 Background

The UYF, NEMISA and the DOC have in the past 2 to 3 years been involved in developing materials for a multi-lingual portal to facilitate access to the internet in the indigenous languages. The language portal is established and can be accessed in al official languages.

8.4.2 Proposal

The UYF is in the process of establishing new material for its portal and is seeking partners to make the new material available to all and sundry.

NEMISA has been asked to facilitate the process and have already started discussion with the DOC.

8.5 Our Roots

8.5.1 Background

A private Communications Company has initiated a project called “Our Roots” that is a documentation an historical journey of the various clans of Southern Africa to be aired via SABC Radio and Television.

8.5.2 Proposal

The idea is for NEMISA to develop content and to link the project to the NEMISA language portal.

10. Operations Plan

10.1 Introduction

The new NEMISA is now in place. All of the preparations to get it to that point have been finalised and the new institution is now up and running. The Corporate Objectives and Strategy have been defined.

This operations plan must now speak to what is required to take the operation forward and to deliver on the mandate, corporate objectives and strategy.

10.2 Projected Revenue Streams

The projected revenue streams for the institute in 2007/8 are:

• Government grant: MTEF Allocation

• Grant Adjustment: NEMISA Repositioning Transfer

• Student fees: Generic Training Programmes: Full-time:

- Long Courses

- Short Courses

- Workshops

• Fees from industry/public: Part-time:

- Short Courses

- Workshops

• Customised courses for industry/strategic alliances

• Special Projects training courses such as community radio

• Content generation: From Government and in-house productions for the private sector

• Facilities hire

• Sponsorships and special grants

• SETAS

10.3. Deliverables of the Corporate Plan: 2007/8

• Meet with the Industry and Curriculum Advisory Bodies respectively during April 2007and: Review the new curriculum and overall study plan. Set parameters for the market study.

• Conduct the follow-up study of industry skills needs, second quarter 2007. Evaluate the findings and any changes that may have occurred since the benchmark study conducted late 2005. Evaluate the implications for the study plans of the institution in consultation with the advisory bodies and the industry at large.

• Measure the performance of both internal and external trainers, May 2007.

• Measure student ratings of course output and trainer performance, June 2007.

• Consider adjustments to curricula and overall training programme July 2007.

• Start the corporate marketing communications campaign April 2007.

• Repeat the Brand Awareness Study of late 2006, last quarter 2007.

• Run monthly Executive and Management Committee Meetings as strategic, operational control, performance and planning mechanisms.

• Run at least three industry events (Starting April 2007) where NEMISA and industry developments are reviewed and ideas are exchanged.

• Introduce the Neotel Telecommunications Academy in March 2007.

• Finalise the SABC partnership and respective plans for the individual business units by May 2007. Do the same for Mnet, Etv and Business Connexion and/or Didata by June 2007.

• Meet with the Government Communications Forum no later than April 2007 and present the NEMISA production capability to the Government Departments present at the meeting.

• Follow up with individual prospective Government Departments to include: Tourism, Education, Health and Local Government as well as NFVF, April/May 2007.

• Complete the analysis of the animation sector beginning April 2007.

• Invite the animation industry to the launch of the second Master Class mid April 2007 and maintain close interaction with the animation industry thereafter.

• Establish a formal animation hub at NEMISA during 2007.

• Start the student intake campaign for the 2008 academic year, August/September 2007.

• Present the training proposal for the 11 new community radio stations in March 2007. Run a workshop with the DOC and NCRF as a sequel to the National Community Radio Conference, before end March 2007 and develop a growth strategy for the sector.

• Continue to work with the DOC on the growth of the community radio sector thereafter.

• Meet with the respective consultants and prepare a detailed plan for the implementation of Internal Audit Report, Risk Management Plan, and the Financial and Operational Policies and Procedures, as well as the finalisation of the Performance Agreements, April/May 2007.

• Submit Curricula for the entire study programme to MAPPP SETA April 2007

• Finalise the Quality Assurance Plan and ISO Certification April 2007.

• Meet with the consultants and programme the implementation plan of the HR Review May 2007.

• Finalise the Technology Plan April 2007.

• Plan the learnerships, April 2007 and introduce them second half 2007.

• Review the organizational structure third quarter 2007.

• Appoint a Marketing Director June 2007.

• Prepare a facilities hire plan April 2007.

• Identify and pursue viable commercial opportunities in the context of:

• Animation and multi-media content generation and training

• Own productions

• Co-productions

• Training in production, both on and off premises, locally and on the continent

• Projects emanating from the DOC

• In-house projects

• Government projects across all government departments, starting with GCIS

• Becoming the content hub for government

• Becoming the animation hub for South Africa

• Broaden the revenue stream to include:

• Continued government funding, sponsorships and special grants, income from multi-media and content generation, selective student fees from long and short course and workshops, attendees from industry for short courses and workshops, tailor-made courses for industry, training and development of people from outside organizations such as community radio stations and the public broadcaster and hire of facilities.

• Feasibility studies on identified PPP opportunities

• Investigate the respective roles of NEMISA, ISSA and the African Advanced Institute for ICT and look for potential areas of co-operation and complementation.

• Do research, create a database and establish a research institute.

• Address the requirements to meet the 2010 needs of training the necessary camera operators, sound engineers and editors in High Definition TV and prepare a plan to meet those requirements.

11. Organisational Structure

The organisational structure for the new NEMISA was implemented in 2006 and some minor adjustments were made along the way.

Essentially NEMISA has adopted the classic Executive Management structure, comprising a: Chief Executive Officer, Chief Operating Officer and Chief Financial Officer.

The attached organogram illustrates the functional organisational structure of the institution.

This structure has been resourced to drive the new organisation and deliver on the new mandate of the institution.

NEMISA is presently running at near full capacity, both in terms of human as well as physical resources.

Consideration must be given to the medium/long term way forward for NEMISA in the context of:

- The current mandate and its future implications

- On-going technological developments

- Changes in market structures

- Future anticipated skills needs

- Socio-economic developments

- The African Renaissance

- Globalisation

- Shareholder vision

- More realistic funding model

- Potential PPP, etc

It is proposed that NEMISA should ascertain from the shareholder its future vision for the institution so that other factors can be taken into consideration and a medium to long term plan for the institution can be prepared in the course of 2007.

12. Operational Controls, Policies and Procedures

The Operations Plan Deliverables for 2007/8 provide for certain action to be taken on the above and stem from the following:

In terms of the Public Finance Management Act (PFMA) Accounting Officers must ensure that the entity has and maintains:

➢ An effective, efficient and transparent systems of financial and risk management and internal control.

➢ A system on internal audit under the control or supervision of an audit committee.

➢ An appropriate procurement and provisioning system.

In order to comply with this regulation, NEMISA has developed the following:

12.1 A Risk Management and Internal Audit Implementation and Action Plan

The focus of the risk assessment is the identification of strategic, business and operational risks and their significance within NEMISA. Once the process risks were identified through internal audit intervention an updated risk assessment was compiled with management. Management used the risk assessment and developed a risk management strategy, conducted an internal audit and drafted a fraud prevention plan in collaboration with the internal auditor..

12.2 Fraud Prevention

The purpose and goal of the Fraud Prevention Plan is to educate, detect, investigate and deter fraud thereby protecting the Institution from losses.

12.3 Policies and procedures

All public entities are required by Treasury regulations to establish systems, procedures and processes to ensure efficient and effective financial management. This is accomplished through the development and implementation of the following policy documents:

1. Financial Policies and Procedures

2. Supply Chain management Policy

3. Operational Policy and Procedures

These are in place

12.4 Internal Skills Audit

The new mandate of NEMISA created a need for an upgrade of the human capital of the institute.

Certain portfolios had to be reviewed and others needed re-structuring and Performance Balanced Score Cards put in place

The Skills Audit has been completed and job evaluations and job functions and descriptions have been done.

12.5 HR Policies

The human resource policy provides a framework for all the role players within the organisation to interact with each other whilst working towards a common goal of achieving the objectives of the organisation. It acts as a ‘referral tool’ used by HR to ensure proper implementation of rules, legislation and codes of conduct. This policy document is a ‘living’ document that is constantly evolving and usually amended on an annual basis.

An HR Policy is in place.

A Human Resources Audit Report has been prepared for which an implementation plan is ready for execution.

