19
commercial revenues could further reduce Government funding, to a total 36 percent by
1996/97.
4.7 To arrive at this projection, the team prepared a forecast of output hours by programme strand (in television) and channel and format (in radio), assessed resources required for each programme type, and then calculated an integrated cash and staff budget. Operating under a lump-sum allocation system will require RTHKC's Board and management to carry out a similar exercise on an annual basis for presentation to Government. (Currently, RTHK draws up its budget based solely on historical costs and incremental expenditures required for new projects.) This will help to ensure a clear definition of programme priorities and resource requirements.
***
In summary, the forthcoming corporatisation of RTHK presents a unique opportunity to relaunch this important institution with a clearly focused strategic mission. The recommended divisionalised, streamlined organisational structure - supported by substantially upgraded systems, a leaner but more highly skilled staff, and an entrepreneurial, businesslike management style - will enable RTHKC to become a distinctive, vibrant, and efficiently managed public broadcaster. Careful and timely management of the corporatisation process and effective implementation of these organisational elements are essential to achieve this vision.
McKinsey & Company, Inc.
No comments yet.
Private notes are available after approval.