Next on 4 Full Report
Chapter 01
Channel 4's unique public service role
Channel 4 is a unique organisation - a publicly-owned, commercially-financed broadcaster which commissions or acquires all its content. This model results in a unique relationship with audiences, programme suppliers, advertisers and policymakers, and output that reflects the enduring values - of quality, innovation, diversity and distinctiveness - embodied in its remit. It continues to play a pivotal role in the development of the independent production sector and has been the most committed broadcaster to UK film over the last 25 years.
Chapter 01. Channel 4's unique public service role
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Chapter 02
Why PSB still matters
Broadcasting is the largest entertainment sector in the UK, investing more in original production per capita than any other country and second only to the US in terms of its share of the global export market. As British society undergoes a period of significant change, television continues to have a vital role to play in reflecting and influencing social attitudes.
An enlightened approach to public intervention in the broadcasting industry has historically contributed to the provision of a high quality and wide range of originated programming in the UK, and intervention will continue to be necessary to ensure content that fulfils the social, political and cultural goals articulated by Ofcom in its PSB purposes and characteristics.
The internet is bringing about a radical transformation in the way content is produced and consumed, and there will be an increasing role for the delivery of public service content in interactive media. However, so long as television and radio remain the most pervasive forms of media, and relevant to a mass audience in this country, they should remain a significant focus of intervention.
Chapter 02. Why PSB still matters
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Chapter 03
Audience and stakeholder expectations of Channel 4
Channel 4 has undertaken the most in-depth and extensive dialogue with viewers and stakeholders in its history. The results both confirm and challenge what we do, and have informed the development by Channel 4 of its future role.
Chapter 03. Audience and stakeholder expectations of Channel 4
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Chapter 04
What's next for Channel 4
We set out what we believe to be an exciting role for Channel 4, building on its traditional strengths - with young and diverse audiences in particular - to become a public service network delivering public value across broadcasting and new digital media. Our new public purposes build on the values enshrined in our remit - innovation, diversity, distinctiveness and educational programming - to set out more clearly how we will deliver and measure public value across different forms of media, both on- and off-screen.
The plans that we have set out - covering originated UK content, new voices and talent, social engagement, enhanced supplier and partnership models, and diversity - reflect a strengthened commitment to the unique role of Channel 4, and the children's TV and new media pilots show how we can deliver public value in new areas.
These commitments represent an important step as we refocus Channel 4's activities, but for us to fulfil our ambitions - and for the new 4IP and children's content initiatives in particular to be able to continue beyond the period of their pilots - a new funding solution will be needed.
Chapter 04. What's next for Channel 4
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Chapter 05
An organisation fit-for-purpose for the digital age
The Channel 4 Board believes that Channel 4 should remain a publicly-owned, statutory corporation, independent of direct shareholder influence, and with a clear regulatory framework for its programme output. The current governance procedures remain fit for purpose and we are supplementing them with a number of new procedures to strengthen accountability to viewers and stakeholders, including the establishment of a public value framework for Channel 4 with the organisation's core purposes at its heart, and the creation of a Content sub-committee.
Channel 4 should remain primarily funded through its commercial activities, which have been a fundamental part of its historic model. We will continue to implement a proactive strategy of self-help, including cost management and investment in new commercial income streams. However the analysis conducted by LEK and Ofcom in 2007 has demonstrated clearly that self-help alone will not be sufficient to address the financial pressures on Channel 4 brought about by digital switchover or replace the declining value of our gifted analogue spectrum.
The Channel 4 Board is considering a range of potential models of support, and welcomes the commitment of Ofcom and Government to address the need to find a new funding solution over the coming months, ahead of likely changes in legislation.
Chapter 05. Building an organisation fit-for-purpose for the digital age
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In conclusion
Closing remarks.
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A series of case studies on Channel 4's programmes, services and off-screen initiatives.
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