12.6 Also completed are:

11.6.1 An Internal Audit Report

11.6.2 Internal Audit Charter

11.6.3 Internal Audit Coverage Plan

11.6.4 Control Culture Environment Profile

13. Accreditation and Recognition

13.1 Background

The process leading up to accreditation with and programme approval from the relevant ETQA) Education & Training Quality Assurance body) is a lengthy and drawn-out process. It includes:

• Sourcing suitable and relevant qualifications and unit standards from the SAQA (South African Qualifications Authority) qualifications register;

• Aligning NEMISA courses to these sourced qualifications;

• Developing course curricula as well as learning, teaching and assessment materials;

• Acquiring the necessary physical resources such as suitably equipped studios, computer labs and software, subject-specific stationery and lecture halls;

• Finding and contracting suitably qualified and experienced facilitators, assessors and moderators;

• Registering assessors and moderators;

In addition, these requirements stated above should satisfy the criteria and guidelines set by the ETQA before accreditation and programme approval are awarded.

13.2 Current Accreditation Status

NEMISA has the option of applying for accreditation with two Education & Training Quality Assurance bodies (ETQAs), viz. the Council for Higher Education (CHE) and the MAPPP~SETA.

NEMISA has opted to seek accreditation with the MAPPP~SETA. The reasons for this option are:

o Most of the diploma and certificate courses NEMISA will offer in 2007 are courses quality assured (and accredited) by the MAPPP~SETA. These diplomas and certificates thus constitute NEMISA’s core business – a requirement for application for accreditation with a specific ETQA.

o The evaluation process by the MAPPP-SETA is much quicker. Accreditation could be awarded within a month of application and submission of required documents.

In order for NEMISA to enrol students as a private provider of higher education, the following three conditions must be met:

1. Registration as a private higher education institution by the Department of Education (DoE);

2. Registration of qualifications with the South African Qualifications Authority (SAQA) on the National Qualifications Framework (NQF);

3. Institutional Accreditation and Programme Accreditation by the MAPPP-SETA.

3 DOE Registration

NEMISA was re-registered as a Private Higher Education Provider by the DOE to offer Radio and TV courses in December 2006 and has been advised by the DOE that the recognition is valid until December 2007. A valuation has to be done before that time and will be based on a study plan that includes Animation, Graphic Design for Multimedia and Telecommunications.

13.3 Institutional Accreditation

NEMISA is in the process of applying for Full Accreditation with the MAPPP-SETA.

The following conditions – identified by auditors in 2006, have been met:

|HEQC CONDITIONS |NEMISA RESPONSE |

|Registration of qualifications on the NQF; |Programme development of all courses offered by NEMISA will be |

| |aligned to registered unit standards and qualifications – with |

| |SAQA or other relevant quality assurance bodies (including MMU, |

| |AUTODESK, and SONY) |

|Fully functional and recorded QMS that should reflect |All QMS documentation will be completed in January/February 2007 |

|teaching and learning imperatives; |and NEMISA will be audited for ISO certification three months |

| |after implementation of the QMS. |

|A clear allocation of resources to the enhancement of |The HOD: Training and the COO have finalised the budget for |

|teaching and learning; |training in 2007. |

|A fully functional board of directors; |NEMISA has a fully functional board. (Board meeting minutes held |

| |in CEO’s office) |

|Qualified, full-time staff; |Staff is currently being trained in ETD skills by the IEB |

| |(International Examinations Board). Further skills enhancement |

| |will be covered by HR staff development strategy. |

|Integration of programme development and curriculum design |Staff training includes programme development, assessment and |

|with teaching and learning; |moderation. Full-time, part-time and temporary staff will be |

| |involved in all curriculum and programme development. |

|Formal evaluation of experiential learning; |A formal “internship” manual has been developed and will be |

| |workshoped with all students and workplace mentors. |

| |A database of qualified and registered assessors and moderators |

| |has been established. |

|Functional HR Policies and procedures, including clear Staff|An HR audit was conducted in 2006 and all findings are being |

|Development policies and procedures; |addressed. |

|Client satisfaction surveys and evaluation; |Learner, Peer and Client Evaluation forms have been developed and|

| |are reflected in the Training Policy and Procedure Manuals. |

|Student Support; |A student Affairs has been developed and will be in place before |

| |courses start on 12 February 2007. |

|Learner and assessor guides; |These are integral to Programme development of all courses |

| |offered by NEMISA. |

|Assessment and moderator processes that comply with CHE and |Assessment and moderator systems and processes have been |

|MAPPP-SETA requirements; |developed and form part of the Training Policy and Procedures |

| |manuals |

|A functional Quality Assurance System; |All aspects of accreditation, approval and recognition with |

| |regards to training as well as quality assurance of learning and |

| |teaching are managed by the manager: Accreditation and Quality |

| |Assurance - recently appointed. The QMS has been developed with |

| |assistance from SAQI. An HR audit was conducted. |

|Academic and industrial Research |Lecturers’ conditions of employment have been finalised |

| |(including key performance areas and indicators – linked to |

| |performance management) and will include publishing in recognised|

| |journals and publications. An industry skills audit was conducted|

| |on behalf of NEMISA by BUSVANNAH COMMUNICATIONS. |

13.4 Programme Accreditation and Approval

NEMISA will apply for Full Programme Accreditation with the MAPPP-SETA for all diplomas and certificates offered in 2007.

The following conditions – identified by auditors in 2006, have been met:

|HEQC CONDITIONS |NEMISA RESPONSE |

|A clear Programme Purpose for each programme offered. |All Curriculum and Programme Development at NEMISA will meet|

| |all the requirements set by the MAPPP-SETA – including a |

| |programme needs analysis or client brief. |

|Full-time staff with industry-related expertise in the |This is an area that will have to be negotiated. Experts |

|theoretical components of programmes. |with the necessary industry experience and theoretical |

|Stability in the teaching and learning ethos. |background are difficult to tie down with full-time |

| |employment as an academic. |

|Adequate benchmarking and comparison with public HEI’s - |Benchmarking forms part of overall programme development and|

|with regards to the theoretical components of similar |will thus be adequately covered in all NEMISA programmes on |

|programmes. |offer. |

|Clear and, where possible, registered credits awarded for |Programme development of all courses offered by NEMISA is |

|different modules of programmes. |aligned to registered unit standards and qualifications – |

| |with SAQA or other relevant quality assurance bodies |

| |(including MMU, AUTODESK, and SONY). This exercise usually |

| |demands the systematic awarding of credits. |

|Assessment and moderator processes that comply with CHE and |Assessment and moderator systems and processes have been |

|MAPPP-SETA requirements; |developed and form part of the Training Policy and |

| |Procedures manuals |

|Well-planned academic calendar |A Prospectus has been developed and distributed to |

| |prospective students and clients. |

|Resource Centre |Development of learning material and resources forms part of|

| |overall programme development and is thus be adequately |

| |covered in all NEMISA programmes on offer. NEMISA has |

| |acquired all prescribed and recommended books for all the |

| |courses on offer. |

|Advisory Bodies |NEMISA has established both a Curriculum Advisory Body as |

| |well as an Industry Advisory Body. (Minutes of meetings in |

| |CEO’s office) |

13.5 Industry Recognition

NEMISA has established both a Curriculum Advisory Body as well as an Industry Advisory Body.

13.6 Summary

- NEMISA is registered with the DOE.

- NEMISA will be fully accredited by the MAPPP-SETA during the first quarter of 2007.

- All courses offered by NEMISA are registered with SAQA (on the NQF), a recognised international academic accreditation body, or a recognised industry accreditation body.

- All courses offered by NEMISA are aligned to registered qualifications and/or unit standards.

- All NEMISA assessors and moderators will be qualified and registered with the MAPPP-SETA.

- Successful Students will be awarded with certificates endorsed by the South African Qualifications Authority – and all other accredited educational institutions.

Students will be awarded credits by SAQA - for all modules/unit standards completed.

13.7 Accreditation MMU

Although MMU is a fully accredited education institution in Malaysia, it has not sought the equivalent accreditation in South Africa.

The implication of this status is that the MMU diploma is thus considered a “foreign qualification” by SAQA and South African education institutions.

13.7.1 SAQA Evaluation

NEMISA, on behalf of the students who successfully completed the MMU course, applied to SAQA to have their MMU diplomas (in effect, “foreign qualifications”) evaluated and recognized in South Africa in terms of the levels of the NQF.

13.7.2 SAQA Recognition

The SAQA evaluation resulted in the following:

- SAQA granted full recognition to the MMU diploma;

- SAQA awarded Certificates of Evaluation to all the students who successfully completed the MMU Diploma;

- SAQA determined the South African equivalence of the MMU Diploma to be at NQF 6 (i.e. at National First Degree and Higher Diploma level);

- SAQA determined that the closest comparable South African qualification is: National Diploma: Multimedia (NQF 6)

14. Re-Capitalisation and Technology Plans

These two plans are complementary and are therefore integrated into one over-riding plan

14.1 Re-capitalisation

Re-capitalisation implies renovations or reconstruction of activities (including facility replacements) needed to keep existing facilities modern and relevant in an environment of changing standards.

The need to have in place a progressive re-capitalisation plan is a must for all training and development providers in the ICT sector.

While the need to keep facilities current and competitive is a challenge financially, failure to keep up with developments can result in obsolescence thereby rendering initial investments fruitless. Periodic and strategic upkeep with developments in technology means that NEMISA can enhance productivity and professional practice and can also provide a foundation for effective learning environments and experiences. The Institute can use the added advantage associated with new technologies to give it the urge over competitors and better deliver on the skills and the broader needs of the industry.

A draft plan is in place and takes account of:

• Technologies that are changing day by day

• Increased demand for access to technology

• Technology-literate prospective students

• A focused planning directed at technology development

This plan provides for facilities over the next three years.

14.2. Technology Plan

The new NEMISA positions the institute ahead in ICT training and development. For this reason the institute needs to take stock of its current broadcasting and multimedia assets, identify gaps in its technology infrastructure, and plan for both acquisitions of new technologies as well as efficient and maximum usage of these assets.

A draft plan has been prepared but is under review because of a shift of emphasis.

The plan must develop develop:

• A financial model that will assist NEMISA in planning for strategic and periodic investment decisions relating to technology

• Plans for regular upgrades and maintenance of existing technology infrastructure

• An integrated and progressive strategy based on broadcasting, telecommunications and information technologies to facilitate the effective and efficient training and development activities

• Professional development component of the strategy to capacitate staff to deliver on the demands of the new training environment

• Strategies that will assist the institute to evaluate and monitor the impact the investment in technologies on the core activities of the organisation

The plan must meet the following criteria:

• Establish clear goals and realistic strategies for using the ICTs to improve training and development activities

• Ensure staff know-how in terms of using these technologies to deliver on the objectives

• Assess hardware, software and services needed to improve and bolster training and development activities

• Provide sufficient budget to acquire and maintain hardware, software and training to implement the strategy

• Evaluate the implementation of goals

The plan must address categories such as:

• Management's plan for growth

• Core Products

• Ancillary Products

• Technology Options

• Disaster Recovery

• Estimated useful life of hardware/software

The final integrated Plans will be finalized July 2007 together with an Implementation Plan 2007.

15. Quality Management Plan

The purpose of this plan is to ensure that the correct culture, standards, systems and employee growth are entrenched in meeting legislative, social and business requirements.

The plan will involve a review of the process flows and re-organisation and deliver on the following:

• Reduced number of “Transactions”

• Improved communications

• Reduced paperwork/procedures

• Cost savings

• Customer service improvement

• Format specification for the new system “inputs”

• Defined performance criteria for the new system

• Training documentation for the new methods/systems

The objectives of this plan will be achieved through:

• Holding pre-implementation sessions with all staff concerned

• Conducting process flow workshops

• Generating documentation

• Implementing agreed system

• Auditing implemented system

• Addressing changes required from internal audit

• Holding management review meeting Preparing for certification

This Plan is currently in preparation in collaboration with the Quality Institute of South Africa and should be completed before end April 2007.

16. Franschhoek Training Facility

16.1 Introduction

The Board of NEMISA and the Shareholder have approved that NEMISA can acquire the assets of the Franschhoek Belgian Development Trust (The Trust) that was established as a public benefit organization (PBO) for the purpose of uplifting the local community and, inter alia, establishing and running an ICT Training Centre for the benefit of, notably, the needy.

The Board approval was subject to:

- Favourable negotiations with the Trust

- NEMISA Shareholder agreeing to the Acquisition of these facilities

- Providing there is no clause in the agreement that limits NEMISA in terms of disposing of the assets to cover costs

- The NEMISA Board being able to review the project year from now

- A team comprising members of the Board participating in negotiating with the final agreement

- The Board receiving written permission from the DOC that funds from savings can be used on the Franschhoek project

This document is the strategic plan for the extension of the NEMISA Training and Development and Content Generation activities to that facility

The existence of the ICT Training Centre in Franschhoek first came to NEMISA’S attention in April 2006. At that time it was confirmed that the Trust intended winding down its activities and that it was seeking a likely PBO who could take over the assets of the entity and to leverage the assets by continuing to run the facility as an ICT Training Centre.

NEMISA presented a motivation to the Trustees as to why the institution, itself a PBO, was the most desirable organization to whom the Trust should transfer the assets and, indeed, persuaded the Trust to do so. NEMISA said that Board consideration and shareholder approval would be subject to a due process.

Following discussions at various Board meetings and a sight visit to Franschhoek by the Chairperson and the CEO, approval was granted for NEMISA to take over the assets at a special Board meeting on 4 December 2006. A team of Board members were to negotiate the final agreement with the Trust.

The Shareholder approved the transfer of the assets on 11 February 2007.

Meanwhile the Trust attorney was asked to prepare a draft agreement that was duly done and sent to the appointed Board member, 2 March 2007, for perusal and for him to constitute a Board sub-committee to deal with the matter.

16.2 Preamble

The Franschhoek facility must not be seen as something distinct from the normal activities of NEMISA. It is simply an extension of the Parktown operation so that training programmes that are offered in Parktown, Johannesburg will be replicated in Franschhoek and is addressed in the objectives for the facility.

It is, however also part of NEMISA’s mandate as a state-owned enterprise to use ICT’s to promote socio-economic development and social cohesion. The Franschhoek facility is ideally suited to serve that purpose in the Western Cape. So that some basic computer literacy training will be on offer especially for school going children and SMME’s.

In addition, the facility will be used as a training base for community radio training and research in the Western Cape, in collaboration with the National Community Radio Forum, the Department of Communications and, hopefully, the French Government with whom NEMISA has already been working in the area and other agencies over time.

Needless to say, there are practical implications such as operational challenges in running a facility away from home as is the case in any branch or regional facility. That is, however a function of management that we build into our bigger operational plan.

16.3 Rationale

The contribution that a facility in the Western Cape can make to the NEMISA operation is endless and includes:

- The delivery of training and development programmes directly from the area and customized for the region in specific terms: more productively and needs specific to local communities.

- Taking training and development to the Western Cape for those many people who cannot access the facilities in Johannesburg.

- Tapping the burgeoning production and animation industry in the Western Cape.

- Tying in with the NEMISA multimedia facility at ISSA in Grabouw.

16.4 Background

The Franschhoek valley is historically renowned for its beautiful wine and fruit farms that were started in the main by French Huguenot Settlers three centuries ago. For many years it was a typical, quiet country town and sleepy hollow serving mainly the farming community of the Franschhoek valley.

In recent years, however, a tourist boom and soaring property prices lead to the subdivision of farms as investors wished to buy into the Franschhoek lifestyle without actually farming. This has spurred the development of Franschhoek into a thriving services center. Today Franschoek is a beautiful town of fine wines and restaurants. Restorations of old buildings abound and new dwellings are being erected daily.

On the flip side, as Franshhoek’s appeal as an international tourist destination grew, many farmers evicted labourers and converted their cottages into bed-and-breakfast establishments. Job losses resulted in a huge disruption of the local economy, as it shifted from its traditional base of labour-intensive farming to a tourism and a service based economy from which Coloured and African people were largely excluded. This has exacerbated the growing socio-economic problem of the ever increasing disparity between the (largely White) population and huge wealth at the one end of the valley and the great poverty and hardship at the other. This gave rise to the birth of an initiative in 1998 when the Belgian Embassy in South Africa, together with LIVOS, a Belgian NGO, donated funds for the construction of an Information and Technology Training Centre under the auspices of a trust known as the Franschhoek Belgian Development Trust (FBDT). A building was erected one km from the town of Franschhoek and next to the Coloured township of Groendal and fully equipped to serve as an information and technology training center with an initial grant of R6 million.

The FBDT committed itself to running courses in computer literacy, hospitality skills, building construction skills and training for SMME’s. The Belgian Government gave another R8 million and additional funds were solicited from the LOTTO. This kept the Centre afloat until 1994 when the enterprise started to flag due to lack of effective management and ageing trustees. Little attention was paid to interacting with the community and the sustainability of the Center. As a result the facility started running aground and Prof. John van Zyl was consulted on the future of the Center. He alerted NEMISA and provided considerable background and input and set up a meeting with the Trustees in Franschhoek, early May 2006.

The purpose of the meeting was to present the new NEMISA and to persuade the Trustees that NEMISA, an approved public benefit organization, was the best organization to take over the Trust and the facilities and to establish a fully fledged MPCC with the same objects as the FBDT. After considerable discussion and serious interrogation the Trustees decided, that day, that they were prepared to disband the Trust and hand over the Centre, lock stock and barrel, and at no cost, to NEMISA on condition that the NEMISA plan for the Centre attests to the original objectives of community upliftment and social cohesion.

NEMISA firmly believes that this is a most worthy project that can contribute meaningfully to the Government’s plan of action and the work of the institute. This must be seen in the following light:

Until the coming of democracy, Franschhoek was typical of rural towns from the apartheid era. Whites lived in the south (main town) and Coloureds in the north (outskirts) village of Groendal. There was no noticeable African population until the advent of democracy in the 90’s when an influx of migrant workers and their families took place from the Eastern Cape. They inhabited an informal settlement adjoining Groendal. The population soon grew from 10000 to 13000 and the congestion and demand for housing and facilities led to community tensions and a claim by the Coloured and Black communities on the Franschhoek Commonage which lay below the Franschoek pass to the south of the town. A Commonage is a piece of land granted expressly to needy local inhabitants.

Because of lack of funding and that the Commonage lay on a tricky slope resulting in too high building costs for low-cost housing, the Franschoek Social Accord, signed by leading members of the community in 1998, proposed that the commonage be set aside for commercial development in exchange for alternative land at Mooiwater next to Groendal. The commercial development would generate capital for the development of Mooiwater and the building of 1000 new houses. This would promote job creation in arts and crafts and the hospitality industry that was fast developing.

It is significant that the French Government supported the Social Accord and made R22 million available through the Development Bank of South Africa. That grew to R40 million by the end of 2004. The agreement was signed by the French Prime Minister at the Huguenot Monument. One thousand and seventy one houses have been built to date.

A Franschoek Empowerment and Development Corporation (FREMCO), fully representative of the community has been established and is chaired by the Head of the Nelson Mandela Foundation. It’s Franschhoek Empowerment and Development Initiative (FEDI) has the support of the Stellenbosch Municipality under which it resides and at provincial level by the tourism directorate. The National Minister of Agriculture has also expressed support.

There are 3388 and 21000 school learners in Franschhoek and Stellenbosch respectively. The region also boasts The University of the Western Cape, Stellenbosch University and the Boland College. Most matriculants, however, find it difficult to raise tuition fees, resulting in high unemployment. Adult employment is seasonal. The unemployed are, curiously, very reluctant to seek employment elsewhere, seeing the metropolitan areas as dangerous.

There are over 30 organisations, groups and crèches in the valley doing valuable welfare work, albeit uncoordinated and crying out for support. In one way or the other, they are all trying to empower the community, from young to old.

In a nutshell, therefore:

- Franschhoek and the surrounding district has become a thriving tourist center that has however only benefited a select few, mainly White, and many overseas people, to the detriment of the Coloured and African population in the area.

- The economy of the district has changed dramatically resulting in job losses and serious unemployment.

- The schools in the area are turning out countless matriculants annually and there are simply not enough jobs around in the existing economic construct to cater for them all.

- The area needs to create new jobs that will also attract new investment to the benefit of all of the people in the area, notably the disadvantaged.

- ICT’s can contribute immeasurably towards the empowerment of the needy.

- A training and development facility with MPCC services is the most desired vehicle to service and empower the needy people.

- The facility would be set up primarily for the needy people in the Franschhoek valley but, given the proposed package, the benefits could extend beyond the immediate environs of Franschhoek into the wider Western Cape.

- NEMISA is the ideal instrument to facilitate local training. The institution will be offering in Franschhoek, a complete skills development programme for the local community as well as the whole ICT sector in the Western Cape. It already has projects that reach out nationally and it can network those into the different regions, including the Western Cape within which Franschhoek resides.

- NEMISA now has a multi-media facility at ISSA in Grabouw across the mountain from Franschhoek and there are many synergies between the envisaged activities for both facilities.

- NEMISA will develop and run some of its projects already in the new business plan from the envisaged Franschhoek facility; some in collaboration with ISSA.

16.5 Existing Facilities at the Centre

This is a fully functional turnkey resource that can be occupied and used immediately.

The upstairs section of the 2-story building consists of two large rooms, each about 70 sq m. in size. Downstairs there is a reception area, a large study area, and 6 rooms, each with separate outside access. There are also the usual storerooms, kitchen and toilets. The building is in excellent condition and presents an appealing appearance with its Cape Dutch gable.

At present one of the outside rooms is occupied by the Franschhoek Legal Aid Centre (FLAC) an excellent NGO run by two local residents of Belgian nationality.

Another is occupied by a local laundry belonging to Penny Gordon, a local entrepreneur with interests in the Belgian chocolate factory and several restaurants. (She has been active in BEE activities and her chocolate factory is 50% owned by two local Coloured men. She has been in negotiations with the Chairman of the Trust to purchase the room and has now bought it)

• The training room (74 sq. m) is equipped with 24 Celeron Computers and a Lazer jet printer. These are set out in a user-friendly way, making it an ideal teaching venue.

• The server room (71 sq. m) is equipped with 37 UTP points/monitors, networked through a LAN to printers and the Internet.

• The software library is fully stocked with all the basic programmes.

• The business centre/library is 36 sq. m and is fully equipped with chairs and tables.

• There are also offices, a reception area and the two outside rooms each 36 sq, m in extent.

• TOTAL AREA AVAILABLE: 430 sq. m.

There is enough space around the building to allow for extensions, like a library, more lecture rooms or demonstration laboratories.

The property has been valued at between R 1 500 00 and R1 750 000.

There is a comprehensive inventory of the additional computers, bookcases, desks etc.

16.6 Utilisation of the Assets

The major moveable assets are the computers and UTP pointers/monitors that will be deployed for basic computer literacy training and more advanced, currently identified, training in:

- Radio Production

- TV Production

- Communication skills

- Entrepreneurial skills

Other training related to the ICT sector will follow.

The limited remaining stock will be scrutinised to judge its relevance to the future needs of the facility.

The software library will be updated to match the requirements of the proposed Radio and TV Production courses.

The existing chairs and tables will, on the whole, suffice for the first year training needs. Additional, limited office furniture may be required.

Whatever new acquisitions have been identified above are included in the declared start up costs that have been provided for.

16.7 Objectives

16.7.1 To establish a base for the NEMISA operation in the Western

Cape that is in essence an extension of the overall programme

for the institution in that area.

16.7.2 To deliver training programmes and do research for the

community radio sector in the Western Cape in collaboration

with the National Community Radio Forum, the Department of

Communications, the French Government and other agencies.

To leverage opportunities in the production and animation sectors in the Western Cape.

To run structured training courses in computer literacy for the empowerment of the people in the district and those entering the work place.

To design and deliver specific programmes for learners in the district.

To build capacity for SMME’s through ICT’s in collaboration with the South African Communications Forum.

To run Adult Based Education and Training programmes (ABET).

To offer short courses in media studies from the NEMISA generic programme to those people in the Western Cape who cannot attend classes in Johannesburg.

To run school vacation programmes for all levels of learners.

16.7.10 In time, to structure distance learning programmes from the

Parktown facility to Franschhoek and the wider district

16.7.11 To run career guidance courses for those wanting to enter the

I CT sector.

16.7.12 To extend the training and development programme and add the facilities of a Multi-purpose Community Centre such as:

A cyber Café

- Internet Access

- A Public Information Terminal

- E-mail Facility

- Cell phone Usage

- Landline Telephone Usage

- Fax Facility

- Copy Facility

- Data Bank

These facilities, in collaboration with the DOC, will couple with the intended transfer of the public library to the site across the road from the training centre as well as the community radio station that has been applied for and that will also be erected on that site.

All in all, the training centre and other community facilities mentioned above will contribute substantially towards the Government Plan of Action and integral to the NEMISA mandate.

16.8 Strategy

The existing Trust will be disbanded and all of the (movable and immovable) assets will be transferred to NEMISA at no cost.

An operational structure will be put in place to include:

- A Manager: Qualified to perform the functions of Computer and Education Resource Training

- An Office Administrator

- Receptionist

- Maintenance/Gardener

- Caterer/Cleaner

These people will be drawn from the local community.

The facility will, particularly in its first year of operation, need an oversight role player. It is strongly recommended that the person should be Prof van Zyl who is well known to NEMISA and with whom the institution has worked in the past. He is a renowned communications expert, highly respected in the industry and the local community, he has a wide network that can be invaluable to us, has been involved in trying to make this happen from the start, is semi-retired in Franschhoek and has the time to devote to the project. He is also the driver behind the relocation of the library across the road from the centre and the establishment of the community radio station.

A local Management Committee will be established

The NEMISA COO will oversee the day-to-day activities of theFranschhoek facility from Parktown and visit Franschhoek on a regular basis, more so in the first year of operation.

The NEMISA CEO will, however, be directly accountable for the facility and will maintain an on-going interest in that operation.

The NEMISA Management will report specifically to the Board on progress in Franschhoek at scheduled Board meetings.

Franschhoek will be a separate cost centre albeit integral to the NEMISA corporate financial system. Income and expenditure will be projected and managed separately.

Board visits to the centre will be arranged at least annually.

The existing equipment will be serviced from Parktown and augmented where necessary from the Parktown operation and/or the funds from the DOC project savings.

The initial concentration would be on computer literacy and the rest of the community training will be phased in over the first two years,

Community facilities will be made available immediately.

A community radio training programme for the area will be started as soon as possible in collaboration with the DOC.

Contact has already been made with some of the producers and animation specialists in the Western Cape and NEMISA will immediately cement those relationships and drive potential projects from that end.

The new NEMISA TV and Radio Production programmes were launched in February 2007. NEMISA will run short courses in Franschhoek by sending lecturers from Parktown and working with lecturers in the area. It will be integral to the NEMISA generic programme, only that it will be available in the Western Cape.

The aim is to run at least one school vacation programme in 2007.

The distance learning facility will in all probability follow in the second year unless funders are secured earlier.

Link with schools and higher learning institutions will be forged immediately and a career guidance programme that will link with Parktown will be established in the area.

The local French Embassy is committed to working with NEMISA in Franschhoek pending a central government decision to continue the cooperation programme with South Africa.

NEMISA will explore collaborative programmes with other international government agencies such as the Belgians, the Swiss and the Netherlands who have already shown an interest in the area.

17 Operational Plan

The plan is for the strategy to unfold over time according to the following plan of action:

17.1 First year of Operation (April 2007 to March 2008)

17.1.1 April-June 2007:

Operational Structure

- Appoint Staff to include:

Manager/Computer/Education Resource Trainer

Office Administrator

Receptionist

Maintenance/Gardener

Caterer/Cleaner

- Appoint a person to play an oversight role until December 2007 and review the situation then.

- Establish the Management Committee with the guidance of the NEMISA Executive Management Team.

- Run a workshop to plan the first year of operation in accordance with the strategic plan and to scope the medium term objectives.

- Service all of the equipment and augment where necessary for basic computer literacy training.

- Set up basic operational facilities such as: banking, insurance, equipment rentals, communication mechanisms, stationery, training materials, etc.

- Set up all required policies, controls and procedures in line with the corporate framework, led by the NEMISA CFO.

Initial Training Programmes

- Make contact with the local schools and community groups to start planning the basic computer training programme.

- Solicit commitment from the DOC for fund assisted community radio training in the Western Cape from Franschhoek. (NEMISA has been in discussion with the DOC for some time and have an in principle agreement to come with proposals).

The aim is to have all of the above in place by end June 2007 so that the following activities can start July 2007.

17.1.2 July -August 2007

Training

- Start the basic computer literacy training programme that will start July 2007 run on a continuous basis. (An on-going need for this facility has long since been established).

- Finalise arrangements with the DOC and aim to start the community radio training in August 2007.

- Do research in the Western Cape and notably the immediate surrounds to Franschhoek (Stellenbosch, Paarl, Strand with established commercial centres and institutions of learning) and ascertain the skills needs and training opportunities that can be addressed through the NEMISA generic programmes or via customized programmes. Concentrate in the beginning on TV Production and Multimedia short courses.

Community Facilities

- Install the following facilities to be ready end August 2007:

Internet access

Public Information Terminal

E-mail

Cell phone

Landline

Fax

Copier

Start a data bank

Content Generation

- Continue discussions with local producers and seek opportunities for cooperative productions or commissioning work from production houses and/or broadcasters.

- Establish links between Franschhoek and the Multimedia Facility at ISSA for future possible content generation from the Western Cape.

September 2007-March 2008

Training

- Start the TV Production and Multimedia short courses in September and run through March 2008.

School Vacation Programme

- Aim to run a programme end 2007.

Career Assistance

- Create awareness among school goers about the different fields of endeavour in the ICT sector

Collaborative Programmes

- Continue discussions with the French and other international government agencies to run social responsibility and cultural programmes using ICT’s in the area.

Finance

17.1.3 Establishment Costs

There will be some limited start-up costs and the need to budget for running costs for the first and two succeeding years.

The start-up costs will include items such as:

- Servicing and augmenting the existing equipment

- Additional furniture and fittings

- Possible software for specific computer applications

- General cleaning and basic maintenance to get the premises ship shape, etc.

A final assessment will be made of the above, but an initial amount of R200, 000, 00 for set up costs should suffice.

Budget: 2007/8

Cost Estimate

The first year operational costs are estimated as follows:

|Staff costs |750, 000 |

|Communications |72, 000 |

|IT |36, 000 |

|Materials |36, 000 |

|Insurance/Auditors/Rentals |120, 000 |

|Transport |24, 000 |

|Travel and Entertainment |30,000 |

|Maintenance and Consumables |10,000: |

|Other Over heads costs: | |

| |24,000 |

|Electricity & Water |54,000 |

|Cleaning & Security |12,000 |

|Postage & Stationery |12,000 |

|Sundry Equipment | |

|Contingencies |20,000 |

|Total |1,200,000 |

Income Projection

As described above, potential revenue-generating training will only start in the latter part of this financial year so that we will only project about R100,000 income for the period.

Potential income for the succeeding years however will increase considerably and we will have far better picture by the end of 2007 because we would have done a lot of work in assessing the training needs in the course of the next six months.

It is therefore proposed that we now commit for this financial year, to an ongoing assessment in ensuing months, review the situation last quarter of this year and prepare a two-year projection for the 2008/09 and 2009/2010 years at that time.

Funding Source

The DoC has displayed enthusiasm and support for this venture hence the approval for NEMISA to proceed with the transfer of the assets from the Trust.

Consequently the DoC have repetitively said that they would provide up-front funding of the establishment of the training facility and at least the operational costs for the first year during which time one would have assessed future funding potential as described above.

Furthermore:

- NEMISA is in earnest discussion with the French Government to extend the cooperation programme that has been running for the past three years. Included in the proposed programme is for the French to partner in the proposed Franschhoek facility. The French Ambassador in South Africa has shown keen interest in the proposed venture and has forwarded NEMISA’s proposals to Paris for consideration in Jan/Feb 2007. The partnership would entail a fairly substantial financial contribution by the French.

- Further monies can be extracted from the envisaged content generation that it is intended will be done in the Western Cape.

- NEMISA is also currently developing a community radio training programme for the DOC, some of which would take place at the proposed Centre.

- Once the Centre is an established fact, funds can also be forthcoming from local investors who have a keen interest in the development of the community at large as well as other donor agencies such as the French investment facility developed with the Development Bank of South Africa, called INCA.

18 Marketing Plan

18.1 NEMISA Industry Scope

NEMISA operates within the Information, Communication Technology (ICT) sector, involved in the full scope of training and development and content generation aimed at addressing the full range of skills needs of the sector.

18.2 Mission

The declared mission statement to deliver on the Government mandated strategic objective and future vision for NEMISA is:

To:

- Take NEMISA into the future and offer a new product in advanced multimedia skills development and content generation.

- Make the institution a sustainable, relevant, effective, industry-led operation in an increasingly changing technological environment.

- Run NEMISA on business principles to survive in a highly competitive environment

- Generate revenue so as to make NEMISA increasingly less dependent, over time, on supplementary funding

- Create a unique niche with a totally integrated training and development and content generation offering.

- Offer full-time and part-time training courses for under and post-graduates straight from learning institutions or for the communications sector at large.

- Strike strategic alliances that lead to structured partnerships with organisations and institutions in the ICT Sector by delivering generic training programmes and/or customised training products where applicable.

- Ensure that everything NEMISA does is content related.

- Establish a content hub that reaches out to the entire private and public sectors’ multimedia communication needs and that serves both South Africa and the Continent.

- Make NEMISA the electronic content producer for the South African Government

- Facilitate the development of animation in South Africa and establish a content hub at NEMISA.

- Promote and support the Government Plan of Action

18.3 Brand Awareness Study

A brand Awareness Study was conducted end 2005 to assess awareness and views of key target markets, stakeholders and potential prospects on NEMISA and, accordingly, measure:

❖ Awareness of NEMISA

❖ Awareness of the objectives, goals and markets of the institution

❖ Whether NEMISA is meeting its goals, therefore a rating thereof

❖ What image NEMISA projects and suggested movements

❖ How the projected image relates to current corporate culture/core values

❖ A comparison with similar structures, nationally, regionally and internationally

❖ How NEMISA can differentiate itself from its competitors

The sampling frame of the study was generated from lists from leading industry magazines, directories and national bodies. A total of 1200 contacts were generated in the Sampling frame. The sample size was 250. Interviews were conducted by telephone.

The salient findings of the study that informs the marketing plan were:

A brand awareness of only 15% or 38 people out of 250 (the following outputs are therefore from the 15% of people who were aware of NEMISA)

Of the 15%, 94% came from the radio and television sectors

The higher profile entities in television, such as the SABC, tended to have higher awareness levels in comparison to smaller entities

Community radio stations outside of the metropoles were more aware of NEMISA.

NEMISA was correctly identified as offering training by those who know of it. However, not many of them articulate the full range of training provided by the institution. Only 2 people knew that NEMISA offered training in multi-media that is a major component of institution’s training package.

Over three quarters of those who were aware of NEMISA did not know what the acronym stood for. (This illustrates that NEMISA needs to develop a brand and mage for the organization that supports an overall look and feel and identity that is easily recognisable and that compliments and supports the existing branding work done by NEMISA through the new corporate plan).

There was a prevalent sentiment (over two thirds) among those who knew of NEMISA that were of the opinion that the institute did not meet industry needs.

Some 65% thought that NEMISA was “fair” to “excellent” in terms of productivity and efficiency in the delivery of training

13% said the NEMISA students were excellent and useful to employers. Over 30% said NEMISA needed to be re-trained when employed

Over 56% said they had never had to consider employing a NEMISA student.

The findings indicated that:

1. At present NEMISA did not command a distinctive brand essence where needed: that which shapes customer perceptions.

2. NEMISA, to a large extent, existed in a vacuum.

There were two alternatives going forward:

1. Drop the NEMISA brand name and start from scratch, given the new mandate for the institution;

2. Keep the name but make something of it.

1 The proposal was to:

❖ Keep the name but to build brand values and create a strong identity with an aggressive marketing effort;

❖ Make NEMISA a stand-alone entity.

2 Rationale:

NEMISA was faceless. However, it did exist as an entity that was then open to wherever one wanted to make of it, as long as one built meaningful brand values and the product, NEMISA, delivered to market skills needs that had by then been clearly identified. If NEMISA had had a high awareness and low image rating one would have faced the danger of throwing good money after bad, but that was not the case. Retaining the NEMISA name and making something of it was like starting from scratch under the circumstances.

2 Branding Strategy

Given the findings of the brand awareness study NEMISA needed to create a new set of brand associations that would represent what the new NEMISA brand stands for and what it promises to hold for the customer, thereby generating a value proposition in the relationship between the brand and the customer that involves functional and emotional benefits. In doing so one must then refine the brand and product positioning statements.

Accordingly, we needed to establish the following for the new NEMISA:

1. The desired brand image

2. A focused customer promise

3. A set of brand values

4. A clear brand message

5. A distinctive brand personality

6. A brand positioning

Within this framework are the following brand icons:

❖ Brand name

❖ Brand logo

❖ Distinctive product or packaging

❖ Company colours and corporate identity

❖ Company typefaces

❖ Design and layout templates

❖ Distinctive visual techniques

❖ Unique architectural images

❖ Clothing

❖ Voice-over

❖ Music styles or songs

❖ Mnemonics

❖ Product textures

❖ Unique aromas

❖ Tastes

❖ Mascot

❖ Character

❖ Feeling

❖ Attitude

3 Mother Brand and Sub Brands

It had been proposed that the mother brand, NEMISA, should remain. What is needed then was to develop a new set of brand associations as described above. The mother brand is the overall supporting brand and is communicated within the framework of the NEMISA corporate identity.

NEMISA would be offering a selection of training and content development products, each with its own unique benefit and positioning to the market. Consideration had to be given to naming these offerings individually albeit under the mother brand name and associations.

18.4 Brand Territory

The NEMISA brand territory could be broadly described as: “ICT Skills Training and Development and Multi-media Content Generation.”

9 Brand Objectives

To:

1. Build Brand Value and Brand Equity so as to make the brand desirable

2. Stand out from competition

3. Have a face and voice that is distinctive, appealing and designed to meet market needs

4. Be top-of-mind in the pre-determined target markets

10 New Brand Associations: The Brand Architecture

The brand architectural guidelines identify the relationship between:

1. NEMISA mother brand and the different product offerings to the market

2. The relationship between the NEMISA corporate identity and all of the product offerings

3. The individual product offerings to each other within the different market sectors

1 Desired Brand Image

The NEMISA Brand to exuberate: Strength, Vibrance, Resonance, Power and portray an image of being Bold, Lean and Mean and Unchallengeable.

2 Customer Promise

NEMISA: Empowers you, makes you a superior player in the ICT sector, hones your skills in Information Communication Technologies.

3 Brand Values

What comes out of NEMISA: Is of a superior quality, fulfils your needs and that of the industry, is of the highest professional order with a progressive, forward looking approach to training

4 Brand Message

NEMISA: Sets out to revolutionize the sector, offers advanced teaching methods, makes you a top notch professional, is ahead of the game, allows you to deliver immediately you enter the job market, will un-skill you, where necessary, and give you new skills.

5 Brand Personality

NEMISA is: A leader, youthful but mature, intelligent, confident and far seeing. A futures person.

11 18.5 Brand Positioning

18.5.1 Positioning Spectrum

Physical Characteristics

❖ Responsive

❖ Compliance

❖ Competence

❖ Applications

❖ Quality

❖ Development

❖ Initiatives

❖ Research

❖ Instruction

❖ Communication

Culminating in:

NEMISA is an advanced, industry-led institution that specializes in ICT skills training and development and multi-media content generation, within the context of media literacy orientation.

Functional Characteristics

❖ Technical and Academic

❖ Competence

❖ Delivery

❖ Responsive

❖ Reliability

❖ Certainty

❖ Appropriate

❖ Value for Money

Culminating in:

Using advanced methods; covering new media and broadcasting, focused on technical/engineering, software and content development skills

Brand Character

❖ Flexibility

❖ Unconventional

❖ Enterprising

❖ Futuristic

❖ Innovative

❖ Ahead of the Game

Culminating in:

By being wise and knowledgeable, far seeing, futuristic, calm and trusting, understanding, sensitive, responsive and competitive

Emotional Connection

❖ Caring

❖ Supportive

❖ Fair

❖ Understanding

❖ Enabling

Culminating in:

Making you: Satisfied, enriched, empowered, happy and confident

Emotional Projection

❖ Astute

❖ Expert

❖ Experience

❖ Global

❖ Developing Solutions

❖ Linkages

❖ Confidence

❖ Difference

❖ Unique

Culminating in:

Telling you that: NEMISA is sensitive, and responsive to the needs of the market and how to develop the necessary skills for those who want to participate in it effectively and better than others and doing so in a caring manner

2 Brand Strengths

1 Practical

❖ Applied Knowledge

❖ Outcomes Based

❖ Measurable Value

❖ Appropriate Techniques

2 Responsive

❖ Market Related

❖ Sensitive to needs and trends

❖ Inquisitive

❖ Listening and Understanding

3 Interactive

❖ Linkages

❖ Sharing

❖ Adding Value

❖ Giving

4 Futuristic

❖ Far seeing

❖ Forward Moving

❖ Stay Ahead

5 Fresh

❖ Enterprising

❖ Up to Date

❖ Innovative

❖ Creative

❖ Imaginative

❖ Open

6 Professional

❖ Intelligent

❖ Knowledgeable

❖ Thorough

❖ Precise

❖ Competent

❖ Experienced

❖ Efficient

❖ Advanced

12 Brand Statement (The Essence of the Brand)

THINKING AHEAD: MAKING A DIFFERENCE

13 Product Positioning Statement

NEMISA delivers advanced training and development and content generation for the multimedia industry that is always market related, relevant, effective, futuristic and outcomes based and that adds value to the ever changing and fast developing ICT sector.

14 Marketing Objectives

To:

• Offer a totally integrated product in advanced training and development and content generating programme for the multimedia industry that is always market related, relevant, effective, futuristic, hands-on and outcomes based.

• Operate as a content hub and generate multimedia content or materials, using ICT tools and refined skills in the identified fields of need. This will be achieved through:

- Proactively identifying government content production needs and proposing solutions to them

- Proposing co-production and straight commissioning deals with the broadcasters in the market

- Forming a partnership with the GCIS for referral of their productions to NEMISA

- Getting into joint ventures with other players in the private sector so as to leverage on each other’s strengths

This will be done in the areas of television (video), radio (audio) and multimedia productions. All productions to have a minimum of 20% return. NEMISA will commission some work to other producers in the market. Some of the leading graduates will be used in the process. NEMISA will strive to at least meet, if not beat the market standards.

• Deliver

- A number of generic short courses that are aimed at under-graduates, graduates, full and part-time students and working people.

- Selected short courses that are tailor-made to work place skills requirements

- Long courses for full-time students at basic, intermediate and advanced levels

• Communicate and implant a new :

- Brand image

- Customer promise

- Set of brand values

- Brand personality

- Brand positioning

• Take ownership of the declared brand territory

• Communicate and entrench the brand statement

• Phase the re-launch programme over a three-year period and:

- Extend the skills development programme by combining and expanding the radio and TV production programmes to include the whole of the electronic production sector, extending the animation and multi-media programmes, adding broadcast and telecommunications engineering.

- Introduce a series of high-profile short courses, second quarter 2007 and increase the short course offering as informed by the skills study of 2005/6, follow-up studies and industry interaction.

- Introduce a bridging programme for graduates in 2007/8

- Develop learnership programmes in 2007 and extend those the following 2 years.

- Establish the content hub in 2007, sign up the first government departments (To include at least the Presidency, Health, Education and Tourism) and expand to other government departments over the years.

- Broaden the target market definition for content generation to include; National, Provincial and Local Government, portfolio organizations, community radio sector, public broadcaster, donor- funded productions and tenders.

- Expand the community radio sector development projects in 2007 and continue to collaborate with the DOC for the growth of the community radio sector.

Generate revenue from:

❖ Continued government funding

❖ Student fees for short and long courses

❖ Student fees from working people for short courses

❖ Tailor-made short courses for industry, government departments and institutions

❖ Training and development of the community radio, public and commercial sectors

❖ Content generation for government and the commercial sector

❖ Workshops

❖ Seminars

❖ Facilities hire

❖ Sponsorships and discretionary grants

❖ SETAS

• Re-focus the student body to meet the national demographic profile so as to attract a broader range of students that also includes both under and post graduates straight from institutions of learning as well as people already employed, but who are considering upgrading or broadening their knowledge base on a part or full-time basis.

• Increase the long course student intake to 150 in 2007/8 and maintain it at this level

• Increase the short course students from 10 in 2004/5 to 200 in 2007/8, 250 in 2008/9 and 300 in 2009/10

• Introduce workshops for industry practitioners geared towards re-skilling, up-skilling and multi-skilling for 100 people in 2007/8 and increase this number by 15% p.a. over two years

• Run 2 seminars per annum over three years starting 2007/8

• Achieve an awareness and understanding level of the NEMISA brand of 40%, 60% and 70% over three years consecutively starting 2007/8.

• Achieve better utilization of the facilities of the institute

• Generate the following income by the institution over three years:

❖ 2007/8: R 12 million

❖ 2008/9: R 14 million

❖ 2009/10: R 16 million

15 Target Markets

➢ Training and Development

Short Courses

Generic Programmes:

❖ Under-Graduates

❖ Graduates

❖ Working People (Part-time)

Tailor-made Programmes:

❖ National, Provincial and Local Governments

❖ Community Radio Sector

❖ SMME’s

❖ Public Broadcaster

❖ The Regulator

❖ Private Sector

17.19.2 Long Courses

❖ Under-Graduates

❖ Graduates

❖ Working People (Part-time)

Note: The above are target groups within South Africa. The same package will be marketed beyond our borders either through distance learning or through residential programmes.

Content Generation

❖ Government

❖ Private Sector

5 Workshops

❖ Government

❖ Community Radio Sector

❖ SMME’s

❖ Public Broadcaster

❖ The Regulator

❖ Private Sector

6 Seminars

❖ Government

❖ Community Radio Sector

❖ SMME’s

❖ Public Broadcaster

❖ The Regulator

❖ Private Sector

7 Facilities Hire

❖ Private Sector, Institutions and Government Sponsorships and Grants

❖ Private Sector

❖ Donor Agencies

❖ Foreign Affairs Development Programmes

❖ SETAS

Strategy

• Produce a comprehensive Prospectus for both information and marketing purposes

• Develop a comprehensive profile of the ICT sector, including:

- The private sector

- Public sector: National, Provincial, Local

- Community radio sector

- SMME’s

- Regulator

- Parliament

- SETA’s

- Relevant institutions of learning

- Donor agencies

• Prepare a comprehensive electronic and hard copy mailing list for all of the above sectors

• Prepare a corporate and product specific marketing communications campaign that projects the new brand image, customer promise, set of brand values, brand personality and brand positioning

• Take ownership of the declared brand territory and the brand statement in the main message of all of the selected communication tools

• Rely heavily on relationships marketing

• Select communications tools that are target specific

• Deploy burst communication

• Use mass media sparingly at this time

• Establish close relationships with pre-determined target groups

• Have a detailed plan to link with career guidance units at institutes of higher learning and schools throughout the country

• Keep all stakeholders informed of developments at NEMISA.

• Run corporate advertising April to August

• Start the marketing of the Animation Master Class in March 2007 and the other short courses, early April 2007

• Start the drive for new full-time students for the 2008 academic year in September 2007 and run to late January 2008

• Run workshops In April, June August and October 2007

• Arrange a seminar in May and September 2007-03-12

• Start an aggressive grants and sponsorship drive in the first quarter of the 2007/8 financial year

• Continue deliberations with the State Owned Enterprises, notably the Post Office, USA and ICASA.

• Initiate discussions with Local and Provincial governments, April/May 2007.

• Continue working with associate institutions/bodies such as the Multi-Media University of Malaysia, Algonquin Institute of Higher Learning in Canada and develop new relationships such as with the TATA Consulting Services Group, promote the expansion of projects with foreign development programmes such as the French them all during 2006/7.

8 Revenue generation

❖ Secure continued government funding at the current rate for at least the next 3-year MTEF period.

❖ Generate revenue from short and long courses within the new student profile through on-going publicity, using student and general print and electronic media as well as relationships marketing.

❖ Target working people in the ICT sector and promote the training and development programme via stakeholders through relationships marketing in the main.

❖ Approach: National, Provincial and Local Governments, Community Radio Sector (In collaboration with the DOC), Public Broadcaster, Regulator and Private Sector, ascertain their needs and develop short courses designed specifically to suit their needs, both locally and externally by establishing relationships and using direct mail, the Internet, institutional and business: print and electronic media.

❖ Content Generation: Prepare separate action plans to offer the facility of content generation to each of the following: National, Provincial and Local Government, Portfolio Organisations, Community Radio sector, Public Broadcaster and Donor Organisations with the three tiers of Government and the SOE’s as top priority. Ascertain up front the status quo and their needs and prepare presentations accordingly.

❖ Workshops and Seminars: Interact with: Government, Community Radio Sector, SMME’S via the SA Communications Forum, Public Broadcaster, Regulator and the Private Sector, directly with operators and via representative bodies and identify areas of interest and need as subject matter for workshops and seminars to be run 2006/7, onwards.

❖ Facilities Hire: Concentrate on optimum NEMISA utilisation of the available facilities before making it available to the private sector, notably: the advertising industry, production houses, other training institutions and government departments. Use direct marketing methods.

9 Re-defining the student source

Unpack the target groups for short and long courses in particular and draw a representative demographic student profile across under and post graduates as well as working people to equate with the above-mentioned proportions. Prepare an action plan to visit schools, and institutions of higher learning August/Sep 2006, create an interest in ICT and promote the NEMISA training programme.

Approach the private and public sectors through direct marketing and offer training for working people to develop new skills, up-skill and multi-skill via in-house or tailor-made short courses, starting May 2006 through 2007/8 and 2008/9.

10 NEMISA Brand Awareness

Repeat the awareness study last quarter 2007 and get a fresh measure of the new NEMISA. Evaluate the results and take corrective action as and where necessary. Repeat this exercise annually.

16 Marketing Tools

The primary tool that will be deployed will be that of relationships marketing given the nature of the business, the target groups and the marketing objectives and strategies.

Selective use will be made of direct mail, institutional and business (print and electronic) media, posters, drop offs and leaflets for promotional and public relations purposes.

17 Marketing Action Plan

An action plan covering all marketing activities over the year will be prepared immediately the strategic plan has been formally approved by the Board and signed off by the Minister. The Action Plan will reflect the deployment of the marketing budget.

18 Marketing Budget

The projected marketing budgets are:

2007/8: R1, 500, 000, 00

2008/9: R2, 000, 000, 00

2009/10: R2, 500, 000. 00

APPENDIX A : OPERATIONS MATRIX

|BUSINESS UNIT |TASK/ACTIVITY |PERFORMANCE |TIMEFRAME |

|TRAINING AND DEVELOPMENT |Meet with Curriculum Advisory Body|Revised curriculum statements |April 2007 |

| |to review the curriculum and | | |

| |overall study plan | | |

| |Meet with Industry Advisory Body |Revised parameters for the next|April 2007 |

| |to set parameters for the market |market study | |

| |study | | |

| |Conduct the follow-up study of |Research report |2nd Quarter 2007 |

| |industry skills needs | | |

| |Measure the performance of both |Filed performance appraisal |May 2007 |

| |internal and external trainers |reports | |

| |Measure student ratings of course |Filed student reports |June 2007 |

| |output and trainer performance | | |

| |Consider adjustments to curricula |Revised study plan |July 2007 |

| |and overall training programme | | |

| |Introduce the Neotel |Enrolled students, study plan |March 2007 |

| |Telecommunications Academy |in place and lecturing reports | |

| |Complete the analysis of the |Report of the findings |April 2007 |

| |animation sector | | |

| |Invite the animation industry to |Endorsement of the Master Class|April 2007 |

| |the launch of the second Master |and the 3 year Diploma by the | |

| |Class and cement relations with |industry | |

| |the sector | | |

| | | | |

| | | | |

| | | | |

| |Present the training proposal for |Approved training proposal |March 2007. |

| |the 11 new community radio | | |

| |stations | | |

| |Run a workshop with the DOC and |Report of the proceedings |April 2007 |

| |NCRF as a sequel to the National | | |

| |Community Radio Conference, and | | |

| |develop a growth strategy for the | | |

| |sector | | |

| |Submit Curricula for the entire |Comprehensive curricula and |April 2007 |

| |study programme for evaluation and|other required elements by the | |

| |endorsement by the MAPPP SETA |SETA | |

| |Plan the Learnerships, and | |April 2007 |

| |introduce them second half 2007. | | |

|GROUP SERVICES |Start the corporate marketing |Marketing implementation plans |April 2007 |

| |communications campaign |and execution reports | |

| | | | |

| | | | |

| |Finalise the SABC partnership and |Signed Service Level Agreement |May 2007 |

| |respective plans for the | | |

| |individual business units | | |

| |Finalise partnerships with Mnet, |Singed Memorandum of |June 2007 |

| |Etv and Business Connexion and |Understanding | |

| |Didata | | |

| |Repeat the Brand Awareness Study |Research Report |4TH Quarter 2007 |

| |of late 2006, | | |

| |Run at least three industry events|Events report |Starting April 2007 |

| |where NEMISA and industry | | |

| |developments are reviewed and | |April 2007 |

| |ideas are exchanged | | |

| |Finalise the Quality Assurance |Comprehensive presentation | |

| |Plan and ISO Certification |submitted for consideration | |

| |Start the student intake campaign |Media Plan and execution report|August/September 2007 |

| |for the 2008 academic year | | |

| |Finalise the Technology Plan |Approved plan |April 2007 |

| |Prepare a facilities hire plan |Plan |April 2007 |

| |Do research, create a database and|Plan and execution report |On-going |

| |establish a research institute | | |

|EXCO |Run monthly Executive and |Minutes of the Meetings |Monthly |

| |Management Committee Meetings as | | |

| |strategic, operational control, | | |

| |performance and planning | | |

| |mechanisms | | |

| |Review the organizational |Revised and proposed |3rd Quarter 2007 |

| |structure |organisational structure | |

| |Appoint a Marketing Director |Suitable candidate appointed |June 2007 |

| | | | |

| | | | |

| | | | |

| | | | |

| | | | |

| |Address the requirements to meet |Plans and execution reports |On-going |

| |the 2010 needs of training the | | |

| |necessary camera operators, sound | | |

| |engineers and editors in High | | |

| |Definition TV and prepare a plan | | |

| |to meet those requirements | | |

|CONTENT DEVELOPMENT |Meet with the Government |NEMISA content development |April 2007 |

| |Communications Forum and present |profile, minutes of the meeting| |

| |the NEMISA production capability |and report | |

| |Follow up with individual |Minutes of meetings and any |April/May 2007 |

| |prospective Government Departments|resulting Memorandum of | |

| |to include: Tourism, Education, |Understanding | |

| |Health and Local Government as | | |

| |well as NFVF | | |

| |Establish a formal animation hub |Portfolio of projects under |3rd Quarter 2007 |

| |at NEMISA |development | |

|CORPORATE SERVICES |Prepare a detailed plan for the |Status reports |April/May 2007. |

| |implementation of Internal Audit | | |

| |Report, Risk Management Plan, and | | |

| |the Financial and Operational | | |

| |Policies and Procedures, as well | | |

| |as the finalisation of the | | |

| |Performance Agreements | | |

| | | | |

| | | | |

| |Meet with the consultants and |Implementation plan and |May 2007 |

| |programme the implementation plan |execution report | |

| |of the HR Review | | |

-----------------------

9. FUNDING

[pic]

[pic]

STUDNT

AFFAIRS

TECH

SUPP

JOB

DESCRIPTION

REMUNERATE

JOB

FUNCTIONS

PERFORM

MNGT

TRANSPORT

TRAVEL

SKILLS DEV

PERSONNEL

SERVICES

ASSET

MNGT

INTERNAL

AUDIT

CATERING

RECEPTION

FINANCIAL

REPORTS

FINANCIAL

CONTROL

PA

KNOWLEDGE

MAN

MARKETING

RISK

MANAGE

FINANCIAL

MNGT

H R

IT

BROADCAST. MAN

HEAD:

TECHNOLOGY

BROADCAST ASSIST.

ASSIST

ADMIN

PROJECT

MANAGER

PRODUCTN

CO-ORDINATION

SECURITY

SYS

ADMIN

PROJECT

DEV

HOD

FINANCE

CO-ORDINATION

LECTURERS F/T

HOD

ACCRED & QUALITY

LECTURERS P/T

CONTENT GEN

TRAINING & DEV

CORPORATE SERVICES

GROUP SERVICES

OPERATIONS

PA

PA /

C. SEC

CFO

COO

C E O

NEMISA ORGANISATIONAL CHART 1

NEMISA ORGANISATIONAL CHART 1

2

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